The Keys to Improving Job Performance Through Respect

October 29, 2015

About Our Presenter – Matthew Davies

• Fellow of the Learning and Performance Institute

• Member of the Chartered Institute of Personnel Development (CIPD)

• Works with many different organizations in the public and private sector including MOO

ooo lovely people people 2

About MOO

• Award-winning online design and print business• Passionate about great design and the difference

it can make to our customers and the world• Global company with nearly 400 employees

• 5 offices (London, Boston and Providence, RI)• 52% female, 48% male

The Keys to Improving Job Performance Through Respect | SHRM Webinar

BELIEVE INYOURSELF

What’s the one factor that most affects how satisfied, engaged and committed you are at work? All of our research over the years points to the answer of which question?

Harvard Business Review

“Who is your immediate supervisor?”

Dodgy Manager Traits

① Avoids ?????

② Doesn’t ????? before he/she acts

③ Doesn’t practice what they ?????

④ Thinks ????? managing is delegating

⑤ Becomes intoxicated by positional ?????

⑥ Feels threatened by the ????? of their employees

⑦ Focuses only on ????? not productivity when making

decisions

① Avoids conflict

② Doesn’t think before he/she acts

③ Doesn’t practice what they preach

④ Thinks micro managing is delegating

⑤ Becomes intoxicated by positional power

⑥ Feels threatened by the abilities of their employees

⑦ Focuses only on politics not productivity when making

decisions

Dodgy Manager Traits

Future

DeliverEngage

Manager’s roleSource: Leadership: Plain and Simple

Highlyengaged

Unsupported Detached Disengaged

Engaged:

Based on 2014 Towers Watson Workforce Study on sustainable engagement

Energized:

Enabled:

Feeling attached to the company and willing to exert extra effort on its behalf

Working in an environment that supports one’s health and well being

Having the tools and resources to be successful

40% 19% 17% 24%

Engaged:

Energized:

Enabled:

Feeling attached to the company and willing to exert extra effort on its behalf

Working in an environment that supports one’s health and well being

Having the tools and resources to be successful

GapsGalvanize

Turning talent into performance

DeliverEngage

• SMART goals that align with organisational needs• Clearly communicates expectations with employeesGOALS

• Provides regular feedback which encourages strengths • Inspires performance, leading by example & empathyGALVANIZE

• L & D opportunities to grow in the business• Supported with resource to be able to deliver GAPS

Desired Emotional Response

GALVANIZE

GAPS SUPPORTED

TRUSTED

VALUED

• Demanding• Stating positions• Past tense• Deadlines• Yes but…

Pushing

• Active Listening• Questioning• Future tense• Valuing/thanking• Yes and…

Pulling

When the other party feel heard by you, they’re more likely to listen to you.

“If you can create the kind of environment

where employees answer positively to all 12

questions, then you will have built a great place to

work.”

Based on Gallup research:One million employees and 80,000

Managers

1.2.3.4.5.6.7.8.9.10.11.12.

Copy this layout and then simply answer each of the following questions with a YES or NO.

If you’re not sure, answer NO

1. At work have I had opportunities to learn and grow?

2. In the last 6 months have I talked with someone about my progress?

3. At work do my opinions seem to count?

4. Do I know what is expected of me at work?

5. Do I have the materials and equipment I need to do my work right?

6. At work do I have the opportunity to do what I do best every day?

7. In the last seven days have I received recognition or praise for good work?

8. Does my supervisor, or someone at work, seem to care about me as a

person?

9. Is there someone at work who encourages my development?

10.Does the mission/purpose of my company make me feel like my work is

important?

11. Do I have a best friend at work?

12. Are my co-workers committed to doing quality work?

Strategic Alignment

CompanyObjectives

Function Objectives

Manager Objectives

Team Member Objectives

Delegating

Feedback? What feedback?Only 46% of employees seriously consider feedback

Source: 2011 CEB work environment study based on 13,617 responses

Barriers to feedback

Effective and timely feedback is a critical component of successful

performance

In a study cited in the book ‘Getting to Yes’ almost 60% of face-to-face negotiations resulted in mutually beneficial agreements. While on 38% in telephone and 22% in written interactions.

Face Telephone Written

Constructive Feedback

However a follow up email is advisable if the issue is becoming a concern. Evidence is important if HR needs to intervene.

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The Keys to Improving Job Performance Through Respect

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