Human Resources
in the Baldrige Award Criteria
Examines how an organization’s work systems and
employee learning and motivation enables employees
to develop and utilize their full potential in alignment
with its overall objectives and action plans. Also
examined are the efforts to build and maintain a work
environment and an employee support climate
conducive to performance excellence and to personal
and organizational growth.
5.1 Work Systems
5.2 Employee Learning and Motivation
5.3 Employee Well-Being and Satisfaction
1
Human Resource Paradigms
Old Thinking
New Thinking
People are part of
the process
People design and
improve processes
Process requires
external control
Workers who run the
process control it
Managers have to
control what people
do
Managers must obtain
commitment of workers
2
Leading Practices
(1 of 2)

Integrate HR plans with overall strategic objectives
and action plans

Design work and jobs to promote innovation,
organizational learning, and flexibility

Develop effective performance management
systems, compensation, and reward and
recognition approaches

Promote cooperation and collaboration through
teamwork
3
Leading Practices
(2 of 2)

Empower individuals and teams to make decisions
that affect quality and customer satisfaction

Make extensive investments in training and
education

Maintain a work environment conducive to the wellbeing and growth of all employees

Monitor extent and effectiveness of HR practices
and measure employee satisfaction
4
Designing High Performance
Work Systems

Work design - how employees are
organized in formal and informal units
(departments, teams, etc.)

Job design - responsibilities and tasks
assigned to individuals
5
Contemporary Work Systems
Design Issues

Performer/job level: involvement and
empowerment

Process level: teams and teamwork

Organizational level: employee well-being,
human resources policies and strategies
6
Employee Involvement

Employee Involvement - any activity by which
employees participate in work-related
decisions and improvement activities, with the
objectives of tapping the creative energies of
all employees and improving their motivation
7
Levels of Employee
Involvement
1. Information sharing
2. Dialogue
3. Special problem
solving
4. Intra-group
problem solving
5. Inter-group problem
solving
6. Focused problem
solving
7. Limited self direction
8. Total self-direction
8
Advantages of EI




Replaces adversarial
mentality with trust
and cooperation
Develops skills and
leadership abilities
Increases morale
and commitment
Fosters creativity
and innovation



Helps people
understand quality
principles and instills
them into the culture
Allows employees to
solve problems at the
source
Improves quality and
productivity
9
Empowerment

Giving people authority to make decisions
based on what they feel is right, to have
control over their work, to take risks and
learn from mistakes, and to promote
change.
“A sincere belief and trust in people.”
10
Keys to Successful
Empowerment







Provide education, resources, and
encouragement
Remove restrictive policies/procedures
Foster an atmosphere of trust
Share information freely
Make work valuable
Train managers in “hands-off” leadership
Train employees in allowed latitude
11
Teams and Teamwork

Team - a small number of people with
complementary skills who are committed to a
common purpose, set of performance goals,
and approach for which they hold themselves
mutually accountable

Effective teams are goal-centered,
independent, open, supportive,
and empowered
12
Types of Teams

Quality circles

Problem solving teams

Management teams

Work teams

Project teams

Virtual teams
13
Roles in a
Improvement Team

Team Leader

Recorder (Scribe)

Team Members

Facilitator
14
Stages of Team Development

Forming

Storming

Norming

Performing
15
Styles of Team Members
(1 of 2)
(Glenn Parker, Team Players and Teamwork)

Contributor
• Does his/her homework, and pushes the team
to set high standards.

Communicator
An effective listener and facilitator of conflict
resolution, involvement, and consensus building.
16
Styles of Team Members

(2 of 2)
Collaborator
Is flexible and open to new ideas
Is willing to work outside his/her defined role.

Challenger
Questions the goals and methods
Is willing to disagree with the leader or higher
authority
17
Ingredients for Successful Teams
(1 of 2 ) (Peter Scholtes, The Team Handbook)

Clarity in team goals

Improvement plan

Clearly defined roles

Clear communication

Beneficial team behaviors
18
Ingredients for Successful
Teams (2 of 2)

Well-defined decision procedures

Balanced participation

Established ground rules

Awareness of group process

Use of scientific approach
19
Human Resources Management
Policies and Strategies

Recruitment, Retention, and Career
Development

Employee Commitment and Feedback

Performance Appraisal

Compensation, Reward, and Recognition

Measuring Employee Satisfaction and HRM
Effectiveness
20
Recruitment, Retention, and
Career Development

Identify desirable employee attributes –
skills, knowledge, characters, and
temperament

Provide effective mentoring and counseling
programs

Implement proactive training, education, and
career development systems
21
Keys to Promoting
Employee Commitment

Practice people-first values

Communicate top-down & bottom-up

Develop loyalty to the organization

Articulate vision and values

Attract people who fit the culture

Provide hard-side and soft-side rewards

Give people the opportunities to use a wide
variety of skills and knowledge
22
Success Factors For Employee
Feedback Systems

Serve as an improvement tool

Top management commitment

Education and communication

Involvement of all levels of employees

Not directly tied to the evaluation of an
individual

Immediate actions in response to suggestions
23
Performance Appraisal



How you are measured is how you perform!
Conventional appraisal systems - focus on
short-term results and individual behavior; fail
to deal with uncontrollable factors
New approaches
• Focus on company goals such as quality
and behaviors like teamwork
• 360-degree feedback; mastery descriptions
24
Compensation and
Recognition

Compensation
• Merit versus capability/performance
based plans
• Gain-sharing

Recognition
• Monetary or non-monetary
• Formal or informal
• Individual or group
25
Effective Recognition
and Reward Strategies

Give both individual and team awards

Involve everyone

Tie rewards to quality

Allow peers and customers to nominate and
recognize superior performance

Publicize extensively

Make recognition fun
26
Measuring Employee
Satisfaction and Effectiveness

Satisfaction
• Quality of work life, teamwork, training,
leadership, communications, benefits,
compensation, internal suppliers and customers

Effectiveness
• Team and individual behaviors; cost, quality,
and productivity improvements; employee
turnover; suggestions; training effectiveness
27