Improving employee satisfaction through effective twoway communication

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Monirah Womack Lew Yeouze
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What Leaders Do...
the path

• the resources

through the 3Es

• Engaging
• Equipping
• Empowering

Stay the course
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Defining the Path
Guidelight Link what you are compelled to do
with what matters most to your stakeholders

• Our organizational/business
• imperatives
• Our destination and
• how we will get there

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Aligning the Resources
Guidelight Where are changes needed to pave the
path?
Rewards
Structure
People
Information Knowledge
Processes
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Defining The Path,Aligning The Resources
Major Telecom Business and Reward System Change
ACTIONS
BARRIERS
WINNING
STRATEGY
ENVIRONMENT

• Use mobile IT platform to integrate business and
  HR metrics
• Equip leaders to engage the workforce in culture
  and operational change
• Design and deploy new gain-sharing plan

• Drive down costs through IT enablers and work
  redesign
• Drive culture toward greater accountability
  entrepreneurism
• Align all people/HR programs with business
  imperatives

• Existing bargaining unit contracts
• Entrenched culture - field force and functional
  groups
• Non-effective communication infrastructure

• Rising customer expectations
• Non-traditional competitors
• Shift from voice to data and from land-line to
  wireless has increased cost pressure
• Rising labour costs

• 50 increase in field productivity
• 100 of senior leaders engaged in leading change
• Gainsharing fully rolled out in next calendar year

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The how of the journeyConnect The 3 Es
Engaging
Equipping
Empowering
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Engaging
Guidelight Little things can make a big
difference

• A small change in context can potentially create
  a big impact.

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State Government Department Consolidation
Redesign

• Situation
• Integration of two departments into a Super
  Department
• Functional areas alignment by skill sets
• Cross-functional teams alignment to support
  strategic objectives
• Quality
• Cost Control
• Flexibility/Responsiveness (Service Delivery)
• Leveraging Information
• Vendor Management/Accountability
• Best Practices

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Goals of Proposed Service Delivery
Model

• Data driven plan management maximize available
  data to advance proactive policy change
• Become managers, not doers hold vendors
  accountable, fully leverage the investment in
  outsourced activities, contracts
• Cost control creation of a specialized
  management team to perform cost benefit analysis
  review/approval prior to program implementation
• Quality improvement improve quality of service
  delivery
• Improved quality of service delivery promote
  customer service internally, rewards for employee
  excellence, ensure contracts are value added and
  enforced
• Consolidation of functional areas optimize
  existing institutional knowledge available
  through organizing like functional areas
  provides long-term capability of realizing
  operational best practices and the development
  and implementation of standard operating
  procedures

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Alternative Organization Designs (same as we
look today with process re-design)
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Alternative Organization Design
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Proposed Service Delivery Model
Agency Support
Information Technology
Plan Management
Plan Operations
Plan Management
Dept Customers
Finance
Plan Operations
Information Technology
Specialized Management
Medical Management
Attached Agencies
Internal Operations
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Stakeholder Analysis
Engaging

• What key groups should be considered and what
  should each group think, feel, and do as a result
  of the change process?
• What barriers to understanding (think),
  supporting (feel), and acting (do) exist with
  this group?
• What issues are contentious and immediate to this
  groups agenda?
• What other micro and macro level changes have
  they/are they experiencing?
• What are this groups communication and learning
  preferences (e.g., media, activities, training,
  timing)?

Senior Leaders
Divisions, Departments
All Other Employees
Key Stakeholders
Managers and Supervisors
Most Valuable Employees
External Constituencies
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Mapping Your Stakeholders
Engaging

• Sponsors
• Set/support business strategy
• Make decisions about which changes will happen
• Communicate priorities to organization
• Drivers
• Initiate the change
• Diagnose problems
• Convince the organization of the necessity to
  change
• Develop plans to implement
• Influencers
• Serve as opinion leaders
• Help shape broad-based attitudes
• Agents
• Implement change
• Anticipate and surface issues
• Recommend implementation solutions
• Targets
• Those affected by change
• Other Constituencies

Sponsors
Drivers
Agents
Influencers
Other Constituents
Targets
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Equipping
Guidelight Create a clear line of sight to help
people
Do it
Support it
Get it
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Effective message mapping connects employees
work and rewards with the business strategy

• Only when we help our people are we helping our
  members.

Where are we going?
VISION
How will we get there?
STRATEGY
MEAN TO ME?
MY DEAL
What do we offer, and expect, of staff?
Pay
Benefits
Career
MY WORK
MY DEAL
Company
Pay
Benefits
Career
Job
Unit

• XYZ will pay market value, with increases for
  performance
• 2-way feedback will be linked to goals
• Manager as coach to build skills, equip, and
  enable staff autonomy and productivity
• Opportunities for development and advancement
  known
• Rewards will reflect performance

• XYZ maintains a competitive package of benefits,
  and recognizes that staff needs for financial
  security and protection are the same as those of
  the members it serves

• XYZ provides compelling career opportunities

My Performance
Our Performance

• What I do is directly related to what I get
• When I perform well, I am helping build a healthy
  organization
• When the organization is healthy, more financial
  resources are available
• This is good for me, for XYZ, for all members

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Snapshot The Changing Role of an XYZ Manager
Current State
Desired State
Critical Enablers

• Formal performance management as part of State
  government process
• Managers as responsive resources for answers to
  personnel needs
• Managers as co-workers

• Champion the new process at every opportunity
• Model the desired behaviors
• Set and confirm performance expectations with
  employees at the start of the goal-setting
  process
• Be a coach help equip to perform, provide
  relevant feedback on performance to goals
• Review individual performance, and compare
  individual performance to the performance of
  peers
• Use distribution guidelines to reward performance
  communicate impact to individuals

Planning ... goal setting, communication process
Managing ongoing coaching, mid-year review
communication process
Appraising and rewarding, communication process
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Empowering
Guidelight Its not whether you win or lose...

• ...its how you empower people.

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Two Complementary Paths
Distributive Justice
Procedural Justice
Traditional tools Resource allocation Economic
incentives Organizational structure
Fair process Involvement Understanding of
decisions Clear expectations
Management tool
Outcome satisfaction I got what I deserved.
Trust and commitment I feel my opinion counts.
Attitude
Compulsory cooperation Ill do what Im told.
Voluntary cooperation Ill go beyond the call
of duty.
Behavior
Meet expectations
Exceed expectations Self-initiated
Performance
high
Performance frontier of voluntary cooperation
Performance
Performance frontier of compulsory cooperation
low
low
high
Cooperation
Harvard Business Review
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Aligning the Resources
Guidelight Where are changes needed to pave the
path?
People
Rewards
Structure
Processes
Decision-making
Information Knowledge
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Decision-Making Approaches
Buy-in
Time
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Staying the Course
Guidelight Know your organizations true north
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Liberty Enterprises Brand Promise
x
High PerformanceHigh Caring
x
High PerformanceLow Caring
x
Low PerformanceLow Caring
Low PerformanceHigh Caring
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Staying the Course
Guidelight Know your organizations true north

• Walk your talk

Be trustworthy
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Am I Trustworthy?
Trust
Trustworthiness
Character
Competence
A person with high character exhibits integrity
and maturity.
A person with high competence has knowledge and
ability in a given area.
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