As almost everyone else in the HR world has decided to do, I am going to weigh in on the HRCI vs. SHRM certification controversy. These are all my personal opinions and do not represent the opinions of any other person or any organization.
General thoughts: First of all, I'd like to discuss HR Certification in general, and what I think it means. I do not believe that a PHR, SPHR, GPHR, etc. means that you are an effective HR professional. It also does not mean that you are NOT an effective HR professional. What it does mean is that you worked and studied very hard to pass a comprehensive examination of Human Resources knowledge, which is a significant accomplishment.
When I first learned of the HRCI certifications, I was truly excited. I purchased several versions of study materials over the years because I wanted to be the best HR Professional I could be. I even taught several HRCI exam prep courses. Every year, as I made decisions about how to pursue my own professional development, I chose other avenues of development and learning.
I didn't get my SPHR until the summer of 2013, passing the exam on my first attempt. I was very proud of this achievement, which required many hours of study and preparation. I finally got around to earning this certification for two reasons: a promise that I made to a senior leader, and because I believed that I needed the certification to be more marketable.
Finally, I DO appreciate that there seems to be a relatively painless way for me to acquire the new SHRM certification. This was a shrewd move on SHRM's part and greatly reduces contentiousness between current holders of HRCI certifications and SHRM.
My observations on the history of HRCI Certification: My observation and belief is that SHRM and HRCI have touted the HRCI certifications as desirable when hiring a Human Resources professional. Over the years, executive non-HR hiring managers came to believe that hiring a certified HR professional was less of a risk than hiring a non-certified HR professional. HR professionals who worked hard to earn certification also touted the certification.
In other words, the premier HR Organization (SHRM), the premier certifying body for HR (HRCI), and the profession itself have marketed the desirability of a certification, to the extent that HRCI certifications are almost always considered and discussed whenever HR professionals are hired.
In the past, if you did not have an HRCI certification, you often were at a disadvantage when competing for a professional HR position.
My Opinions of the SHRM Competency Based Certification: Since none of us have experienced the process of being certified by SHRM (SHRM-CP and SHRM-SCP) it would be unfair to praise or to criticize the new assessments, and to comment on their ability to indicate the effectiveness of an HR Professional. Who knows, it may be everything that has been suggested. Time will tell. I do believe that assessing competencies and the use of behavioral assessments are extremely effective.
I am, however, somewhat skeptical that the new assessment will be as effective as marketed, because I was one of the HR professionals who participated in the initial survey to identify the competencies. I felt that the survey did not delve deeply enough into critical specific competencies . I was also disappointed in the results that were shared with the participants. Again, I felt that the quality/depth of the work was lacking.
It was NOT made clear to me when I was participating that the results would be used by SHRM to create a behavioral assessment to measure competencies of HR Professionals. Had it been, I would have escalated my concerns up through the SHRM chain of command with my colleagues who served as volunteer leaders. I truly thought this was "just another survey" that SHRM facilitated to assist with academic learning.Oh well.
SHRM's Handling of the Launch of Their Certifications: I have been a member of ASPA/SHRM since 1983. That's over 30 years, and thousands of dollars in membership fees. I have attended meetings, made presentations, worked on committees and served in leadership roles, including being a Charter Member of the Southwest Virginia Chapter #430. (http://swva.shrm.org/ ) and being an active member of the Northeast Tennessee Chapter (http://netshrm.shrm.org/) for over 20 years.
I think that the fellowship and networking I experienced in these two chapters, and the online and periodical information that SHRM provided have helped make me a much more effective HR Professional. Because of my affiliation with SHRM I was more knowledgeable, better skilled, and always knew a subject matter expert to consult on any HR issue. SHRM at the local level and SHRM resources have been a true blessing in my career.
In my few attempts to engage our national Board of Directors in conversations/dialogue about a grass roots perspective on how the organization is managed, I have been completely ignored, except for some very condescending correspondence when I submitted an article a few years ago.I am not a fan of the national leadership of our organization.
My short assessment of SHRM's handling of this whole process, from design to launch, is that our leaders decided they knew what was best for us (the grass roots professionals,) but didn't engage us in dialogue about how to get to a better certification process. This is insulting to all HR Professionals, but sadly does not surprise me.
When former SHRM CEO Sue Meisinger (http://www.hreonline.com/HRE/view/story.jhtml?id=534357181) blogged her opinion of SHRM's mishandling of this launch and had criticism for the organization she led for so long, I think we have to consider her thoughts.
The Worst Part: Our profession will always be engaged in a continuous struggle to effectively influence the businesses we support. In order to have (and I hate this phrase because it so overused and makes us sound like whiners) "a seat at the table" our profession must have credibility and we must also have individual credibility within our organizations.
This mishandled launch of a new certification, the split of the long standing SHRM and HRCI relationship, and the resulting future confusion for hiring managers on the meaning of two major certification hurts our profession. Think about that for a minute: the organization supposedly dedicated to "Supporting the Professional and Advancing the Profession" did neither this time. At least not in the short run.
Let's not let our profession's infighting damage our ability to do good work.
Friday, July 4, 2014
Friday, April 15, 2011
Your Organization's Culture- Part III- Reward and Recognition
We don't have time to recognize our people, there is too much work to do!
We don't have the budget to recognize our people, there just isn't any money!
Why should we recognize our people for doing their job? We pay them, don't we?
----------------------------------------------------------------------------------------
Do any of these comments sound familiar? Have you heard them from your manager? Have you said them yourself? If you did say them, do you wish things were different?
One of the most important portions of your work culture is how you recognize each other. It is interesting to note that on a regular basis, the Gallup Organization surveys a number of employees and their managers. They ask each group to identify and rank the things that are most important to employees. While the results change somewhat year over year, it is interesting to note that managers ALWAYS get it wrong in this survey. Managers tend to rank pay highest. Their employees on the other hand, want to feel involved, want a leader they can trust, and want appreciation.
Here is a summary of a recent version of the survey:
Top 10 Things Employees Want vs. What Managers 'Think' They Want
Remember, just because we are managers does not mean we are smarter than those we lead. It is important to remember that managers are measured by the work that others do- to get the best results, lead others in a way that will meet their needs.
Recognition does not need to take a significant amount of time. A simple "thank-you" goes a long way, as long as it is sincere and timely. saying good morning to everyone you lead, and good night to them at the end of the day makes a difference.
For a change of pace, consider partnering with another leader, your boss, etc. and greeting everyone as they come in the door to start their shift. Just tell them "Thanks for coming in today, we appreciate all you do!" If you have some sort of give away to hand them (coupon for free coffee, stress ball, etc.) you can also hand that out. Be sure that you do this for ALL shifts, not just for the day shift.
Food is one of the ultimate recognition tools. It doesn't have to be a gourmet dinner of Prime Rib with creamed asparagus and baked Alaska, it can be grilled hamburgers or hot dogs, or even ice cream! Another great thing to consider is for your leadership team to prepare and/or serve the food to the front line folks. Nothing says Thank You like preparing and serving food.
There are countless other ways that you can recognize folks within your organization. You can establish formal programs with prizes, gift cards, or cash. There are also no cost options to foster a culture of recognition. You can establish tools, such as cards or online notes for employees to thank and recognize each other. You can also implement a process called "Eagle Stories." For every meeting that you hold with your team, take the first 2 to 3 minutes for Eagle Stories, where you invite employees to briefly recognize a peer for helping them with something or for a job well done. While you may have to tell these stories yourself for the first few meetings, this will take on a life of its own and your employees will remind you if you forget.
In summary, recognition is something that is needed in every organization, and there are countless approaches to enhancing your culture of recognition. Your efforts don't have to be perfect- just try something, and if doesn't work, try somethingng else!
We don't have the budget to recognize our people, there just isn't any money!
Why should we recognize our people for doing their job? We pay them, don't we?
----------------------------------------------------------------------------------------
Do any of these comments sound familiar? Have you heard them from your manager? Have you said them yourself? If you did say them, do you wish things were different?
One of the most important portions of your work culture is how you recognize each other. It is interesting to note that on a regular basis, the Gallup Organization surveys a number of employees and their managers. They ask each group to identify and rank the things that are most important to employees. While the results change somewhat year over year, it is interesting to note that managers ALWAYS get it wrong in this survey. Managers tend to rank pay highest. Their employees on the other hand, want to feel involved, want a leader they can trust, and want appreciation.
Here is a summary of a recent version of the survey:
Top 10 Things Employees Want vs. What Managers 'Think' They Want
| FACTORS | MANAGERS | EMPLOYEES |
| Full Appreciation for Work Done | 8 | 1 |
| Feeling 'In' on Things | 10 | 2 |
| Sympathetic Help on Personal Problems | 9 | 3 |
| Job Security | 2 | 4 |
| Good Wages | 1 | 5 |
| Interesting Work | 5 | 6 |
| Promotion/Growth Opportunities | 3 | 7 |
| Personal Loyalty to Workers | 6 | 8 |
| Good Working Conditions | 4 | 9 |
| Tactful Disciplining | 7 | 10 |
Remember, just because we are managers does not mean we are smarter than those we lead. It is important to remember that managers are measured by the work that others do- to get the best results, lead others in a way that will meet their needs.
Recognition does not need to take a significant amount of time. A simple "thank-you" goes a long way, as long as it is sincere and timely. saying good morning to everyone you lead, and good night to them at the end of the day makes a difference.
For a change of pace, consider partnering with another leader, your boss, etc. and greeting everyone as they come in the door to start their shift. Just tell them "Thanks for coming in today, we appreciate all you do!" If you have some sort of give away to hand them (coupon for free coffee, stress ball, etc.) you can also hand that out. Be sure that you do this for ALL shifts, not just for the day shift.
Food is one of the ultimate recognition tools. It doesn't have to be a gourmet dinner of Prime Rib with creamed asparagus and baked Alaska, it can be grilled hamburgers or hot dogs, or even ice cream! Another great thing to consider is for your leadership team to prepare and/or serve the food to the front line folks. Nothing says Thank You like preparing and serving food.
There are countless other ways that you can recognize folks within your organization. You can establish formal programs with prizes, gift cards, or cash. There are also no cost options to foster a culture of recognition. You can establish tools, such as cards or online notes for employees to thank and recognize each other. You can also implement a process called "Eagle Stories." For every meeting that you hold with your team, take the first 2 to 3 minutes for Eagle Stories, where you invite employees to briefly recognize a peer for helping them with something or for a job well done. While you may have to tell these stories yourself for the first few meetings, this will take on a life of its own and your employees will remind you if you forget.
In summary, recognition is something that is needed in every organization, and there are countless approaches to enhancing your culture of recognition. Your efforts don't have to be perfect- just try something, and if doesn't work, try somethingng else!
Tuesday, April 12, 2011
The Answer is Always "No!" --- If You Don't Ask!
In this week's blog we will take a brief break from the series on workplace culture. Instead we will delve into the art of management and negotiation.
There are several famous quotes regarding getting what you want or need:
I remember the first time that I had a conversation with someone telling them that they were being let go for poor attendance. I said something like this: "Well, you see Bill, our company policy seeks to assure that all policies are followed in a comprehensive manner, and strategically we must maintain a workforce that provides the appropriate level of staffing to assure that we meet customer demands and quality requirements, so we must take action to assure that our workforce is reliable and available to meet those demands."
Bill just sat there as I finished my soliloquy, as I wiped the sweat from my brow, not sure what to do next. Bill finally asked, "So, am I fired?" After I told him yes, that we were letting him go, I realized that most often a respectful, direct conversation is almost always the best approach to a difficult conversation.
The same principle holds true when you want to request something in the workplace. Even the greatest boss or coworker in the world may not automatically know what you want, even if you think it is ridiculously obvious.
In any negotiation, or in any request situation. the best way to make sure your wants are understood is to simply ask for them. When asking, be sure to consider the impact of your request on the person who can grant it. Ffor example, if you work in a fast food restaurant and you want to have every weekend off, you are probably not going to be successful in your request if the reasons given for your request revolve around you. You should always consider the effect that granting your request will have on the granter, your coworkers, and the organization's goals.
If you can provide a description of a win/win scenario associated with your request, you are far more likely to be successful.
In summary:
There are several famous quotes regarding getting what you want or need:
- If you don't ask, you don't get.
- The answer is always "no" if you don't ask.
- You can't always get what you want, but if you try sometimes, you just might find, you get what you need (thanks to Mick Jagger for that one!)
I remember the first time that I had a conversation with someone telling them that they were being let go for poor attendance. I said something like this: "Well, you see Bill, our company policy seeks to assure that all policies are followed in a comprehensive manner, and strategically we must maintain a workforce that provides the appropriate level of staffing to assure that we meet customer demands and quality requirements, so we must take action to assure that our workforce is reliable and available to meet those demands."
Bill just sat there as I finished my soliloquy, as I wiped the sweat from my brow, not sure what to do next. Bill finally asked, "So, am I fired?" After I told him yes, that we were letting him go, I realized that most often a respectful, direct conversation is almost always the best approach to a difficult conversation.
The same principle holds true when you want to request something in the workplace. Even the greatest boss or coworker in the world may not automatically know what you want, even if you think it is ridiculously obvious.
In any negotiation, or in any request situation. the best way to make sure your wants are understood is to simply ask for them. When asking, be sure to consider the impact of your request on the person who can grant it. Ffor example, if you work in a fast food restaurant and you want to have every weekend off, you are probably not going to be successful in your request if the reasons given for your request revolve around you. You should always consider the effect that granting your request will have on the granter, your coworkers, and the organization's goals.
If you can provide a description of a win/win scenario associated with your request, you are far more likely to be successful.
In summary:
- If you want something, ask for it.
- Be sure that your request is concise and easily understood, not rambling or overly laden with excess language.
- Be respectful of the other party.
- Be sure to frame your request in terms of how it will impact the other party.
Monday, March 28, 2011
Your Organization's Culture- Part II- Heroes and Villains
In every organization, there are posters, flyers, videos, meetings, songs, and stories that present the culture in a manner that senior management deems appropriate. Quite often, this media blitz portrays an accurate representation of the organization's culture- the way it works and the way it communicates. But not always.
If you are new to an organization, or trying to really understand its culture, are there any shortcuts besides playing the trial and error game and taking 2 years to figure things out? There ARE some ways to shortcut the trial and error learning over time method.
One of the quickest ways to understand the true nature of a culture is to identify who the heroes and villains are, from the perspective of front line employees and senior management. A great source of this information is the break room lunch table, listening to comments before meetings begin, and reviewing company memos and newsletters.
Quite often, you can get most of this information simply by asking someone at the lunch table: "So who are the heroes in this organization? And why are they considered heroes? What do you think of them?"
If you hear stories of people who do a great job by doing the right thing, you can begin to feel good. If you hear about someone who gets great praise but is perceived by peers as cutting corners or focusing too much on politics, you can begin to think about who you need to build relationships with so you don't get unexpectedly caught up in politics. (NOTE: You don't have to "play" politics, but you have to understand that they do exist, and understand how they might impact your effectiveness or job satisfaction.)
Also beware if you hear stories of "great people" who are no longer with the organization. this could mean several things: 1- It could mean that there is a disconnect between the organization's leadership and the person you are talking to and/or the person who is no longer here. 2-It could mean that there is a disconnect between the values of the organization and your personal values. 3- It could mean that you are simply talking to a disgruntled employee who is looking for actions to criticize.
Pay attention to stories of villains in the organization as well. Are there people that management perceives as a waste of payroll? If so, then be sure you do not adopt the attitude or approach that this person utilizes. Or perhaps the villain is someone who plays the role of the enforcer, or internal auditor. Do they have open support from management, or are they simply tolerated?
In many organizations, there may be a "Queen Bee", or "King Bee", who works closely with a senior leader, and who has been with the organization for many years. These folks are typically neither heroes nor villains, but they have a wealth of information, and don't underestimate their influence either!
In short, it's OK, and recommended that you ask lots of questions, while still keeping an open mind and drawing your own conclusions.
Learning about an organization is enjoyable, and it is critical to your success!
If you are new to an organization, or trying to really understand its culture, are there any shortcuts besides playing the trial and error game and taking 2 years to figure things out? There ARE some ways to shortcut the trial and error learning over time method.
One of the quickest ways to understand the true nature of a culture is to identify who the heroes and villains are, from the perspective of front line employees and senior management. A great source of this information is the break room lunch table, listening to comments before meetings begin, and reviewing company memos and newsletters.
Quite often, you can get most of this information simply by asking someone at the lunch table: "So who are the heroes in this organization? And why are they considered heroes? What do you think of them?"
If you hear stories of people who do a great job by doing the right thing, you can begin to feel good. If you hear about someone who gets great praise but is perceived by peers as cutting corners or focusing too much on politics, you can begin to think about who you need to build relationships with so you don't get unexpectedly caught up in politics. (NOTE: You don't have to "play" politics, but you have to understand that they do exist, and understand how they might impact your effectiveness or job satisfaction.)
Also beware if you hear stories of "great people" who are no longer with the organization. this could mean several things: 1- It could mean that there is a disconnect between the organization's leadership and the person you are talking to and/or the person who is no longer here. 2-It could mean that there is a disconnect between the values of the organization and your personal values. 3- It could mean that you are simply talking to a disgruntled employee who is looking for actions to criticize.
Pay attention to stories of villains in the organization as well. Are there people that management perceives as a waste of payroll? If so, then be sure you do not adopt the attitude or approach that this person utilizes. Or perhaps the villain is someone who plays the role of the enforcer, or internal auditor. Do they have open support from management, or are they simply tolerated?
In many organizations, there may be a "Queen Bee", or "King Bee", who works closely with a senior leader, and who has been with the organization for many years. These folks are typically neither heroes nor villains, but they have a wealth of information, and don't underestimate their influence either!
In short, it's OK, and recommended that you ask lots of questions, while still keeping an open mind and drawing your own conclusions.
Learning about an organization is enjoyable, and it is critical to your success!
Monday, March 21, 2011
Your Organization's Culture- Part I- Communication
What is the culture of your organization? How do you describe it? Does it need to change? How do you change it? What do you do when you don't think your personal style fits your organization's culture? Which one of the 10 million books on corporate culture should I read?
Just the simple concept of understanding what a culture is can be ovewhelming, and every individual tends to (naturally) interpret work culture as the way that the workplace helps or hinders their effectiveness, and how work processes, people, and incidents make them "feel."
For purposes of our discussion, we will define workplace culture as: The way you work and the way you communicate. This is narrow enough for discussion purposes, but broad enough to encompass the critical aspects for both the organization and the individual.
Point #1: Your culture is perfectly designed to give your organization the results it is currently getting. 99% of cultures are NOT broken or flawed, they simply are what they are. The way that the people in your organization communicate, the systems in place for driving and monitoring work, and the work-social patterns in the workplace are simply the ways that results are driven.
First of all, to understand your organization, think about the way that you communicate. Do you follow every single link in the chain of command, or do you have a very flat communication culture? Within the smller communication groups (work teams, lunch groups, bowling teams) what is the difference in their internal communications vs. the communication between groups? Is knowledge hoarded or freely share? Is the success of another group truly appreciated and celebrated, or is there friendly/unfriendly competition, making the other group's success your group's failure?
Does your organization communicate mostly through email, instant messages, written notes, group meetings or face to face individual conversations? Does this tendency make you feel more effective or less effective? Are there differences in how you communicate with customers, or with levels in the organization higher or lower than your level?
Every organization has its own language. Having its own language helps an organization be more specific and communicate more rapidly, and can also help foster a sense of belonging for its members. Does your organization teach others and show forgiveness for not understanding or using the incorrect words or phrases? If it does, you certainly need to learn the language, and if you can find a safe mentor/guide to help you understand, that is a great approach. Also, when you do use the wrong word or don't understand, be very respectful in asking for clarification or accepting correction.
In short, understanding the way your organization communicates can greatly increase your comfort, understanding, and effectiveness of your world of work.
If any of you have any questions or would like to discuss a confidential culture issue, feel free to reach out to me via email.
Until next time, have an awesome week!
Clark
Just the simple concept of understanding what a culture is can be ovewhelming, and every individual tends to (naturally) interpret work culture as the way that the workplace helps or hinders their effectiveness, and how work processes, people, and incidents make them "feel."
For purposes of our discussion, we will define workplace culture as: The way you work and the way you communicate. This is narrow enough for discussion purposes, but broad enough to encompass the critical aspects for both the organization and the individual.
Point #1: Your culture is perfectly designed to give your organization the results it is currently getting. 99% of cultures are NOT broken or flawed, they simply are what they are. The way that the people in your organization communicate, the systems in place for driving and monitoring work, and the work-social patterns in the workplace are simply the ways that results are driven.
First of all, to understand your organization, think about the way that you communicate. Do you follow every single link in the chain of command, or do you have a very flat communication culture? Within the smller communication groups (work teams, lunch groups, bowling teams) what is the difference in their internal communications vs. the communication between groups? Is knowledge hoarded or freely share? Is the success of another group truly appreciated and celebrated, or is there friendly/unfriendly competition, making the other group's success your group's failure?
Does your organization communicate mostly through email, instant messages, written notes, group meetings or face to face individual conversations? Does this tendency make you feel more effective or less effective? Are there differences in how you communicate with customers, or with levels in the organization higher or lower than your level?
Every organization has its own language. Having its own language helps an organization be more specific and communicate more rapidly, and can also help foster a sense of belonging for its members. Does your organization teach others and show forgiveness for not understanding or using the incorrect words or phrases? If it does, you certainly need to learn the language, and if you can find a safe mentor/guide to help you understand, that is a great approach. Also, when you do use the wrong word or don't understand, be very respectful in asking for clarification or accepting correction.
In short, understanding the way your organization communicates can greatly increase your comfort, understanding, and effectiveness of your world of work.
If any of you have any questions or would like to discuss a confidential culture issue, feel free to reach out to me via email.
Until next time, have an awesome week!
Clark
Friday, March 11, 2011
"Line of Sight" in Your Organization: Aligning Front Line Decisions with an Organization's Strategic Plan
Several years ago I wrote an article for AAHSA, the American Association of Homes and Services for the Aging. As articles do over time on the internet, this one seems to have become very difficult to locate, so I am rehashing it in this forum.
Most organizations have an annual strategic planning process. Their board members and executives normally discuss these objectives on a regular basis. Strategic level goals are not normally written in a way that easily translates into decision factors for front line employees, so how do you help front line folks make the decisions that drive strategic success? Here is a proven methodology that has shown to be successful over and over again.
First: Your Board of Directors and/or Executive Team sets (normally) 5 to 7 strategic goals for the year. These goals are designed to address the most pressing needs of the organization and your customers, and also to have the most potential impact on your success. These tend to be high level goals impacting EBITDA (Earnings before interest, taxes, depreciation, and amortization), market share, business model change, and internal high impact metrics. High level goals are not always easily translatable into front line action. However, it is not only appropriate, it is vital for organizations to set these top level goals. The Executives then brief and educate their teams, especially their direct reports, on the top level objectives.
Second: The next level of the organization's leadership (often grouped by department or function) meets to review and discuss the top level goals. A new set of goals, built on the strategic goals, is developed. This group's work develops the same number or a smaller level of key goals. The goals are articulated in a manner that reflects the span and scope of control of the group. Once complete, these goals are reviewed and approved by the executive responsible for this department/function to assure understanding of and alignment with the higher level goals. Once approval from the executive is obtained, this level then cascades their goals to the next level.
Third: The cascading process continues for each layer of the organization, until it reaches the team level. It is critical to remember that strong facilitation must be in place to assure alignment with higher level goals. It is also critical to assure that no more than 5 to 7 (preferably no more than 5) goals are established at each level. Each level of goals must be reviewed by the level above.
Fourth: (This is the easiest step to achieve failure!) On at least a monthly basis, the 5 goals are reviewed with front line employees. This provides the opportunity for feedback and discussion, as well are reinforcement that these goals are important at the individual level. While executives may only discuss their strategic goals quarterly, front line employees need guidance and engagement to assure they are driving the results the organization must have.
Fifth: Include the achievement of these goals into your annual performance management process. They do not have to be tied into unique monetary rewards (merit rewards will be the topic of a future blog) they should be a part of any formal process your organization uses. This demonstrates that the Line of Sight goals are important, and hard wires them into your culture and processes.
This process is not a super time consuming process- most organizations can accomplish this from beginning to end by addressing three or four levels of meetings. Assuring Line of Sight provides decision making tools to front line employees, who, when faced with multiple options, will be better able to choose the option that best supports strategic direction.
When we all pull in the same direction, getting to the destination is easier and far more satisfying!
Most organizations have an annual strategic planning process. Their board members and executives normally discuss these objectives on a regular basis. Strategic level goals are not normally written in a way that easily translates into decision factors for front line employees, so how do you help front line folks make the decisions that drive strategic success? Here is a proven methodology that has shown to be successful over and over again.
First: Your Board of Directors and/or Executive Team sets (normally) 5 to 7 strategic goals for the year. These goals are designed to address the most pressing needs of the organization and your customers, and also to have the most potential impact on your success. These tend to be high level goals impacting EBITDA (Earnings before interest, taxes, depreciation, and amortization), market share, business model change, and internal high impact metrics. High level goals are not always easily translatable into front line action. However, it is not only appropriate, it is vital for organizations to set these top level goals. The Executives then brief and educate their teams, especially their direct reports, on the top level objectives.
Second: The next level of the organization's leadership (often grouped by department or function) meets to review and discuss the top level goals. A new set of goals, built on the strategic goals, is developed. This group's work develops the same number or a smaller level of key goals. The goals are articulated in a manner that reflects the span and scope of control of the group. Once complete, these goals are reviewed and approved by the executive responsible for this department/function to assure understanding of and alignment with the higher level goals. Once approval from the executive is obtained, this level then cascades their goals to the next level.
Third: The cascading process continues for each layer of the organization, until it reaches the team level. It is critical to remember that strong facilitation must be in place to assure alignment with higher level goals. It is also critical to assure that no more than 5 to 7 (preferably no more than 5) goals are established at each level. Each level of goals must be reviewed by the level above.
Fourth: (This is the easiest step to achieve failure!) On at least a monthly basis, the 5 goals are reviewed with front line employees. This provides the opportunity for feedback and discussion, as well are reinforcement that these goals are important at the individual level. While executives may only discuss their strategic goals quarterly, front line employees need guidance and engagement to assure they are driving the results the organization must have.
Fifth: Include the achievement of these goals into your annual performance management process. They do not have to be tied into unique monetary rewards (merit rewards will be the topic of a future blog) they should be a part of any formal process your organization uses. This demonstrates that the Line of Sight goals are important, and hard wires them into your culture and processes.
This process is not a super time consuming process- most organizations can accomplish this from beginning to end by addressing three or four levels of meetings. Assuring Line of Sight provides decision making tools to front line employees, who, when faced with multiple options, will be better able to choose the option that best supports strategic direction.
When we all pull in the same direction, getting to the destination is easier and far more satisfying!
Monday, February 14, 2011
How to Make Training Effective- The Saturday Matinee Syndrome
How many times have you attended or sent one of your team to a training session and heard very positive comments about the session, but somehow nothing happened back at the work place? There was a great facilitator, the topic was timely and interesting, and the interaction was engaging and fun, but once everyone got back to work (which had been waiting for your return) there didn't seem to be an opportunity to implement what you had learned.
I call this the Saturday Matinee Syndrome- because it's like going to a movie. You spend a few hours being engaged, and once it is over you say to yourself, "That was interesting/fun/boring/confusing" then come back to work and nothing changes.
Here is my philosophy on training- it should only be done if there is a benefit to the organization's performance. Don't spend the time or money unless you believe the training will help the individuals and the organization get better.
So how do you avoid the Saturday Matinee Syndrome? There are four simple steps involved, and they take minimal time to execute.
First: PRE-PLAN. Before attending the session, the participant should spend 15 minutes with their manager, talking about the topic to be presented and what learning is targeted to bring back to the organization. Make a quarter page of bullet point notes on this discussion.
Second: During the training (optional), and immediately after the training, the trainee makes a Personal Action Plan which answers the following three questions:
A. What were my most importing learnings? (No more that three)
B. What specific steps am I going to take to implement them? (What new behaviors is the trainee going to attempt to incorporate into their daily work routine?)
C. Who am I going to ask to help (hold me accountable) for implementing these new behaviors?
Third: The trainee briefs their manager on their learning, action plan, and assistance they would like in implementing the plan.
Fourth: Using Outlook tools, or a Day Planner, or some other systemic method, copy your Action Plan and have it show up on your desk/desktop weekly for the first month, then monthly for the next three months. It takes adults 27 days of practice to learn and adopt new habits, and constant reminders greatly assist you with that.
So, the next time you or one of your team attends a training session, you know how to avoid the time being "Gone with the Wind."
I call this the Saturday Matinee Syndrome- because it's like going to a movie. You spend a few hours being engaged, and once it is over you say to yourself, "That was interesting/fun/boring/confusing" then come back to work and nothing changes.
Here is my philosophy on training- it should only be done if there is a benefit to the organization's performance. Don't spend the time or money unless you believe the training will help the individuals and the organization get better.
So how do you avoid the Saturday Matinee Syndrome? There are four simple steps involved, and they take minimal time to execute.
First: PRE-PLAN. Before attending the session, the participant should spend 15 minutes with their manager, talking about the topic to be presented and what learning is targeted to bring back to the organization. Make a quarter page of bullet point notes on this discussion.
Second: During the training (optional), and immediately after the training, the trainee makes a Personal Action Plan which answers the following three questions:
A. What were my most importing learnings? (No more that three)
B. What specific steps am I going to take to implement them? (What new behaviors is the trainee going to attempt to incorporate into their daily work routine?)
C. Who am I going to ask to help (hold me accountable) for implementing these new behaviors?
Third: The trainee briefs their manager on their learning, action plan, and assistance they would like in implementing the plan.
Fourth: Using Outlook tools, or a Day Planner, or some other systemic method, copy your Action Plan and have it show up on your desk/desktop weekly for the first month, then monthly for the next three months. It takes adults 27 days of practice to learn and adopt new habits, and constant reminders greatly assist you with that.
So, the next time you or one of your team attends a training session, you know how to avoid the time being "Gone with the Wind."
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