1 / 34

Becoming a Strategic Resource

Becoming a Strategic Resource. Establishing a New Identity for HR: Initiating the Tough Conversations. Mike Cook Senior Partner – AMJ Group Anacortes, WA. Introduction to AMJ Group.

bena
Télécharger la présentation

Becoming a Strategic Resource

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Becoming a Strategic Resource Establishing a New Identity for HR: Initiating the Tough Conversations Mike Cook Senior Partner – AMJ Group Anacortes, WA

  2. Introduction to AMJ Group AMJ Group is sole proprietorship, based in Anacortes, WA., focused on Reducing Suffering in the Workplace. This is Me 25 Years Ago ➚

  3. Strategic Partner/Employee Advocate/Change Mentor • Where are the barriersto the transition of the HR function in your organization from tactical to strategic resource?

  4. Old Role: • As seen by the organization • Systematizing and policing arm of executive management • The Gate Keeper • New Role: • As envisioned by HR professionals • Strategic Partner • Talent Advocate • Change Mentor • Guardian of Engagement Human Resources: A Possible Future

  5. HR Becomes a Strategic Resource: By Asking… “Where is the Vacuum?” • Is your work environment a “safe place” for employees to behave in an engaged manner?

  6. Engagement Resistant Compliant Engaged

  7. What Exactly is Engagement? Employees who say, stay and thrive Employees who get their hearts and minds in the business Employees who go the extra mile in loyalty and ambassadorship Employees who think and act as business people The capture of discretionary effort Intellectual understanding and emotional commitment All of the above and then some!

  8. A measurable degree of an employee’s positive or negative emotional attachment to… Employee Engagement Defined COLLEAGUES ORGANIZATION THE WORK SiteWikipedia

  9. Therefore…Engagement Measures an Employee’s Ability to Persevere in Challenging Circumstances

  10. Why Does Engagement Matter? Organization with high levels of employee engagement report the following results*: • 19.2% Higher operating income • 17% Higher operating margins • 27.8% Higher earnings per share *source is the Conference Board Research, Towers Perrin and the International Survey Research.

  11. Where Are We Now?♦ • 44%* of workers say they put in only the effort required to keep from being fired • Only 23%* of workers report working at their full potential • 75%* report they could be significantly more effective ♦Towers-Perrin/Gallup research results

  12. What Influences Engagement? • Employer Engagement • Perception of Job Importance • Clarity of Expectations • Advancement/Development Opportunities • Quality of working relationships with peers, supervisors, and subordinates • Regular Feedback and Dialogue with Superiors • Perception of Ethics and Values of the Organization • Internal Communication • Rewards Site Wikipedia

  13. Theory of Outcomes Results Actions Opportunity Possibility Relationships

  14. Where Do You Start? • How able are the employee’s in your organization to generate, maintain and sustain their own engagement? • How able are your employee’s to advocate for any of the nine factors when they are missing?

  15. “Conversations” are Your Tools • Each of us conducts our work inside a web of “conversations”

  16. “Conversations” are Your Tools • When there are “signs” that certain conversations are not welcome or safe, discretionary effort and initiative plummet.

  17. “Conversations” are Your Tools • When employees observe their leaders at odds or not communicating openly with each other, the “shut down” is on. Compliance replaces creativity, passion and initiative.

  18. “Conversations” are Your Tools • When “un-discussables mount up your culture becomes toxic.

  19. It Should Not Be This Hard! • The weakest part of our educational experience (K thru 12 and Beyond) is the development of interpersonal skills • We are know how to fight or flee but few are good at “stay and play.”

  20. Is There a Difference? • Debate- A Good Fight! • Discussion-Opinions without Action, Pain or Accountability! • Dialogue- Win/Win-Mutuality

  21. Definition of Dialogue ♦ Free Flow of Meaning ♦ Between Two or More Parties ♦ Conducted in an Environment of Mutual Respect

  22. Goals of Dialogue • Advance an issue towards resolution • Learn about the other party’s perspective • Enhance the working relationship by building trust

  23. Eight Steps to Re-Engagement • Tell the Truth • Start with Vision • Think Ahead • Make the Situation Welcoming • Master My Drama • Express My Perspective • Explore Others’ Perspective • Move to Action

  24. 1. Tell the Truth • Anytime you find yourself stuck, there are conversations that need to happen • “Stuck” is the same as “not getting the results you want” • Backtrack from poor results to determine the specific tough conversation that applies

  25. 2. Start with Vision • Work on me first • Focus on what you really want • Don’t Paint Yourself into a Corner

  26. 3. Look AheadAnticipate Sources of Discomfort • When Might a conversation turn crucial? • Physical, emotional and behavioral signs • When safety is at risk… • Masking, Avoiding, Withdrawing • Controlling, Labeling, Attacking • What about Yourself?

  27. 4. Make the Situation WelcomingCan you make it safe to talk about almost anything? • When safety is missing, abandon your Agenda… • Acknowledge the discomfort… • Find out What is Going to Work: • Apologize – when appropriate “I am sorry if this is upsetting to you.” • Re-establish Objective • Declare Commitment to Mutual Benefit – move to a higher and longer term goal that satisfy both parties “We are in this together.”

  28. 5. Master My DramaCan you stay in dialogue when your emotions engage? • Separate facts from stories • What did you See or Hear ? • Watch for three trap doors • “It is not my fault!” • “It’s all your fault!” • “There is nothing else that I can do!” • Tell the whole story • “Here is my role in the problem?” • “I have tried to imagine why I would act this way?” • “What can we do to get this working”

  29. 6. Express My PerspectiveHow to speak persuasively not abrasively ♦ Share your facts ♦ Tell your story about the facts ♦ Ask what others have to say ♦ Allow for other facts to emerge ♦ See what others think

  30. 7.Explore How Others See the SituationCan you listen when others’ blow up or clam up? ♦ Express responsibility – ask a question ♦ Check to see if your interpretation is accurate, especially emotions ♦ Let others know what you are hearing ♦ Be bold if you are getting nowhere

  31. 8. Action PlanningHow to turn Difficult Conversations into action and results ♦ Who will do WHAT… ♦ By WHEN… ♦ What FOLLOW UP action will be taken… ♦ FOLLOW UP!

  32. Food for Thought-Homework!!! • Who do you need to be in a higher level partnership with in order to have this transformation take place in your organization? • What Conversations will you advocate for in order to assist you in this transition?

  33. Something to Consider • What might be possible in your organization if you were able to develop ongoing collaborative coaching communities involving your mid-level managers?

  34. Questions Visit the Heart of Engagement www.heartofengagement.com For additional questions contact Mike Cook mike@heartofengagement.com 360-588-4304

More Related