- - PowerPoint PPT Presentation

Letting 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

Empowerment means . . . Empowerment is the shift of authority to where the knowledge is

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

• rganization 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

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

Better Customer Service

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

• rganization stays stagnant – don’t stay relevant or competitive

Establish an environment where employees feel free to challenge and offer new ideas benefits your organization

Creating & Embracing Necessary Change

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?

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

Time for a Culture Change

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

Employees are respected experts; capable & trusted to make change & solve problems. Leaders coach employees to fix own issues Leaders direct the work and solve problems Employees follow directions and turn to leaders for solutions What are the Culture Impacts?

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

http://www.youtube.com/watch?v=ukEOcKBEFR4

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

Current Workload Structure Future Dream 80/20 Structure

Taking a hard look at the old way and Reinventing the Future

Staff Idea Board – “Ready.Doing.Done” & Parking Lot

How Did We Apply This in Our Division?

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

• 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

Implementing Huddles

Huddle Coaches Attend

HUDDLE LEADER OF THE WEEK: __________________

Monday Tuesday Wednesday Thursday Friday

WEEKLY GOAL:___________

• Team Goal Met?
• New Team Goal?
• NEXT WEEK’S GOAL:

_________________

• Idea

Board

• Workload

Board

• Visual

Mgmt Review

• Huddle

Hop

• Metric Revisit

Oversight Report

• Assign New

Huddle Leader

• Division-wide

Huddle with all

• f Contracts,

Farrell Presnell, and Chris Liu

• Signature

Report Review

• Week in

Review

ACCO O HUDD DDLE LE AGE GENDA DA

• Welcome Huddle Hoppers
• Shout Outs!!!
• Metric Reporting
• Issues List & Discussion
• Update Strategy Map

New Division “Thursday All-Staff Huddle”

Open Transparent Communication

CLS Corner er

• Events
• Ideas
• Opinions
• Questions and Answers
• Standardization – What are we already doing?
• September
• Older Posts

New Division “Blog” - Avenue for Open Communication

Ribbon.Re Search this

Standardization Categories October 2, 2014

Desk Manual Items

Contract Processes

Recruitment

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 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 (current) Project Tracking

Employee Training

Sole Source Contracts Mentorship Program 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.

Other

Additional Topics Administrative Policies

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

Division-wide Standardization

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