Empowerment means . . . Empowerment is the shift of authority to where the knowledge is L etting go of the authority to make certain decisions Allowing employees to have input and control over decisions and processes affecting their work Providing the ability to openly share suggestions and ideas about their work and the organization as a whole
http://www.youtube.com/watch?v=OqmdLcyES_Q&feature=player_embedded
Employee Engagement A Benefit of Empowerment Employee empowerment results in truly eng engaged ed employees… Empowered & engaged employees contribute to the bigger picture They are high performers, committed, loyal and conscientious about the organization and its success Engaged employees feel trust, safe to share ideas, making a difference They serve as strong ambassadors for their organization http://www.youtube.com/watch?v=9JbWInqfKLk
Better Customer Service Empowered and engaged employees have the power to make decisions without a supervisor – so they are entitled to go off script, bend the rules, do what they see is the right thing to do for the customer on the spot When employees feel safe and have the freedom to make decisions, barriers are removed, service and timeliness are drastically improved Empowered and engaged employees take pride and ownership in their jobs when they know that they can exercise independent judgment
Creating & Embracing Necessary Change Empowered employees feel free to challenge the status quo - critical in today's fast-changing, technology-driven environment Otherwise become complacent - do things the way they've always been done Unless employees feel comfortable questioning the status quo, the organization stays stagnant – don’t stay relevant or competitive Establish an environment where employees feel free to challenge and offer new ideas benefits your organization
Sounds Great – But How do we begin to do that? Look at Current Culture Look within, ask the hard questions - Who is making all the decisions currently? Do staff turn to you with problems, looking for you for the solution? Are your employees truly engaged? Who are your true subject matter experts? Is change allowed or is your organization set in its old comfortable ways? Are new ideas heard, acted upon, tracked & celebrated? Do staff feel they operate in a safe, trusting environment where they can speak freely and offer recommendations for change?
Time for a Culture Change Most organizations remain top down Empowered/engaged culture is inverted – Make the switch! Safe, trusting environments don’t naturally exist Look at staff behaviors and communication Take time to notice and make positive trust-building changes Learning environment recognizes that growth occurs in the errors and failures Some managers have difficulty relinquishing power, afraid of failing or that bad decisions that will be made, fear losing control Staff not used to being independent, questioning, making decisions, used to leaning on managers for solutions – Work to help managers let go, help staff gain confidence - start with small things and grow as you go, practice, adjust, continue as a team
The New Inverted Triangle
What are the Culture Impacts? Employees are respected experts; capable & trusted to make change & solve Leaders problems. direct the work and Leaders coach solve problems employees to fix own Employees follow issues directions and turn to leaders for solutions
http://www.youtube.com/watch?v=ukEOcKBEFR4 Part of the Shift = Coaching vs Dictating Leaders in this new culture become Coaches We ask questions, listen openly and help guide We don’t tell staff what to do or how things should be solved We rely on those with the information to be the experts of their world We facilitate meetings, hear, acknowledge and capture ideas We encourage opposing views and coordinate discussions We respect staff time, knowledge and invite the changes they bring
How Did We Apply This in Our Division? Starting from Scratch = Discovering what Success Looks Like to Each of Us
Finding Our North Star Then Recognizing that Together we do have a Common Idea
Taking a hard look at the old way and Reinventing the Future Current Workload Structure Future Dream 80/20 Structure
How Did We Apply This in Our Division? Staff Idea Board – “ Ready.Doing.Done ” & Parking Lot
Staff Developed Goals & Measures Strategy Map
Project Tracking Ready – Doing – Done Project Board Staff Created Color-Coded Key
Sharing & Tracking Mistakes – Turning into Lessons Learned
Treating our Work as a Business – Following Competitive Model
Implementing Huddles Huddle Coaches Attend • Get-together 1st thing each morning • Employees lead, not managers • Safe, open & honest • Mistakes are ok! • Share goals for the week • Struggles, wins, lessons learned • Need help? Advice? • Share past experiences! • Report on key measures and track real time data, issues & problem solving
ACCO O HUDD DDLE LE AGE GENDA DA • Welcome Huddle Hoppers • Shout Outs!!! • Metric Reporting • Issues List & Discussion • Update Strategy Map HUDDLE LEADER OF THE WEEK: __________________ Monday Tuesday Wednesday Thursday Friday WEEKLY GOAL:___________ Team Goal Met? Idea Metric Revisit Division-wide Signature New Team Goal? Board Oversight Huddle with all Report Workload Report of Contracts, Review NEXT WEEK’S GOAL: Board Assign New Farrell Presnell, Week in _________________ Huddle Leader and Chris Liu Visual Review Mgmt Review Huddle Hop
New Division “Thursday All - Staff Huddle”
Open Transparent Communication
Ribbon.Re Search this New Division “Blog” - Avenue for Open Communication er CLS Corner • Events • Ideas • Opinions • Questions and Answers • Standardization – What are we already doing? • September • Older Posts
Division-wide Standardization Standardization Categories October 2, 2014 Contract Processes Hiring and Recruitment Moving toward E-procurement (current) Hiring that adopts the HR Lean Process (current) Two Tier Definitions & Priorities (current) Timely Backfill of Vacated Positions Recruitment Single Award v. Multiple Awards Employee Retention Policies (exit interviews) (current) Price Adjustments Promotion/Incentive Opportunities Amendments Objective v. Subjective Policies (current) Website and Portal Page Employee Training (current) Project Tracking Sole Source Contracts Mentorship Program Desk Manual Items Microsoft Office Suite of Products Forms PCMS (Reports & Remarks), WEBS, Portal Pages (current) Contract Consistency (substance and style) (current) Intake, Metric, Oversight (current) Filing and file name & conventions RCW 39.26, Procurement Reform (current) G-Drive and storage (current) Forms for Amendments, Price Adj. Etc. Additional Topics Administrative Policies Other Job Classifications (Exec. & Union) Delegation of Signing Authority & Decision Making Timesheets / overtime (Exec & Union) Classification(s) Expectations and Requirements Telecommuting (Exec.) (current) Workload Assignments Huddle Coaching and Protocols (Lean) Travel Tradeshow Issues (Marketing Dept.) Out of Office Protocols Risk Assessment Issues (Legal Dept.) Bid Reciept Tools (Revolves), Technology/Software New contracting opportunities (unsolicited proposals) Usage and Fee Structure
Other Engagement Areas/Next Steps • Business Planning • Reorganization • Budgeting • Revenue/Finances • Marketing
Making Positive Changes = Permanent Benefits & Lasting Results
Good Reminders…
Cheral Jones, CPPO, CPPB Department of Enterprise Services Contracts & Legal Division Cheral.jones@des.wa.gov 360.407.9402
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