Best Practices for Effective Rule Enforcement€¦ · motivation, self-esteem, dignity, a curiosity...
Transcript of Best Practices for Effective Rule Enforcement€¦ · motivation, self-esteem, dignity, a curiosity...
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Alternatives to DisciplineBest Practices for Effective
Rule Enforcement
Kevin McManus, Chief Excellence Officer, Great Systems2019 TapRooT® Summit – Montgomery, TX
www.greatsystems.com
© Copyright 2019, Great Systems, All Rights Reserved
Can We Stop the Destruction?
The prevailing system of management has destroyed our people …
People are born with intrinsic motivation, self-esteem, dignity, a curiosity to learn, joy in learning …
The forces of destruction begin with toddlers – a prize for the best Halloween costume, grades in school, gold stars –and so on up through the university.
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What’s Really Being Reinforced?
Define Policy
Communicate PolicyEnforce Policy
Review and Improve
Policy
All key rules must be
reinforced regularly
AuditsFormal recognitionInformal recognitionPre-job briefsTraining
Letters and e-mails
One-on-one coaching
Work package contentsSigns, labels, and alarms
Discipline
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Residents from North Dakota, Wisconsin, and Idaho, came together to fill sandbags in relief of the floods in Fargo, North Dakota, March 29, 2009. The 3500 volunteers have filled 4 million sandbags since March 27, 2009. (U.S. Air Force photo by Tech. Sgt. Dennis J. Henry Jr.
GALVESTON, Texas (Sept. 22, 2008) Sailors assigned to the amphibious assault ship USS Nassau (LHA 4) help a Galveston, Texas, resident load his damaged car from Hurricane Ike onto a trailer to be transported for repairs. (U.S. Navy photo by Mass Communication Specialist 3rd Class David Wyscaver.)
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Why is Intrinsic Motivation Important?
Product quality, especially of an attribute nature
Pace of work
Willingness to suggest improvement ideas
Desire to minimize wasted time and materials
Willingness to adopt new skills, tools, and ideas
Degree to which safe work practices are followed
Intrinsic motivation levels affect:
How much ownership do you feel?
Team cohesiveness and cooperation
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STOP asking how motivated people areDifferent types of motivation have different effectsThere are different kinds of motivation
START asking how people are motivated
There’s a single entity called motivation that people have more or less of
Trying to do so is undesirable – it implies controlMotivating others is impossible and unnecessaryHow do you motivate people … you don’t
“You can motivate other people”
Two Myths About Motivation
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The Enforcement MatrixPO
SITI
VE
INFORMAL
Daily, consistent, positive, and
meaningful thank you / feedback
NEG
ATIV
E
FORMAL
Monthly Give Aways, 100 Point
Clubs, Profit Sharing
Beratement, no positive feedback,
limited communication
Discipline for errors, poor job
assignments, pay cuts / layoffs
Which square contains the most effective enforcement strategies?
What % of your enforcement actions fall into each square?
How was your current enforcement culture shaped over time?
How can leaders learn to enforce rules differently?
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95% or more of effective positive enforcement is
INFORMAL
Do you know what their personal development needs are?Do you know what their daily work ‘headaches’ are?
Do you know what types of work your people do each day?Enforcement Through Stronger Relationships
Enforcing Through Relationships
Do you have action plans for addressing their key needs?
Do you know their preferred communication styles?
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Preferred Sensing Modality
Visual
Serial
parallel
What are your preferences?
Auditory
Kinesthetic
Preferred Thinking Style
Preferred Mode of Expression
Visual
Auditory
Kinesthetic
How We Prefer to Communicate
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Enforcement and High Risk Behaviors
How do you ensure the leaders at your site are consistent?
How is the need for positive enforcement built into BBS?
Have you seen BBS used to shift away from negative enforcement?
How might the incorrect use of this process cause problems?
Do you think a behavior-based observation program is an effective enforcement approach?
What are the key steps of a behavior-based observation (BBS) process?
How could this approach be used to enforce other key rules?
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Reinforcing Safe Work Behaviors
Safe Work Practices
Task Specific JHA
Job position-specific JHA
Part of daily tool box talk review
Onboarding review of rules
Reviewed when job scope changes
JHA completed at start of day
Reviewed annually
Teach ‘effective JHA design’ skills
Create task specific JHAs before work
Review and update JHAs annually
Effective JHA Building Codes
Engage users during tool design and review
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Layers of Enforcement Example
Hand sanitizers installed at the top and bottom of each stairwell
Managers given ‘Safe Climber’ cards to randomly give out ($1 value)
Stairway use JHA written and posted at top and bottom of stairwells
All employees urged to give immediate feedback to violators and report
PROBLEM: A job site was having an abundant number of near misses on stairways
Annual hazard training modified to include 5 minutes of safe stairway practice
ROOT CAUSE: Plant policy regarding safe use of stairways was not being consistently enforced
Actions Taken TO IMPROVE:
General JHA
General JHA
General JHA
General JHA
General JHA
Task Specific
JHA
FLRA / Pre-Job
FLRA / Pre-Job
FLRA / Pre-Job
Practice-Based
Training
Walk Through
Task Specific
JHA
Task Specific
JHA
Task Specific
JHA
Walk Through
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Rule Enforcement Best Practices
All leaders must use a consistent approach to rule enforcement
Rules must be clearly, consistently, and regularly communicated
Audits, training, and job prep are also used to reinforce rules
Positive reinforcement works better than negative reinforcement
Multiple approaches to rule enforcement are needed to send a clear, consistent message
Each rule needs to be clearly defined – expectations and consequences
Discipline should only be used for ‘one off’ situations
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How do we do recognize the right people fairly?
How do we link personal performance to formal recognition?
How do we decide what people want as rewards?
What mix of recognition approaches do we have?
How do we effectively formally and informally recognize employees?
How do we link recognition to ‘on the job’ performance?
Key Recognition Questions
How do we assess the effectiveness of our recognition approaches?
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Formal recognition approaches are stagnant
Long term use of system is not considered
Recognition is not tied to skill demonstration
Extrinsic motivators are relied on too heavily
Recognition criteria are not aligned with the company mission
Sustainability is discounted or ignored – not recognized
People are recognized for doing non-value added work
People are recognized for doing things that they don’t affect
Recognition is not equitable across all work groupsPeople don’t know why they were given an award
Top Recognition System Weaknesses
WIIFM
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What’s Your Recognition Process Mix?
Most OrganizationsThe Best
Organizations
Tea
mIn
div
idu
al
InformalFormalInformalFormal
Tea
mIn
div
idu
al
IF
IF
IIII
FT
FT
ITIT
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Recognition System Design Questions
How many people / year do we want to recognize?
What is the available budget for formal recognition?
What measurable results do we want to recognize?
What is the maximum payout / year if all get recognized?
What subjective results, like behaviors, do we want to recognize?
What type of recognition would the people find meaningful?
What meaning, if any, do we want the recognition to have?
How often do we want to recognize someone?
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Newsletter or intranet article
One on one conversations
Peer or team leader recognition at team meeting
Personal note or thank you card
Types of informal (non-gift) recognition
Look them in the eye – your face and voice show sincerity
Make it clear why what they did, or did not do, meant something to you personally
Link the ‘Thank You’ to the meaningful thing the person didMaking a One on One ‘Thank You’ Sincere
Informal Recognition Examples
Match your delivery style to their preferred receiving style
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The Formal Recognition Spectrum
Individuals are given awards for
performing certain tasks or
making key contributions
Individual recognition is
driven by team and personal
contributions in a variety of areas
Monthly recognition based
on team performance for a
balanced set of performance
results
Variety of individual and team-based
recognition types awarded on both
a regular and special case basis
Giveaways to
Individuals
Performance Based Points
Program
Team-based Performance
Plan
Multi-level, integrated
Recognition System
What to recognize?
Individual or team? Whom to recognize?
Award frequency?
Award mix?
Award value?
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Formal Recognition Spectrum
Employee of the Month
Monthly Profit Sharing
Drawings and Raffles
Point Earning Catalogs
Progress Stickers
Spot Rewards
Employee Stock Ownership
Achievement Awards
Commission / % Rewards
Team Giveaways
Reward the right tasks and behaviorsRecognize the right people
Refresh the process annually
Recognition System Building
CodesNo ‘one winner’ systems
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Example Helmet Sticker Recognition Process
Define how stickers can be earnedMake earned stickers visible
Consider using special stickersHand out stickers weekly or monthly
In football, helmet stickers are earned for:
If you want to use stickers for recognition:
Scoring and winsAchieving specific team goals
Academic achievementReaching workgroup goals
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Spending Points
Perfect Attendance = 5 pointsAccident Free = 15 points
KPI Goal Achieved = 25 points
Idea Submitted = 5 pointsProject Team Work = 100 points
Logo Hat = 100 points
Logo Jacket = 250 pointsFlat Screen TV = 1,000 pointsGift Certificates = $.50 / point
Tool Box and Tools = 500 points
‘100 Point Club’ Recognition Process
Earning Monthly Points
Earning Extra Points
Recordable Injury = – 100 pointsUnplanned absence = -10 points
Losing Points
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“Go for the Green!” Recognition Plan
Each month, the following formal recognition options exist (4 points / day possible):
95% of possible points
90% of possible points
85% of possible points
$300 – Cookout or T-shirts
$200 – Pizza, chicken dinner, or subs
$100 – doughnuts, fruit, or sodas
GREENNo recordable or first aid
accidents
No absences or tardies
No product placed on hold
Under the budgeted cost per case
YELLOWFirst Aid accident
One absence or tardy
One hold occurrence
Up to 5% > the budgeted cost per case
REDOSHA recordable accident
More than 1 absences or tardy
More than 1 hold occurrence
5% or more over the budgeted cost per case
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Award Name What is being recognized? What is given? Dollar Value? Who Approves?
Henry VanderPol Consistent service above ** Special logo shirt or pin $150 total No approval required, as thisService Award and beyond the call of duty ** $100 gift certificate award is given to any employee
** Name on plaque in terminal who receives three "Golden** Recognition at annual breakfast Oak Leaf" awards
and in newsletter
Golden Service that is WELL above and ** Special logo shirt or pin $75 Approved by the DistrictOak Leaf beyond the call of duty ** $50 gift certificate Manager or a Director, or
** Recognition at annual breakfast as a result of getting three** Newsletter recognition service stars
Service Service that is above and beyond ** $25 gift certificate $25 Approved by the terminalStar the call of duty ** Recognition at annual breakfast manager or workgroup
** Newsletter recognition supervisor
Drivers of Superior driver performance in ** Special logo shirt or pin $150 total Nominated by Districtthe Year the areas of safety, customer ** $100 gift certificate Manager and approved by
satisfaction, and cost ** Name on plaque in terminal the Leadership Teameffectiveness ** Recognition at annual breakfast
and in newsletter
Employee Recognition Process Summary
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Annual cost / employee = $148
Award TypeAnnual
Cost
Annual Goal Achievement
Recognition System Cost
Give %# of
awardsAward Cost
$4,00080% 80$50
Monthly Team Goal Achievement $50040% 5$100
100 person organization
Team Project Completion
$50020% 3$250
Perfect Attendance / Accident Free
$9,80098% 98$100
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Improving Your Recognition System
Design It
Use It
Build It
Improve It
Possible Action Items
Recognize team success monthly
Implement a multi-year, evolving recognition plan
Build at risk pay and multiple recognition opportunities into all jobsUse surveys and other feedback to improve each recognition approach at least annually
Define the desired recognition system outcomesDefine / modify your existing recognition process
Annually recognize all people who meet key criteria
Link recognition criteria to company scorecards
Redesign leader jobs to provide more floor timeProvide practice-based informal recognition training
Expect and assess informal daily recognition value
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The Employee Engagement Power System
Incentives / At Risk Pay Plans:The only way to really let people know what’s in it for them in a fair manner
Recognition Process:Lets people know what is appreciated and that their efforts make a difference
Compensation Plan:Shows how pay, benefits, work environment, and recognition approaches fit together
Link each person’s pay to team and organizational performance
Key Leverage Point:
Paying people more based on the title they hold
Cultural Challenge:
RecognitionProcess
CompensationPlan
Incentive / At Risk Pay Plans
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Wages
Hourly pay rate versus area averages
Hourly pay rate versus job expectations
% of pay at risk – link to company results
Internal and external results are recognized
Increases - skill development and COLA
Benefits
Ability to spend time away from main job
Opportunities for personal development
Support resources required
Consequences – good and bad
Programs exist to support family members
Medical, dental, and life insurance
Variety of recognition programs
Recognition‘One winner’ programs are minimized
Key Compensation System Components
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Comparing Compensation Approaches
TraditionalWorkplace
W a g e s
B e n e f it s
E x t r a s
E n v ir o n m e n t
High PerformanceWorkplace
Hourly rates mirror local averagesOvertime is main form of ‘extra pay’Increases are primarily COLA drivenPiece rate incentives used in some cases
Same basic package for all groupsManagement typically gets added featuresPackages limited to medical, dental, and life
Giveaways used to motivate at timesBonuses limited to upper managementLittle community support involvement
Limited involvement in decision makingJob rotation is limitedFew workplace improvements are made
Hourly rates are above averageMonthly or quarterly profit sharing payoutsPay for skill process drives wage increasesProfit sharing available for all employees
Cafeteria style benefits programAll employees on same programWide range of benefit options
Multi-level recognition processSite-wide bonus programHigh% of workforce supports community
High levels of employee involvementJob rotation is linked to training plansWorkplace improvements are expected
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Example Profit Sharing Plan
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Involve all stakeholders in the planning effort
Link company, team, and personal goals togetherAllow all employees access to the project databaseUse one database to capture all possible improvements
Review performance regularly at all levels
Use a balanced scorecard of goals with top to bottom links
Identify resource requirements for all improvement effortsUse listening posts to collect inputs for planning
Use a formal decision making process in all areas
How the Best Compensate Their People
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Linking Work Systems
Leadership Index includes
recognition statements
Leadership System
Annual survey includes
recognition statements
Engagement System
Formal leadership communication
avenues have been defined
Leadership SystemRecognition criteria
are aligned with mission, strategies,
and goals
Recognition System
Recognition criteria are linked to process level
Key Performance Indicators
Measurement System
Job description includes need to improve
Leadership Index and survey scores
Job Design System
Annual plans include
recognition enhancements
Planning System
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Deploying Open Book Management
Get the InformationOut There
Post information incurrent form regularly
and explain what it means
Teach others when theopportunity arises
Involve others whenpossible to help make
improvements
Add profit share into thecurrent labor agreement
Link cost informationto month-to-monthbalanced scorecard
performance
Provide training to managersand supervisors, who
might train others
Form project teamsaround high leverageimprovement needs
Align profit sharingfor all managersand supervisors
Provide additional financialperformance information
on a real-time basis
Provide actual businessliteracy training sessions
Use performance / costreviews at natural
work group meetingsto identify key projects
Place all employeeson the same profit
sharing plan
Create a "huddle"system to share anddiscuss information
Build business literacyinto a broader training
curriculum
Extend "huddle system"to include all employees,along with project teams
Offer stock ownershipto provide a long
term goal and focus
future
nowempower others and
build ownershipteach business
literacyprovide a stake insuccess and failure
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Using the Leadership Index to Enforce Expectations
1. Works with me to define the expectations of my job
2. Helps us find ways to do our jobs better
3. Is willing to spend time listening to my concerns
4. Lets me know when I have done a good job
5. Asks for my ideas about things affecting our work
6. Treats me with respect and dignity
7. Keeps me informed about things I need to know
8. Lets me do my job without interfering
9. Makes an effort to understand my point of view
10. Keeps favoritism from being a problem in our workgroup
11. Makes sure that continuous improvement is part of my daily job
My manager or supervisor …
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
SA A AD D SD
LI = 45%
Which leaders should be measured with an index?
How long should we tolerate ‘poor performance’?
What minimum score should be considered acceptable?
LI = 45%
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Teach people about the costs associated with all forms of compensation
Use a profit sharing model that includes all employee groups – make it fair!
Link learning to compensation by using a ‘pay for skills’ process
Use a variety of formal and informal approaches to recognize contributions
Here are eleven key ways to build a better employee engagement system:
Increase business literacy at all levels through open book management
Improving Your Employee Engagement System
Compensate people for the contributions they personally make each day
Create a multi-year engagement and recognition improvement plan
Link your mission statement, job descriptions, and engagement plans togetherDesign systems that focus primarily on intrinsic, not extrinsic, motivators
Strive to minimize the line of sight between contribution and compensation
Use your internal survey to regularly assess compensation approach value
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Improving Your Engagement System
At Start
Second Cycle
First Cycle
Third Cycle
Cycles of Refinement
Increase business literacy and cost awareness
Implement a multi-year, evolving recognition plan
Build at risk pay and multiple recognition opportunities into all jobs
Link engagement levels to short- and long term results measures across the company
Define your existing set of engagement plans
Define your existing recognition process
Provide bonuses to all people for meeting goals
Link recognition to company scorecards
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E-mail: [email protected]
Snail mail: 70460 Walker RoadRainier, OR 97048
Phone: 206.226.8913
Website: www.greatsystems.com
Root Cause and Incident Analysis: www.taproot.com
Connect with Kevin
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Books by Kevin McManus!
Pursuing Process Excellence
Vital Signs Measurement
150 pages of ideas and examples that will help you accelerate and sustain your process improvement efforts
Over 25 examples of ‘best practice’ assessment tools that leaders can use to encourage and support high performance work
12 team exercises that can be used to begin applying each concept as it is learned
128 pages of ideas and examples to help you make your existing measurement systems more meaningful
Over 30 examples of ‘best practice’ measurement tools and techniques that leaders can use to promote high performance work
14 team exercises that can be used to begin applying key concepts as they are learned
Error Proof
162 pages of strategies and dialogue questions to help you stop daily goofs for good
Over 100 proven best practices that you can use to help error proof your key work processes
Can be paired with the 100 page workshop workbook that contains 13 team exercises to help you begin applying key ideas
Available on Amazon.com!
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