1. Chapter 19: Staffing & Leading1 Copyright 2003 Prentice Hall Publishing Company Staffing and Leading a Growing Company

2. Chapter 19: Staffing & Leading2 Copyright 2003 Prentice Hall Publishing Company Chapter 19  Leadership/Management  Recruitment/Selection/Interview  Company Culture  Successful Teams  Communication  Motivation (empowerment, job design, rewards/compensation, feedback)  Performance Evaluation

3. Chapter 19: Staffing & Leading3 Copyright 2003 Prentice Hall Publishing Company In Basket Exercise  Small groups of 5-6  Read background and instructions  Complete the assignment individually  Discuss results and come up with a group decision with rationale.

4. Chapter 19: Staffing & Leading4 Copyright 2003 Prentice Hall Publishing Company The Challenge of Motivating Workers  Empowerment  Job design  Rewards and compensation  Feedback

5. Chapter 19: Staffing & Leading5 Copyright 2003 Prentice Hall Publishing CompanyEmpowerment  Giving workers at all levels, the power, the freedom, and the responsibility to control their own work, to make decisions, and to take action to meet the company’s objectives.  Requires a different style of management from that of the traditional manager.  Is built on sharing information, authority, and power.

6. Chapter 19: Staffing & Leading6 Copyright 2003 Prentice Hall Publishing Company Empowerment  Zapp = the giving of power  Sapp = the taking of power

7. Chapter 19: Staffing & Leading7 Copyright 2003 Prentice Hall Publishing Company Empowerment  What are some things that happen at work that make you feel sapped?  What are some things that happen at work to make you feel zapped?

8. Chapter 19: Staffing & Leading8 Copyright 2003 Prentice Hall Publishing CompanyEmpowerment  When you’ve been sapped…  Your job belongs to the company  You do what you are told  Your job doesn’t really matter  You do not know how well you are doing  You feel like you have to keep quiet  You feel like you are a different person on the job  You have little/no control over your work

9. Chapter 19: Staffing & Leading9 Copyright 2003 Prentice Hall Publishing CompanyEmpowerment  When you’ve been zapped…  Your job belongs to you  You are responsible  Your job contributes to the whole  You know where you stand  You have some say in how things are done  Your job is a part of who you are  You have some control over your work

10. Chapter 19: Staffing & Leading10 Copyright 2003 Prentice Hall Publishing Company Empowerment Lessons  Empowered people own their jobs – they’re responsible  It’s easy to sapp  It’s hard to zapp  Maintain people’s self-esteem  Must be work related  Must be sincere

11. Chapter 19: Staffing & Leading11 Copyright 2003 Prentice Hall Publishing Company Empowerment Lessons  Listen to others  Eye contact, non-verbals  Summarize what was said (mental list)  Respond with empathy  Ask for help in solving problems  Seek ideas, suggestions, info  Offer help without taking responsibility

12. Chapter 19: Staffing & Leading12 Copyright 2003 Prentice Hall Publishing Company Empowerment Lessons  Delegate responsibility  Select the proper person  Delegate authority to carry out and make decisions – give clear instructions  Followup  Debrief  Set measurable, realistic goals  What, why, why they are important  Change goals as necessary - feedback

13. Chapter 19: Staffing & Leading13 Copyright 2003 Prentice Hall Publishing Company Empowerment Lessons  Coaching  Explain purpose/importance  Explain process  Demonstrate  Observe while person practices  Immediate feedback  Express confidence  Agree on follow-up actions

14. Chapter 19: Staffing & Leading14 Copyright 2003 Prentice Hall Publishing Company Empowerment Lessons  Teamwork  Give team a say in who works on the team  Est. a mission for team  Provide time and place for team to meet  Provide training at “teachable moment”  Provide people skills for interacting, solving problems, making decisions and taking action.

15. Chapter 19: Staffing & Leading15 Copyright 2003 Prentice Hall Publishing Company What Zapps People?  Responsibility  Trust  Being listened to  Teams  Team problem solving  Praise  Recognition for ideas  Feeling important  Flexible controls  Direction (goals, results)  Knowledge  Support  Available resources  Communication (up and down)

16. Chapter 19: Staffing & Leading16 Copyright 2003 Prentice Hall Publishing Company Three Vital Tasks of a Leader 1. Hire the right employees and constantly improve their skills 2. Build an organizational culture and structure that enable the company to reach its potential 3. Motivate workers to higher levels of performance

17. Chapter 19: Staffing & Leading17 Copyright 2003 Prentice Hall Publishing Company Hiring the Right Employees  Conduct a job analysis and create practical job descriptions and job specifications

18. Chapter 19: Staffing & Leading18 Copyright 2003 Prentice Hall Publishing Company Conducting a Job Analysis  Create a job description - a written statement of the duties, responsibilities, reporting relationships, working conditions, and materials and equipment used in a job.  Create a job specification - written statement of the qualifications and characteristics needed for a job, stated in such terms as education, skills, and experience.

19. Chapter 19: Staffing & Leading19 Copyright 2003 Prentice Hall Publishing Company Worm Picker Gathers worms to be used as fish bait; walks about grassy areas, such as gardens, parks, and golf courses and picks up earthworms (commonly called dew worms and nightcrawlers). Sprinkles chlorinated water on lawn to cause worms to come to the surface, and locates worms by use of lantern or flashlight. Counts worms, sorts them, and packs them into containers for shipment.

20. Chapter 19: Staffing & Leading20 Copyright 2003 Prentice Hall Publishing Company Planning an Effective Interview  Develop a series of core questions and ask them of every job candidate.  Ask open-ended questions rather than those calling for “yes or no” answers.  Create hypothetical situations candidates would encounter on the job and ask how they would handle them.

21. Chapter 19: Staffing & Leading21 Copyright 2003 Prentice Hall Publishing Company Planning an Effective Interview  Probe for specific examples (from work history) that demonstrate the necessary traits and characteristics.  Ask candidates to describe a recent success and a recent failure and how they dealt with them.  Arrange a “noninterview” setting in which to observe the candidate.

22. Chapter 19: Staffing & Leading22 Copyright 2003 Prentice Hall Publishing Company Company Culture  Distinctive, unwritten, informal code of conduct that governs the behavior, attitudes, relationships, and style of an organization.  “The way we do things around here.”  In small companies, culture plays as important a part in gaining a competitive edge as strategy does.

23. Chapter 19: Staffing & Leading23 Copyright 2003 Prentice Hall Publishing Company Characteristics of Positive Company Culture  Respect for work and life balance  Sense of purpose  Sense of fun  Diversity  Integrity  Learning environment  Empowered workers

24. Chapter 19: Staffing & Leading24 Copyright 2003 Prentice Hall Publishing Company Common Errors with Teams  Assigning teams inappropriate tasks  Failing to provide adequate training for team members and team leaders  Sabotaging teams with underperformers  Switching to team responsibilities but keeping pay individually oriented

25. Chapter 19: Staffing & Leading25 Copyright 2003 Prentice Hall Publishing Company What Makes Teams Succeed?  Provide adequate support and training for team members and leaders.  Involve team members in how their performances will be measured, what will be measured, and when it will be measured.  Make at least part of team members’ pay dependent on team performance. (Continued)

26. Chapter 19: Staffing & Leading26 Copyright 2003 Prentice Hall Publishing Company Communication  Managers spend about 80 percent of their time in some form of communication:  30% talking  25% listening  15% reading  10% writing  Many problems in the workplace arise because of poor communication.

27. Chapter 19: Staffing & Leading27 Copyright 2003 Prentice Hall Publishing Company Job Design Strategies  Job simplification  Job enlargement (horizontal job loading)  Job rotation  Job enrichment (vertical job loading)  Flextime  Job sharing  Flexplace  Telecommuting

28. Chapter 19: Staffing & Leading28 Copyright 2003 Prentice Hall Publishing Company Rewards and Compensation  Tailor rewards to the needs and characteristics of individual workers.  Money is an effective motivator - up to a point.  Pay-for-performance systems

29. Chapter 19: Staffing & Leading29 Copyright 2003 Prentice Hall Publishing Company Rewards and Compensation  Intangible rewards such as praise, recognition, celebrations, and others can be very powerful, yet inexpensive, motivators.  What kinds of motivators would you rely on if your company’s workforce consisted primarily of “Generation Xers?”

30. The Feedback Loop. Comparing Comparing Actual Performance Actual Performance Against Against Standards Standards Deciding What to Measure Deciding How to Measure Taking Taking Action Action to Improve Performance Comparing Comparing Actual ActualPerformance Against Against Standards Standards

31. Chapter 19: Staffing & Leading31 Copyright 2003 Prentice Hall Publishing Company Guidelines for Successful Performance Appraisals  Basis for promotion/pay increases  Not enough to keep employees motivated