Inspire : Public Works May Jun 2013
43 The Gallup Organisation estimates disengagement can cost up to a third of an employee's annual salary in lost productivity. mildly engaged. The Gallup Organisation estimates this disengagement could cost up to a third of an employee’s annual salary in lost productivity. So how do you join the Post Industrial Revolution Evolution? Simply by taking fve essential steps to update your human capital practices. The Five Cs of the Post Industrial Revolution Evolution are: THE 1ST C: CORRECT HIRING Finding the right people is 80% cultural ft and 20% skills ft. As hiring manager, your most important job is to determine behaviours that underpin the organisation’s cultural values and organisational work styles, and then str ucture and ask questions that elicit specifc examples of those behaviours from prospective candidates. Skills can be taught, but attitudes, work style and values cannot. In order to do this effectively and not rely on ‘gut feel’, hiring managers need to learn how to inter view properly. THE 2ND C: CLASSIFY & MANAGE WELL If managing staff exhausts you, you might be spending too much time with the wrong ones. Most teams can be divided into Critical People (those who deliver, and are reliable), Squeaky Wheels (those who exhibit behaviour or performance problems) and the Fat Middle (those who are neither of the above). Most managers spend most of their time with Squeaky Wheels, but studies show that spending 80% of your time with your Critical People will further engage them and help them become even more productive. It will empower them to help manage the Fat Middle. Then you just need to train, motivate or move your Squeaky Wheels as quickly as possible for a highly productive and motivated team. THE 3RD C: COMPENSATE FAIRLY Remuneration and incentives can be tricky, but a number of studies conclude that it doesn’t have to be. Ultimately, employees need to feel they are paid fairly, consistently and in a manner they can rely on. Organisations can accomplish this by paying at or a little above market rate for individual functions. But since ‘fairly’ is also a subjective assessment, employers need to ensure that people feel they are being adequately compensated – something that can only be accomplished by speaking to them directly. THE 4TH C: CURRENCIES OF CHOICE Once someone feels they are being paid adequately, organisations can then use the ‘currencies of choice’ most valued by the individual employee for greater motivation and productivity. Daniel Pink, researcher and author of Drive, says these are: • Autonomy – the ability to direct your own work. • Mastery – an ability to master what you’re good at. • Purpose - the opportunity to do meaningful work. These currencies of choice can be used to move from a ‘Command and Control’ environment where every task is prescribed in detail, to a ‘Commercially Autonomous’ workplace. Bottom line impacts are revealed in the fndings of a Cornell University study that obser ved “Autonomous companies had four times the growth rate and one-third the turnover”. THE 5TH C: COMMUNICATION Employees don’t leave organisations – they leave managers. Yet most managers do not speak with their staff enough, do not know what to talk about or how to have the conversations they need to have. There are fve, “must have” conversations that need to occur between manager and staff: • Feedback – give praise when due, but also provide an opportunity for feedback on what’s stopping staff from giving you their best work. • Accountability – set robust, measurable goals or objectives and give them the support they need to achieve those objectives. • Currencies of choice – what really motivates them? • Career development – consistently found to be one of the top three critical factors staff members use to determine if they should stay with an organisation or look for another job. • Strengths – the number one indicator of success according to The Gallup Organisation. Changing the way you hire and manage people may seem daunting at frst, but experience shows that step by step, signifcant changes can be implemented within six-to-twelve months. The result will be committed, happier and more productive staff as well as more time, less stress and better job satisfaction for you as a manager. ••• Kim Seeling Smith will be one of the keynote speakers at the IPWEA National Conference in Dar win from 11-15 August.
Public Works Mar Apr 2013
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