Saving Money, Increasing Productivity , and Re entry After Release - - PowerPoint PPT Presentation

Saving Money, Increasing Productivity, and Re‐entry After Release from Prison

Contact Information Shae Taylor Founder, Managing Partner Human and Social Capital Institute P: 208‐350‐0980 E: hsci.staylor@gmail.com

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“If you plan on being anything less than you are capable of being, you will probably be unhappy all the days of your life." Abraham Maslow

Who am I, and Why did I create the

Human and Social Capital Intelligence Network?

2 Human and Social Intelligence Network ‐ Introduction Education Internships Experience 4 Years ‐ Business Partner

I created the Human and Social Capital I ntelligence Network,

as a result of the challenge given to me from Utah Refugee Amabassador Thurl Bailey. He challenged me to create a solution to help get the 50,000 Refugees in the State of Utah (now going on five generations of welfare) a new vision for their future and off of welfare.

3 Human and Social Intelligence Network ‐ Introduction

To do that, I had to come up with a new way to define and use Human and Social Capital

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“Human Capital, the education, experience and abilities of an employee + Social Capital, the social relations between workers that produces trust = Knowledge Capital, the ability for an

• rganization to innovate and create

new value Social capital is developed and fed by the type and frequency of workers’

• interactions. The more they have, the

greater the social capital and level of trust.” (Bromberg, J., 2013)

The 3 Major Organizational Catalysts

Simple improvements in these two areas can boost your organization’s productivity and save money.

5 Human and Social Intelligence Network ‐ Introduction

• Dr. George

Gallup

• Dr. Donald O.

Clifton Stedman Graham

The Human and Social Capital Intelligence (HSCI) Network is built around the lifetime work of individuals like the following. Unfortunately, their work is often undervalued in society because of challenges with marketing and distribution. The HSCI Network brings pieces of their greatest contributions to life in an innovative fashion. It is a cutting-edge human resource tool.

Marcus Buckingham Napoleon Hill Ed Smart

• Dr. Laurie

Schreiner Sharon L. Lechter Abraham Maslow Leigh Steinberg Thurl Bailey Chris Gardner Joseph G. Lake William Marston John Holland Kevin James Barry Conchie Tom Rath

Who has heard of these programs?

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Independently, these programs are of less value than if they are used together within the HSCI Network.

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What are you good at and what will threaten your success? The HSCI Network narrows a candidate’s options from nearly 1,000 jobs to 25 potential jobs that match who they are as a person. At the end, they have an online profile showcasing who they are and where they could best apply their talents in the workplace. This can be used to help task existing employees in roles more suited to them, select best candidates, and retain new hires.

1,000 25

The statistics show that Americans don’t know what they are good at or where they fit in. Because they don’t, social and welfare costs for individuals, employers, and communities is staggering.

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• 80% of American workers say they don’t get to do what they are good at each day = 252,000,000 (Gallup,

2014)

• 42% of the population declaring that they are 'struggling‘ = 132,000,000 (Gallup, 2014)
• 3% declaring that they are 'suffering‘ = 9,000,000 (Gallup, 2014)
• 7% of the American population unemployed = 22,000,000, and 17% underemployed = 53,000,000

(Gallup, 2014)

• 52,000,000 people seeking a change in employment annually in America due to separation from their

companies (Labor Statistics, 2014)

• Average duration of unemployment climbed to a high of 37.1 weeks (The New York Times, Feb 2011)
• 23.1% of Americans were recipients of welfare in 2011 = 73,000,000 (cnsnews, 2014)
• 38% of all children 5 and under in the United States were welfare recipients in 2011 = 21,000,000 (

cnsnews, 2014)

• 1 in 6 Americans are on food stamps spending approximately $80 Billion in 2013 (SNAP)
• Nationwide student loan debt is at an all-time record of $1.2 trillion (The Wall Street Journal)
• 71% of all students graduating from four-year colleges had student loan debt (

Project on Student Debt, 2012)

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• 71% of all students graduating from four-year colleges had student loan debt (Project on Student Debt, 2012)
• Out of the nearly 40,000,000 borrowers, about seven million have defaulted (17.5% ) on these student

debts

• In 2008, over 93,000 youth were incarcerated; costing states an average of $240.99 per day - about $5.7

billion yearly.

• In 2008, the United States had between 12 and 14 million ex-offenders of working age. Because a prison

record or felony conviction greatly lowers ex-offenders’ prospects in the labor market, we estimate that this large population lowered the total male employment rate that year by 1.5 to 1.7 percentage points. In GDP terms, these reductions in employment cost the U.S. economy between $57 and $65 billion in lost output… I n

2008, about one in 33 working-age adults was an ex-prisoner and about one in 15 working-age adults was an ex-felon. An extensive body of research has established that a felony conviction or time in

prison makes individuals significantly less employable. It is not simply that individuals who commit crimes are less likely to work in the first place, but rather, that felony convictions or time in prison act independently to

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lower the employment prospects of ex-offenders. (Schmitt, J. & Warner, K. 2010. Ex offenders and the Labor Market)

• Judge & Hurst during their 2008 study at the University of Florida found a small window to boost confidence

and increase job satisfaction for life (14-23 years old)

• 53% of the young American students surveyed in 2010 (aged 10-18) are hopeful, possessing numerous ideas

and abundant energy for the future. The remaining students are confused (31% ) or discouraged (16% ), lacking the ideas and energy they need to navigate problems and reach goals (Gallup, 2010)

• On a national level, over 3 million drop out annually.

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Do you want to help get these statistics heading in the right direction within your city or county? Do you want to reduce conflicts in your workplace? Do you personally want less stress? Do you want to see more people (young and old) from Idaho achieve their potential?

Unfortunately, we keep duplicating work over and over again within the private and public sectors in an attempt to get people in the right jobs. Employers are tired of turnover and receiving dozens of applications from unqualified applicants. Applicants are tired of adjusting resumes and cover letters, and taking similar types of assessments, over and over again. The Human and Social Capital Intelligence Network eliminates these frustrations.

The Real Problem keeping our communities from progressing as they should is not undiscovered innovations, it’s poor implementation (known as strategies, execution, and trust, according to Stephen M.R. Covey

The following programs are evidence-based. The HSCI Network will help you integrate them effectively into your communities.

This is an implementation problem…not a discovery problem.

11 Human and Social Intelligence Network ‐ Introduction Society NOW Society FUTURE

(Strategy x Execution)Trust = Results

Countless programs exist with evidence‐based research status

but instead of identifying better ways to implement them across communities in schools, welfare, corrections, etc. we keep pushing for more and more innovation and then to have each new innovation reach evidence‐based status.

“Whether it’s high or low, trust is the ‘hidden variable’ in the formula for organizational success.” Stephen M.R. Covey

(S x E)T = R

([STRATEGY x EXECUTION] multiplied by TRUST equals RESULTS) “You could have good strategy and good execution, but still get derailed by low trust. Or high trust could serve as a performance multiplier, creating synergy where the whole is more than the sum

• f its parts (Covey, S. , 2006. The Speed of Trust. Free Press).”

From The Speed of Trust

“While high trust won’t necessarily rescue a poor strategy, low trust will almost always derail a good one.”

Stephen M.R. Covey

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Problem # 1: DISC has been proven to accomplish the following, but no

• rganization I know of in Idaho is using it, why? Because there is not an easy

way for the average supervisor to implement it, that will get the same results the HSCI Network does.

1)

The DISC program is an effective interpersonal skill development tool that has been successfully used in Kansas

State University classrooms to prepare

students to work and communicate more effectively with colleagues and clients ( Russell, 1994),

2)

The College of Engineering at Texas & M

University has successfully used the DISC

Instrument as a pedagogical tool for enhancing leadership training, and teaming skills, like cooperation and communication ( Algert, Watson, 2006), and

3)

DISC has been proven to help identify a team's strong and weak points, and thereby improves the quality of managerial decision making concerning the setting up and development of effective organizational teams (Suman, 2009).

BSU Skills Summit 2015

Many organizations are complaining that the hiring and retention process is too open and labor intensive, and they are struggling to find quality local talent that is a good fit for their culture. They want employees with the following abilities: soft‐skills, decision making, collaboration, innovation, adaptability, accountability, and discernment. Prospective employees need to learn to promote themselves better to employers, to obtain a better sense of reality regarding appropriate workplace behavior and advancement expectations, to gain more knowledge about and exposure to careers before they submit applications, and an understanding of job growth trends. They are seeking more effective and innovative programs to assist with internships, mentorship, leadership development, and succession planning. Organizations and institutions of higher learning want to get on the same page so prospective employees are more prepared for the workplace.

Most individuals I have met that have taken DISC, did this with it. Interestingly, the BSU Skills Summit 2015 indicated we are still looking for a solution that will achieve what DISC does.

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Problem # 2: Another reality is what GALLUP

discovered while analyzing talents

DOER

Not one person ever studied by Gallup since Dr. Donald Clifton created the Clifton StrengthsFinder, has been found to have world‐class potential talent in all THREE of these categories (Doer, Communicator, Thinker). Yet, there is a persistent expectation and push by all educators and employers, using education and training, to instill all three on people. When someone does not produce the result we label them a ‘C’ student and send them on their way. Even O*NET alone is limited. In 2014, it found the most important 21st century workforce competencies that should be taught to youth and young adults are: Problem solving – THINKER Fluid intelligence (ability to adapt), COMMUNICATOR Teamwork – COMMUNICATOR Innovation ‐ THINKER Communication – COMMUNICATOR Nothing NEW!

COMMUNICATOR THINKER

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We are trying to train people to be someone they are not, when we should be simply identifying who they are and make sure they get hired into the right jobs. O*NET already identified the job characteristics. HSCI easily creates the match.

“Most organizations are a puzzle put together in a darkened room. Each piece is clumsily squeezed into place and then the edges are ground down so that they feel well positioned. But pull up the shades, let a little light into the room, and we can see the truth. Eight out of ten pieces are in the wrong place. Eight out of ten employees feel they are miscast. Eight out of ten employees never have the chance to reveal the best of themselves. They suffer for it, their organization suffers, and their customers suffer. Their health, their friends, and their family suffer. It doesn’t have to be this way.”

(Clifton, D., & Buckingham, M., Now, Discover Your Strengths, 2001) Gallup estimates that actively disengaged employees cost the U.S. $450 billion to $550 billion in lost productivity per year. This is troubling as American business attempts to recover ground lost during the financial crisis and reach pre-recession levels of prosperity.” Source – June 11, 2013

The Human and Social Capital I ntelligence Network

WHY: Helps individuals see alternative options for their lives and inspires them to do great things for themselves and

• thers. Then HSCI helps them identify and apply for the jobs that they match. Helps employers evaluate their positions

and select candidates that match.

HOW: An awareness of the potential for a brighter future full of opportunities empowers them to change their beliefs

about themselves and take control of their future.

WHAT: HSCI Network leads individuals through a series of steps that convince them they are respected and where

they are needed, gives them a language to share what their abilities/interests are with others, gets them recruited to be/do what they were built to, and teaches them what will interrupt their success once they are employed.

RESULT: Employees develop a sense of purpose for their lives, believe more in themselves, become more engaged in

what they are doing, and learn skills to create relationship tipping points and avoid human capital collisions so they don’t sabotage their own efforts. Employers develop a cost effective, streamlined process for advertising and filling vacant positions with the best candidates that will be most productive for the organization.

HSCI’s Five Areas of Focus (to get these evidence‐based programs into our communities)

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Within organizations, HSCI can help with:

Existing Employees New Hires or Appointments Re‐tasking

Rudy Testimonial

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The sum of cultures in in your organization, and that of the organizations in your communities, comprise a critical piece of a city’s reputation and brand. Takeaway: reputations bring with them trust taxes or dividends in every relationship within your

• rganization…with your consultants, vendors, local business owners, developers, residents, etc.

We are our own worst enemies when we don’t know who is in front of us and how to interact with them at optimal levels.

Each of your

• rganizations has an

underlying culture, which is a sum of your departments’ cultures. Each department’s culture is partially created by the number and types of human interaction that take place everyday.

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Real Life Application

Behaviors have a significant impact on first impressions and social interactions. Using the four major categories for the DISC profile, the table above demonstrates the level of comfort two individuals may have in interacting with each other. This may make you re‐think the importance of first impressions and how you pre‐screen new hires, who you have on the selection committee and how they perform the interviews, who you send to represent your organization at social events, or how you align your work groups. We want all employees in a department to get along, do their jobs, and not cause problems. Using O*NET, HSCI can help you identify applicants with job matches. Using DISC and the Clifton StrengthsFinder, we can better identify hidden trust taxes candidates bring to the table.

You don’t want a ‘D’ r ‘I’ initially interviewed by a ‘C’, unless you are ok overlooking quality applicants. Once employed, D‐I‐S‐C all need to be treated differently to achieve optimal results.

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Think of the department in your organization that is having the most problems right now. If employees understood one another better, there would be less conflict, less time wasted, and less salary and benefit cost for unproductive labor. In other words, we would be more friendly, fair, and efficient with tax payer dollars. Trust taxes will be immediately reduced as you strive to improve your relationships with your departments heads. The ripple effect to every employee will be felt. Trust dividends will go through the roof. Employees will look at you like a miraculous change has

• ccurred, and the organization becomes the organization they have always wanted to work for.

According to Gallup

Only 35% of supervisors are engaged in their work, and 85% of supervisors are working in the wrong jobs. This means you should be careful not to overlook qualified candidates, or get rid of good employees that are miscast, or that appear to be so, simply because their supervisor is in the wrong role.

This is why the Human and Social Capital Intelligence Network was built. It will empower you to share with others, what they need to know about you (from a variety of assessments) to create more

• ptimal human interaction within your organization. Interaction that will lead to greater trust,

execution, and strategy development into the future. This will lead to increases in productivity and cost savings. We want to help you implement immediate positive change in your organization. Next Steps: HSCI is looking for referrals to organizations in your community that could potentially benefit from the HSCI Network. Ideally HSCI would start with a problematic division or department in your organization, and give you the opportunity to see the results first hand. If you are satisfied with the results, HSCI hopes you will offer referrals to help streamline IMPLEMENTATION within your community.