Accountability: The Remote Work Elephant in the Room!

Accountability: The Remote Work Elephant in the Room!

Jill Pappenheimer & Stacy LitteralJanuary 20, 2021

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About Us

Stacy Litteral, MBAManaging Director, Advisory

slitteral@bpmcpa.com

• 20+ years of successful people and strategic management

• Passion for driving business results through strong workforce engagement

• Former Corporate Senior Executive and Non-Profit Leader

Jill Pappenheimer, MBA, SPHRPartner, HR Consulting

jpappenheimer@bpmcpa.com

• Strategic HR leader driving high performance cultures

• 30+ years of results-oriented human resources

• 2020 San Francisco Business Times Most Influential Women in Bay Area Business Award

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What We Do

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Learning Objectives

• Increase visibility and awareness into a comprehensive performance process that supports alignment and accountability

• Tips to keep teams connected to each other and the organization’s purpose, no matter where your employees’ are located

• How a continuous feedback loop and process benefits your organization

• Process + Tool = Success!

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State of Engagement

• Current engagement data exhibits the most significant drop in U.S. employee engagement since 2000

• 54% of workers report being “not engaged”

• 14% of workers are “actively disengaged”

• Even the past recessions of 2001-2002 or 2008-2009, the attack on 9/11 and subsequent aftermath, and prior pandemics have not significantly dented employee engagement in the U.S. to this extent

Source:

1. Global Workplace Analytics: Latest Work-At-Home/Telecommuting/Mobile Work/Remote Work Statistics

2. Gallup.com: Historic Drop in Employee Engagement Follows Record Rise

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Support People First

• Employees are experiencing fear, loneliness, anxiety, and stress, unlike any other time in their history

• Connection before content

• Care issues

• Stay healthy - Physically and Mentally• Recommend exercise

• Expanded EAP

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Remote Work Success

● Increased productivity

● Increased job satisfaction

● Preferred by employees

● Cost savings (reduced physical footprint)

But only if done well...

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Envision a Remote Environment Where…

• Managers became great coaches

• Retention rate increases

• Challenging behavior is addressed, positive behavior is reinforced

• A cultural cadence ripe for change and innovation is born

• A sense of belonging is achieved

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Remote Work is Here to Stay

In a remote work environment employee connectedness and accountability is that much

more important

AND

Employee engagement is that much harder to achieve

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Big Questions

• Why do employee’s leave?

• What do employee’s need?

• What do you need from employees?

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Poll Question

What do employees need most from their employer?

• Meaningful Work

• Alignment to Mission

• Feedback

• Autonomy

• Inclusivity

• Flexibility

• Trust

• All of the above

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What do employees need?

• Meaningful Work

• Alignment to Mission

• Feedback

• Autonomy

• Inclusivity

• Flexibility

• Trust

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Why do employees leave?

Traditionally:

Employees don’t leave jobs, they leave managers

Today:

Employees leave due to culture (toxic environment), lack of continuous learning, autonomy, flexibility, and trust of leadership

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Why do employees leave?

Social Change is here:

• Social media accessibility and reach

• “Me too”

• DEI

• “Employee’s” market, talent shortage

• Global competitive talent pool

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What do you need from your employees?

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The Truth About Accountability

• Leaders can't force employees to be responsible

• Clear expectations and progress updates make it easier for people to take ownership and be responsible

• A strong culture will motivate employees to fulfill their commitments

Employees who feel cared for by their managers are more likely to want to come through.

People who feel neglected aren't so motivated.

Employee Driven Process

• Time

• Empowerment

• Ownership

By letting your employees control their own work and set their own goals, you will get more motivated

people why understand better what they do and why they do it.

As a benefit you also get happier employees and happier customers!

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Promoting Accountability

1. Employees define what they’re accountable for

2. Cascading goals throughout the organization

3. Regular communication

4. Incorporate growth and development opportunities

5. Celebrate

ConnectionClear

ExpectationsOngoing

Conversations Growth Appreciation

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Set Clear Expectations

• Employees define their own responsibilities and goals (short or long term)

• Managers should sign off on responsibilities and goals

• Tie behaviors to core values

Critical Component:

Leaders need to demonstrate accountability through their own availability and commitment to time spent on defining what their team is responsible for.

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Align Goals Throughout

• Organization level objectives need to be clearly defined and communicated

• Individual contributor goals should always support the organization level objectives

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Continuous Feedback Culture• People need information in order to course correct

• Feedback can come from many places: customers, colleagues, surveys, etc.

• The most impactful feedback comes from one’s direct supervisor

Continuous feedback

• Increases the trust between the employee and their managers/colleagues

• Boosts team engagement and collaboration

• Allows companies to be agile in an uncertain environment

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Don’t Forget Growth

• Organizations must provide opportunities for employees to improve, learn and grow

• Gallup analytics show that millennials rank the opportunity to learn and grow in a job number 1 - above all other job considerations - and it's high on the ranks for other generations as well

• Allows workers to address the roadblocks that prevent their ability to deliver on goals while simultaneously learning and growing in the role

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Celebrate

Praise for a job well done is one of the most motivating forms of all feedback

Employees Should Know:

• Their unique primary job responsibilities and KPI’s

• How they are performing against expectations, and their

roadmap forward

• How their efforts contribute to meeting organizational

initiatives

• The entire organization’s strategy and how they fit in!

Managers Should Know:

• What their employees are thinking and feeling

• How their employees are performing against

expectations, and their roadmap forward

• Their employee’s strengths and weaknesses (honor,

address and document)

• How to be great coaches

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What is your vision driven tool that aligns to your culture and promotes

accountability?

STRATEGY

PEOPLE

EXECUTION

Annual and quarterly initiatives

are defined and communicated

with manager & employees.

Connect every manager &

employee to the strategy of the

organization on an ongoing

basis.

Create a coaching environment

supported by defined

accountability. Make it flexible!

SUCCESS

Key Platform Components

Your tool should support:

• Employee enthusiasm

• A coaching framework

• Alignment to the strategy

• Regular performance conversations

• Course correction

Introducing BPM Link, a simple to use,

employee driven, intuitive platform that

connects each employees’ work to the

strategic direction of the organization.

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• Easily supports nimble communication through employee & supervisor guided conversations (behaviors addressed via core values)

• Enables organizational agility, due to continuous feedback and course correction

• Uncover gaps between employee perceptions and realities

• Employees participate in their own destiny

• Connects corporate strategy to every employee in the organization

The

Executive

• Connect to the strategy

• Regular performance

feedback

• Timely recognition

• Live the core behaviors

• Actively own their role

• Develop great coaches

• Clear accountability and

roles

• Transparency into

performance

• Ongoing communication

• Strong team cohesion

• Strategic alignment

• Accountability for performance

• Culture aligned with values

• Resources matched with

priorities

• Ability to scale elegantly

EMPLOYEES MANAGERS ORGANIZATION

EMPLOYEESDRIVE COHESIVENESS

ENGAGEMENT RECOGNITION ALIGNMENT

Questions?

Thank You!

©2020 BPM. All Rights Reserved.

This publication contains information in summary form and is intended for general guidance only. It is not intended to be a substitute for detailed research or the

exercise of professional judgment. Neither BPM nor any other member of the BPM firm can accept any responsibility for loss brought to any person acting or refraining

from action as a result of any material in this publication. On any specific matter, reference should be made to the appropriate advisor.

©2020 BPM. All Rights Reserved. This publication contains information in summary form and is intended for general guidance only. It is not intended to be a substitute for detailed research or the

exercise of professional judgment. Neither BPM nor any other member of the BPM firm can accept any responsibility for loss brought to any person acting or refraining from action as a result of

any material in this publication. On any specific matter, reference should be made to the appropriate advisor.

Jill Pappenheimer jpappenheimer@bpmcpa.com (415) 305-8228

Stacy Litteral slitteral@bpmcpa.com (925) 336-0994

https://www.bpmcpa.com/bpm-link