Part 1: Rapid Job Redesign

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Part 1 Rapid Job Re-design

• And
• Part 2 Employee Engagement

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Why Rapid Job Re-Design?

• 250 positions eliminated via RIF
• 400 employees have taken advantage of various
  retirement incentives
• Over 1,000 temporary employees have been let go
• An untold number of vacant positions will not be
  refilled by organizations

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Some Basic Principles

• Employees MUST be involved in the redesign
  process
• The leader of the re-design effort should be
  comfortable with the following quality tools
  flowcharts, affinity diagrams and tree diagrams
  and/or Process Decision Program Charts (PDPC)
• A single work process can take several hours to
  redesign-give yourselves enough time to do it
  right!

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Assemble the Right Team

• Make sure everyone involved in the work process
  is represented.
• Notify people of the purpose of the meeting and
  ask them to be prepared to discuss the work
  process.
• Make sure you have a comfortable and workable
  space to use.

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Step 1 Identify the Process Tasks

• Hand everyone a small stack of Post-it notes and
  ask them to identify as many tasks as they can
  that they perform in the process under review
  (one task per post-it).
• Have them put the post-its on a large wall.
  Group the post-its into major process steps.
• Discard duplicates.

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Step 2 Flow Chart the Process

• Using the post-its, create a task level flow
  chart. Have the group discuss the assembly of
  the post-its and add missing tasks if needed.
• When complete, discuss the following
• Are any tasks unnecessary?
• Can any tasks be combined?
• Can the sequence of tasks be rearranged to make
  the process more efficient?

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Step 3 Analyze Responsibilities

• Identify who does which tasks on the flowchart.
  Can be done in several ways.
• Identify gaps in the flowchart that have been
  created by departing employees, job combinations
  or other factors.
• Look for backward flow of the process.

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Step 4 Look for Opportunities

• Look for tasks that belong with certain employees
  or skill sets.
• Look for employees who are anxious to learn new
  tasks or develop new skills.
• Look for opportunities for strategic abandonment.

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Step 5 Summarize the Change

• Agree upon the new approach to be used
• Document new procedures (if needed)
• Distribute the new flowchart and responsibilities
  among the workforce
• Create an implementation schedule using a tree
  diagram
• Identify and schedule training where required
• Identify metrics and a timeframe to assess
  results
• Adjust as required

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Summary

• Employees need to be involved
• Simple quality tools are all you need
• Work the entire process, dont take short cuts
• Summarize the changes and ensure follow-up to
  measure progress.

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Employee Engagement

• How to Find Out if Your Employees are Actively
  Engaged in Their Work

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Shocking Statistics

• 29 of employees are actively engaged in their
  jobs
• 54 are not engaged
• 17 are actively disengaged

Source Gallup Management Journal
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Engaged Workers

• Produce More
• Create Better Relationships with
• Customers and Clients
• Contribute to Positive Work Environments
• Stay with the Organization Longer
• Are More Committed to Quality

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A Confusing Concept

• Researchers since 2000 have defined the term
  differently and, as a result, come up with
  different key drivers and implications.
• Different studies have identified 26 drivers of
  engagement. Some focused on cognitive issues,
  some on underlying emotional issues.

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Blended Definition

• Engagement is a heightened emotional
• connection that an employee feels for
• his or her organization, that influences
• him or her to exert greater discretionary
• effort to his or her work.

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Translation

• Employees will work harder
• when they FEEL LIKE working
• harder.

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Engaged

• Feel a close connection to their
• organization and are more
• passionate about their work.
• Drive innovation and push the
• organization forward

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Not Engaged

• Are essentially checked out.
• Sleepwalking through the work day.
• Unlikely to put time, energy or passion
• into their work.

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Actively Disengaged

• Are not just unhappy, they are
• acting out their unhappiness.
• Every day they are
• undermining what their
• engaged co-workers
• accomplish.

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Some Key Drivers

• Trust and integrity how well managers walk the
  talk
• Mentally stimulating jobs
• Line of sight between employee performance and
  organizational performance
• Career growth opportunities

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More Key Drivers

• Pride in association with the organization
• Relationships with co-workers or team members
• Employee development
• Relationship with ones manager

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How can you tell?

• This isnt Rocket
• Surgery!

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Get Started!

• Do a baseline employee satisfaction survey
• Create other methods for employee input and
  feedback

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What Do We Ask?

• The Gallup Organization
• Suggests Asking 12 Key
• Questions

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Question 1

• Do you know what is
• expected of you at
• work?

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Question 2

• Do you have the materials
• and equipment you need
• to do you work right?

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Question 3

• At work, do you have the
• opportunity to do what you
• do best every day?

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Question 4

• In the last seven days,
• have you received
• recognition or praise for
• doing good work?

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Question 5

• Does your supervisor, or
• someone at work, seem to
• care about you as a
• person?

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Question 6

• Is there someone at work
• who encourages your
• development?

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Question 7

• At work, does your
• opinion seem to count?

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Question 8

• Does the mission/purpose of
• your agency make you feel
• your job is important?

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Question 9

• Are your associates (fellow
• employees) committed to
• doing quality work?

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Question 10

• Do you have a best friend
• at work?

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Question 11

• In the last six months, has
• someone at work talked to
• you about your progress?

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Question 12

• In the past year have you
• had opportunities at work
• to learn and grow?

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Measure it!

• Pride in employer
• Job satisfaction
• Opportunity to perform well at challenging work
• Recognition and feedback for contributions
• Support from supervisors
• Prospects for growth
• Likelihood one will stay with employer

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Create a Dialogue!

• Listen to employee feedback
• Analyze the data
• Create an action plan
• Implement practical changes
• REPEAT

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What is the Alternative?

• Higher employee turnover
• Diminished employee performance
• Lost training dollars
• Lower employee morale

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It is a Big Deal!

• There is clear and mounting evidence
• that high levels of employee
• Engagement closely correlates to
• individual, group and organizational
• performance in such areas as
• retention, turnover, productivity,
• customer service and loyalty.