Bret L. Simon wrote about angagement and performance on his blog (http://www.bretlsimmons.com/2010-07/employee-engagement-and-performance-finally-some-credible-evidence/). His blog is good to HR manager or people who interrest why engagement can improve organization performance. He also describe engagement and performance on www.baldrge.com on July 20th, 2010 as follow.
A study of 245 firefighters and their supervisors has shown that job engagement is a significant predictor of task performance and organizational citizenship behavior. The study, which is behind a firewall, is described by Bret L. Simmons on his blog.
The researchers measured job engagement through 18 questions organized by physical engagement, emotional engagement, and cognitive engagement. According to the article abstract, they found that “engagement, conceptualized as the investment of an individual’s complete self to a role, provides a more comprehensive explanation of relationships with performance relative to well-known concepts that reflect narrower aspects of the individual’s self.” The researchers were able to evaluate the impact of other factors including job involvement, job satisfaction, and intrinsic motivation on performance and behavior; they concluded these factors did not predict performance and behavior while engagement did.
According to Simmons, the researchers identified three antecedents of engagement: value congruence, perceived organizational support, and core self-evaluations. In other words, hire people who share and support your organization’s mission and values and who are self-sufficient and confident, and then provide development opportunities that align with your organizational values and your employees’ developmental needs.
In “Bottom-Line Value of Employee Engagement,” I wrote about a Gallup report that came to similar conclusions. Gallup defined a fully-engaged employee as emotionally attached to the unit and rationally loyal and found that “organizations that employ performance optimization management principles have outperformed their competitors by 26% in gross margin and 85% in sales growth.”
In “Employee Engagement and the Bottom Line,” I pointed to two specific cases where employee engagement had a direct correlation with financial results:
• Best Buy sees a $100,000 annual increase in sales at any location where employee engagement rises 2%.
• JC Penny had 67% of its employee engaged in 2005 and 80% engaged in 2009. Its earnings per share growth over the last five years is five times the industry average.
The key to getting similar results at your organization is to: (1) figure out how to measure employee engagement as the researchers quoted above have done; (2) use your measurement tool to assess engagement; (3) identify opportunities to improve performance; and, (4) close the gap.
To read more about employee engagement, click on these articles:
• What Drives You?
• Paying Disengaged Employees
• Why HR Needs Baldrige
• Recruiting, Retaining, and Engaging
• Valuing Employees – and HR
Source: http://www.baldrige.com/criteria_workforce/engage-employees-to-improve-performance/
วันศุกร์ที่ 30 กรกฎาคม พ.ศ. 2553
วันอังคารที่ 18 พฤษภาคม พ.ศ. 2553
Baldrige by Sector: Education
Why do so many education organizations around the country use the Education Criteria for Performance Excellence? The Baldrige Criteria provide a comprehensive way to achieve and sustain high performance across the entire organization. Education organizations such as business schools; community colleges; centuries-old universities; and K-12 school districts in Chicago, New York, North Carolina, and Oklahoma—as well as one covering 22,000 square miles in Alaska—use the Baldrige Criteria to improve their schools and their students’ education. Your education organization can do the same.
How Baldrige Relates
The Baldrige Criteria address all key areas of a running a successful education organization and are compatible with other performance improvement initiatives, such as School Improvement Planning, ISO 9000, Lean, and Six Sigma. Using the Baldrige framework, you can organize and integrate these approaches, improve productivity and effectiveness, and pursue performance excellence.
Improve Your Results
Whether your organization is a K-12 school or system, a community college, a university, or another type of education organization, the Baldrige Criteria are a valuable framework for measuring performance and planning in an uncertain environment. The Criteria help education organizations achieve and sustain the highest national levels of
student learning outcomes
- customer satisfaction and engagement
- product and service outcomes, and process efficiency
- workforce satisfaction and engagement
- budgetary, financial, and market results
- social responsibility
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.
http://www.nist.gov/baldrige/enter/education.cfm 18 May 2010.
How Baldrige Relates
The Baldrige Criteria address all key areas of a running a successful education organization and are compatible with other performance improvement initiatives, such as School Improvement Planning, ISO 9000, Lean, and Six Sigma. Using the Baldrige framework, you can organize and integrate these approaches, improve productivity and effectiveness, and pursue performance excellence.
Improve Your Results
Whether your organization is a K-12 school or system, a community college, a university, or another type of education organization, the Baldrige Criteria are a valuable framework for measuring performance and planning in an uncertain environment. The Criteria help education organizations achieve and sustain the highest national levels of
student learning outcomes
- customer satisfaction and engagement
- product and service outcomes, and process efficiency
- workforce satisfaction and engagement
- budgetary, financial, and market results
- social responsibility
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.
http://www.nist.gov/baldrige/enter/education.cfm 18 May 2010.
Criteria for Performance Excellence
No matter the size or nature of your organization, the Criteria are a guide in your journey toward performance excellence. They can help your organization align resources; improve communication, productivity, and effectiveness; and achieve strategic goals.
The Criteria work as an integrated framework for managing an organization. They are simply a set of questions focusing on critical aspects of management that contribute to performance excellence:
1) Leadership
2) Strategic planning
3) Customer focus
4) Measurement, analysis, and knowledge management
5) Workforce focus
6) Process management
7) Results
The Criteria serve two main purposes:
1) Identify Baldrige Award recipients to serve as role models for other organizations
2) Help organizations assess their improvement efforts, diagnose their overall performance management system, and identify their strengths and opportunities for improvement
There are three versions of the Criteria for Performance Excellence: business/nonprofit, education, and health care.
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.http://www.nist.gov/baldrige/publications/criteria.cfm
18 May 2010.
The Criteria work as an integrated framework for managing an organization. They are simply a set of questions focusing on critical aspects of management that contribute to performance excellence:
1) Leadership
2) Strategic planning
3) Customer focus
4) Measurement, analysis, and knowledge management
5) Workforce focus
6) Process management
7) Results
The Criteria serve two main purposes:
1) Identify Baldrige Award recipients to serve as role models for other organizations
2) Help organizations assess their improvement efforts, diagnose their overall performance management system, and identify their strengths and opportunities for improvement
There are three versions of the Criteria for Performance Excellence: business/nonprofit, education, and health care.
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.http://www.nist.gov/baldrige/publications/criteria.cfm
18 May 2010.
วันอังคารที่ 16 มีนาคม พ.ศ. 2553
The Roles of Professional HR
1. Management of strategic HR (Outcome is executing strategy)The strategic HR role focuses on aligning HR strategies and practices with business strategy. In playing this role, the HR professional works to be strategic partner, helping to ensure the success of business strategies. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies.
The deliverable from the management of strategic HR is strategy execution. HR practices help execute business strategy, for example, hiring high competent people, developing compensation to reward sales growth, training and developing suppliers and customers. The main activity of this role is aligning HR and business strategy: “Organizational diagnosis”.
2. Management of Firm Infrastructure (Outcome is Building an efficient infrastructure)
Creating an organizational infrastructure has been a traditional HR role. It requires that HR professionals design and deliver efficient HR processes, for staffing, training, appraising, rewarding, promoting, and otherwise managing the flow of employees through the organization. HR professionals create infrastructure by constantly examining and improving the HR process.
The deliverable from the infrastructure role is administrative efficiency. The metaphor for work on a firm’s infrastructure is the “administrative expert.” The main activities of this role are reengineering organization processes: “Shared services”.
3. Management Employee Contribution (Outcome is Increasing employee commitment and capability)
The employee contribution role for HR professionals encompasses their involvement in the day-today problems, concerns, and needs of employees. In companies in which intellectual capital becomes a critical source of the firm’s value, HR professionals should be active in developing this capital. HR professionals has become the employees’ champions by understanding employees’ needs and ensure that those needs are met, overall employee contribution goes up.
The deliverables from management of employee contribution are increased employee commitment and competence, for example, helping employee to understanding company policy and administration by creating employee service center. The metaphor for this HR role is “employee champion.” The main activities for this role are listening, responding, finding ways to provide employees which resources that meet their changing demands (proving resources to employees.”)
4. Management of Transformation and Change (Outcome is creating a renewed organization.)
Transformation entails fundamental cultural changes within the firm. Change refers to the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities.
The deliverable from this role is capacity for change. The metaphor of this role is “Change agent.” The action of change agents include identifying and framing problems, building relationships of trust, solving problems, and creating—and fulfilling action plans.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
The deliverable from the management of strategic HR is strategy execution. HR practices help execute business strategy, for example, hiring high competent people, developing compensation to reward sales growth, training and developing suppliers and customers. The main activity of this role is aligning HR and business strategy: “Organizational diagnosis”.
2. Management of Firm Infrastructure (Outcome is Building an efficient infrastructure)
Creating an organizational infrastructure has been a traditional HR role. It requires that HR professionals design and deliver efficient HR processes, for staffing, training, appraising, rewarding, promoting, and otherwise managing the flow of employees through the organization. HR professionals create infrastructure by constantly examining and improving the HR process.
The deliverable from the infrastructure role is administrative efficiency. The metaphor for work on a firm’s infrastructure is the “administrative expert.” The main activities of this role are reengineering organization processes: “Shared services”.
3. Management Employee Contribution (Outcome is Increasing employee commitment and capability)
The employee contribution role for HR professionals encompasses their involvement in the day-today problems, concerns, and needs of employees. In companies in which intellectual capital becomes a critical source of the firm’s value, HR professionals should be active in developing this capital. HR professionals has become the employees’ champions by understanding employees’ needs and ensure that those needs are met, overall employee contribution goes up.
The deliverables from management of employee contribution are increased employee commitment and competence, for example, helping employee to understanding company policy and administration by creating employee service center. The metaphor for this HR role is “employee champion.” The main activities for this role are listening, responding, finding ways to provide employees which resources that meet their changing demands (proving resources to employees.”)
4. Management of Transformation and Change (Outcome is creating a renewed organization.)
Transformation entails fundamental cultural changes within the firm. Change refers to the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities.
The deliverable from this role is capacity for change. The metaphor of this role is “Change agent.” The action of change agents include identifying and framing problems, building relationships of trust, solving problems, and creating—and fulfilling action plans.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
วันจันทร์ที่ 15 มีนาคม พ.ศ. 2553
The Myths That Keep HR from Being a Profession
Old Myth # 1 People go into HR because they like people.
New Realities
HR departments are not designed to provide corporate therapy or as social or health-and happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.
Old Myths # 2 Anyone can do HR.
New Realities
HR activities are based on research. HR professionals must master both theory and practices.
Old Myths # 3 HR deals with soft side of the company and is therefore not accountable.
New Realities
The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance.
Old Myths # 4 HR focuses on costs which must be controlled.
New Realities
HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value not reduce costs.
Old Myths # 5 HR’s job is to be policy police and the health-and happiness patrol.
New Realities
The HR function does not own compliance—managers do. HR practices do not exist to make employees happy but to help them committed. HR professionals must help managers commit and administer policies.
Old Myths # 6 HR is full of fads.
New Realities
HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
Old Myths # 7 HR is staff by nice people.
New Realities
At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive.
Old Myths # 8 HR is HR’s job.
New Realities
HR work is as important to line mangers as are finance, strategy, other business domains. HR professionals should join with managers in championing HR issues.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
New Realities
HR departments are not designed to provide corporate therapy or as social or health-and happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.
Old Myths # 2 Anyone can do HR.
New Realities
HR activities are based on research. HR professionals must master both theory and practices.
Old Myths # 3 HR deals with soft side of the company and is therefore not accountable.
New Realities
The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance.
Old Myths # 4 HR focuses on costs which must be controlled.
New Realities
HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value not reduce costs.
Old Myths # 5 HR’s job is to be policy police and the health-and happiness patrol.
New Realities
The HR function does not own compliance—managers do. HR practices do not exist to make employees happy but to help them committed. HR professionals must help managers commit and administer policies.
Old Myths # 6 HR is full of fads.
New Realities
HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
Old Myths # 7 HR is staff by nice people.
New Realities
At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive.
Old Myths # 8 HR is HR’s job.
New Realities
HR work is as important to line mangers as are finance, strategy, other business domains. HR professionals should join with managers in championing HR issues.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
The Next Agenda for Competitiveness: Human Resources
The top eight business challenges that we must pay attention are as follows:
1) Globalization—new market, new product, new mindsets, new competencies, new way of thinking about business.
2) Value chain for business competitiveness and HR services—Shifting the focus from firm to value chain (supplier and customer, for example, training suppliers and customers).
3) Profitability through cost and growth—reduce cost and growth through leveraging customer or core competencies, merger and acquisition.
4) Capability Focus—Align (Required )capabilities with business strategies.
5) Change, Change, and Change some more--Change faster.
6) Technology—technology has defined work time and the way of working.
7) Attracting, retaining, and measuring competence and intellectual capital—Compete for talent, create organization that learning and sharing is fast.
8) Turnaround is not transformation—Transformation changes the fundamental image of the business, as seen by customers and employees. Transformation focus on mindset, for example, Cultural change from a poor quality company to the excellence service company).
Response to the eight competitive challenges, firm should focus on organizational capabilities such as speed, responsiveness, relationship, agility, learning, and employee competence.
The leaders must be able to identify the capabilities critical to business success and to design and deliver the HRM practices that can create those capabilities. To create value and delivery results, the leaders of the future must become HR champions. HR refers to the organizational systems and process within a firm (for example, staffing, hiring, communication, and compensation) that govern how work is done. These processes must be judged by the extent to with they enhance competitiveness.
Therefore (On the other hand HR refers to HR function or department), HR should focus on Champion competitiveness. As champions of competitiveness, HR professionals must focus on the deliverables of their work on doing their work better.
They must articulate their role in terms of value created. They must create mechanisms to deliver HR so that business results quickly follow. They must learn to measure results in terms of business competitiveness rather than employee comfort and lead to cultural transformation rather than reengineer of downside when a company needs to turn around.
To achieve these goals, HR must recognize and correct its past. It is time to talk less and do more, time to add value, time to build competitive, not comfortable, time to be proactive, not reactive. It is time to perform, not preach. Professionals share the following characteristics:
1. Focus on defined outcomes.
2. A share body of knowledge
3. Essential competencies
4. Ethical standards maintained by collegial jurisdiction.
5. Clear roles
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
1) Globalization—new market, new product, new mindsets, new competencies, new way of thinking about business.
2) Value chain for business competitiveness and HR services—Shifting the focus from firm to value chain (supplier and customer, for example, training suppliers and customers).
3) Profitability through cost and growth—reduce cost and growth through leveraging customer or core competencies, merger and acquisition.
4) Capability Focus—Align (Required )capabilities with business strategies.
5) Change, Change, and Change some more--Change faster.
6) Technology—technology has defined work time and the way of working.
7) Attracting, retaining, and measuring competence and intellectual capital—Compete for talent, create organization that learning and sharing is fast.
8) Turnaround is not transformation—Transformation changes the fundamental image of the business, as seen by customers and employees. Transformation focus on mindset, for example, Cultural change from a poor quality company to the excellence service company).
Response to the eight competitive challenges, firm should focus on organizational capabilities such as speed, responsiveness, relationship, agility, learning, and employee competence.
The leaders must be able to identify the capabilities critical to business success and to design and deliver the HRM practices that can create those capabilities. To create value and delivery results, the leaders of the future must become HR champions. HR refers to the organizational systems and process within a firm (for example, staffing, hiring, communication, and compensation) that govern how work is done. These processes must be judged by the extent to with they enhance competitiveness.
Therefore (On the other hand HR refers to HR function or department), HR should focus on Champion competitiveness. As champions of competitiveness, HR professionals must focus on the deliverables of their work on doing their work better.
They must articulate their role in terms of value created. They must create mechanisms to deliver HR so that business results quickly follow. They must learn to measure results in terms of business competitiveness rather than employee comfort and lead to cultural transformation rather than reengineer of downside when a company needs to turn around.
To achieve these goals, HR must recognize and correct its past. It is time to talk less and do more, time to add value, time to build competitive, not comfortable, time to be proactive, not reactive. It is time to perform, not preach. Professionals share the following characteristics:
1. Focus on defined outcomes.
2. A share body of knowledge
3. Essential competencies
4. Ethical standards maintained by collegial jurisdiction.
5. Clear roles
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
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