Identify
People CMM initiatives to be implemented
The
workforce practices implemented at the Managed Level focus on activities at the
unit level. The first step toward improving the capability of the workforce is
to get managers to take workforce
activities as high-priority responsibilities of their job. They must
accept personal responsibility for the performance and development of those who
perform the unit’s work. The practices implemented at Maturity Level 2 focus a
manager’s attention on unit level issues such as staffing, coordinating
commitments, providing resources, managing performance, developing skills, and
making compensation decisions. Building a solid foundation of workforce
practices in each unit provides the bedrock on which more sophisticated
workforce practices can be implemented at higher levels of maturity.
An important reason to
concentrate initially on practices at the unit level is founded on the frequent
failure of organization-wide improvement programs. These programs often fail
because they were thrust on an unprepared management team. That is, managers
were struggling with problems that were not addressed by organizational
changes. They often lacked the experience and skill needed to implement sophisticated
practices. Consequently, Maturity Level 2 focuses on establishing basic
practices in units that address immediate problems and prepare managers to
implement more sophisticated practices at higher levels. It is difficult to
implement organization-wide practices if managers are not performing the basic
workforce practices required to manage their units.
Focusing at the unit level first
also establishes a foundation in managing performance that can be enhanced with
more sophisticated practices at higher levels. If people are unable to perform
their assigned work, sophisticated workforce practices will be of little
benefit to individuals or the organization. In a Maturity Level 2 organization,
managers are vigilant for problems that hinder performance in their units.
Frequent problems that keep people from performing effectively in low-maturity
organizations include
■ Work overload
■ Environmental distractions
■ Unclear performance objectives or feedback
■ Lack of relevant knowledge or skill
■ Poor communication
■ Low morale
These are important areas to address and
at the beginning of your paper you write about the need for managers to make
workforce activities a high priority, but how? I would like to know your
specific ideas for addressing Dillard’s employee related issues.
How
to gain buy-in from leadership in Dillard’s
Leadership has many objectives that often
pull the organization in different directions. However, it is the proper
balance of these objectives that produces a high performance organization. In
the end, all share one common goal for success. The individual responsible for
a performance improvement program must present a compelling vision of a future
that can demonstrate a link between the decision-makers, their collective objectives
and the organization’s strategy.
It is very likely that you have developed your objectives in light of known performance problems or your own research. Unfortunately, decision-makers often don’t feel the pain of the problem you have identified or don’t associate it with their own strategy execution. The approach that is used must guide the leadership team through the same thought processes and engage them in the decision-making activities.
It is very likely that you have developed your objectives in light of known performance problems or your own research. Unfortunately, decision-makers often don’t feel the pain of the problem you have identified or don’t associate it with their own strategy execution. The approach that is used must guide the leadership team through the same thought processes and engage them in the decision-making activities.
Leadership buy-in and,
ultimately, engagement can be accomplished by implementing a mechanism that
keeps leaders regularly involved and accountable for identifying opportunities,
prioritizing them, and then following through and completing the associated projects.
Indeed, the failure to engage leadership is one of the most often cited reasons
for problems with the sustainability of improvements and can very easily
threaten to subjugate the long-term viability of the program. Leading through persuasion is a form of
communicating that must be learned. In fact, it has to be learned, for if you
can’t persuade or convince others, you cannot lead. It helps to focus on the
response you hope to evoke rather than just what you want to say as a way to
counter your own reluctance to ask others to change. Of course, laying out the
response you want is a central part of good communication, but in the goal of
leading others, you are also always after one very specific response These are some good
general strategies; however, I want to know 1) what your plan is to improve
Dillard’s low morale, and then 2) how you would encourage the managers to
support your plan.
How
Will You Gain Buy in from the Organization’s Employees?
Employees are connected both at the head and the
heart and they are willing to give what I call discretionary effort,
meaning willing to do whatever it takes to get the job done. A lack of
employee engagement can manifest in the form of poor customer service, low
morale, and missed business opportunities.
On the flip side, if you can sell
your employees on the company's future and the importance of their role in it
there are numerous advantages. People are more likely to generate their own
ideas, to contribute with enthusiasm, to keep slogging when it becomes
unpleasant, and also to experience a sense of camaraderie and togetherness
There are a lot of leaders out there that take the
employees, blindfold them, and spin them around 10 times. Workers need to
have a sense of how their roles interweave with the larger goals of the company
in order to take pride in the importance of their work and to do the best
possible job on every project. Stark advises tapping as many methods of
communication to reach out to employees as you can.
But sometimes it takes
more than communicating through different media and helping employees relate
personal goals to company goals. Stark notes that some people will be swayed by
rhetoric while others want cold hard facts before they buy in and you have to
cater to both groups.
Talking to your employees that it's easy for their
voices to get lost in the shuffle. Make a commitment to list to your employees
when they talk about the product and to listen to your employees when they talk
about what's going on in their organization. The best news for the state of
your employees' engagement is if they're constantly complaining.
People, when
they complain, are actually showing you that they're engaged, oddly enough. The
challenge is to take those complaints and those glimmers of pride and
enthusiasm and actually hear them" and turn them into suggestions for
change.
Communicate Verbally Over a Period of Time
- People CMM in
Dillard’s communication needs to be clear, consistent and repeated
again and again.
They have to roll it over in their minds, talk about it with others and get
clear about what’s what. The first time employees hear about
a change, they are usually
hearing it through filters of fear, doubt, worry, and
confusion. So don’t expect them to
get it the first time.
- Use verbal
communication talk to them, talk to your managers, talk to your team, and
keep repeating the message again and again. Avoid
communicating it in a written
memo.
Gain Commitment through Two-Way Communication
- Gain buy-in from everyone in the
organization. You want each person in the company to support the change
and to feel as if they have been a part of planning the change initiative.
- Empower your employees by inviting
them to collaborate during the change. The town meeting format coupled
with smaller management meetings is perfect for this purpose. This
approach can provide an open, honest forum for people to be able to clear
(a form of venting which is highly constructive). Allow for 10 minutes of
clearing in the beginning of each town meeting, ask questions and above
all allow their ideas to be heard and implemented.
Training
required for People CMM implementation plan.
The People CMM model will be integrated
as part of Dillard’s;, however,
managers and subordinates will have to be trained to utilize The People CMM
system effectively. The People CMM system provides guidance to assist managers
internal the organizations, and develop the systems framework aids in
developing the organization’s workforce.
A Framework for Human Capital Management customer serves is designed to
improve the company as a whole. However,
the conceptual framework provides managers with guidance on planning and
implementing improvement. The People CMM hasve
led organizations to effective, repeatable, and lasting success in workforce
development for years, and Dillard’s managers has high expectations for the
same results.
When people
are assigned to a new center they are provided with induction training into the
business of the center. Each project maintains an induction manual that
provides several days’ preparation for working on the project. Maintains a
number of continuing education programs that consist of a mix of internal courses,
customer serves, and knowledge-sharing sessions among communities of
professionals with similar competencies. The Corporate Training and Education
Group develop and resources an annual training plan with inputs from each
center. Employee training and
development programs also help with employee retention. People CMM in Dillard’s
provide guidance for efficient, effective improvement across multiple process
disciplines in an organization. It benefits the organization by providing a
common, integrated vision of improvement. The ultimate benefit is improved
performance that means decreased costs, improved on-time delivery, improved
productivity, improved quality, and improved customer satisfaction.
Training to Support Organizational:
Ø Increase productivity
Ø Implement improvement strategies
Ø Keep up with the latest trends and application
Ø
Accelerate
performance improvement programs
Training needs:
·
Company goals. Refer to your company’s stated goals to help you
define overall training
program
goals. Align your training objectives with company goals in such a way that
when
the workforce meets your objectives, they will also be meeting the company’s
goals.
This process starts with new employee orientation training.
·
Job descriptions. Include stated job requirements as your base
for needed training.
·
Review employee complaints to prioritize training on
discrimination, harassment,
overtime versus compensation time,
and other employee issues.
·
Legal obligations. You must ensure that your training program
encompasses all required
training to meet government and legal
obligations, such as Occupational customer
serves, Department of Labor requirements,
state-specific requirements, and others.
Other areas relevant to Dillard’s and
People CMM Plan.
CMMI and People CMM share common
Implementation Objectives, Even among the high process maturity work cultures,
postmortems and introspective sessions of projects reveal that stability is
hurt due to ‘people issues’ that strongly affects stability Organizations which
shoehorn People CMM with CMMI practices have a much better way to control the
impact resulting from people issues on the stability and for sustaining gains
made while establishing organizational process maturity (Zarabozo, 2003). It is
only when competent people use a capable.
Institutionalization through goals:
best achieved when both models are executed in parallel Participatory culture:
best promoted when all stakeholders of the improvement program are involved.
What more, building workgroups, culture, motivating, managing performance, and
career development.
REF:
http://hrcouncil.ca/hr-toolkit/learning-ready.cfm
http://www.inc.com/guides/2010/08/how-to-get-employees-excited-about-your-business-vision.html
http://carolinanewswire.com/news/News.cgi?database=columns.db&command=viewone&id=279
http://www.ceo.com/flink/?lnk=http%3A%2F%2Fwww.fastcompany.com%2F3002798%2Fleading-through-power-persuasion
M Zarabozo, Jamaal al Din (2003). The
Life, Teachings and Influence of Muhammadibn Abdul-
Wahhaab Ministry of Islamic Affairs, Endowments, Adwa’s and Guidance:
p. pages 26 and 27.
People
CMM: a framework for Human Capital Management. New York: Pearson Education,
Inc.
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