Best People Toolset
There is only one source of success possible for organizations who want to achieve High Satisfaction, High Quality, and Low Cost—they must have Best People. It is axiomatic: world class organizations only come from world class people. Successful organizations know that their greatest competitve advantage lies in the capabilities of their people. Differentiate your organization through them. This change manual organizes the work to be done under various Initiatives (in bold) and the specific Tasks they require (bulleted). Sample Task.
Full Toolset Manual for Best People: Becoming the Employer of Choice — Best People Module.zip
Toolset Manual Contents
BP.0 Change Module Assignments
- MAC Administration Instructions
- Executive Introduction
- Module Leader Instructions
- Initiative Team Instructions
BP.1 Changes Addressed at The Uncommon Leader Session
BP.2 Executive Responsibilities for People Management
- BP.2.1 Reduce Barriers & Status Differentials
- BP 2.2 Executives Award Associates For Living Values
- BP.2.3 Reconstitute Management Councils To Include Associates
- BP.2.4 Hold On Associate Layoffs; Find More Creative Solutions
- BP.2.5 Support The HR Structure & Staffing Levels
- BP.2.6 Create A Powerful Change Unit Out Of Education
- BP.2.7 Evaluation Of Managers In TUL
BP.3 R.E.S.P.E.C.T.
- BP.3.1 Change To Associate, Partner, Or Other Title Of Respect For Hourly Worker
- BP.3.2 Boost Associate Pride Through Appearance
- BP.3.3 Enforce The Respect Value & Eliminate Disrespect
- BP.3.4 Stop Time Clocks: Go To Time Card Trust
BP.4 Revise People Policies
- BP.4.1 Simplify People Policies To Reflect Values & Get Results
- BP.4.2 Remove Negative Language & Titles From Job Descriptions
- BP.4.3 Revise Job Descriptions To Free & Focus People
- BP.4.4 Presentation: “Understanding Disciplinary Procedures”
BP.5 Associate Training Plan
- BP.5.1 Plan For Associate & Management Training Programs
- BP.5.2 New American Hospital Training Module
- BP.5.3 DIG and DO—IT Training Module
- BP.5.4 DIG Chair Training Module
- BP.5.5 Interview Training Module
- BP.5.6 Basic Continuous Improvement (CI) Methods Training Module
- BP.5.7 Advanced Continuous Improvement Methods Training Module
BP.6 Reward, Recognition, Reinforcement
- BP.6.1 Design & Deliver Associate Rewards For Knowing The Values
- BP.6.2 Design & Deliver Associate Rewards For Living The Values
- BP.6.3 Design & Deliver Rewards For Kept KRA Achievements
- BP.6.4 Integrate 3Rs Into Performance Evaluations For Supervisors
- BP.6.5 Kill Off Dead Or Outlived Recognition Programs
- BP.6.6 Design & Deliver Rewards For DIG Participation & Outstanding Results
BP.7 Integrate Values Organization & Work Performance
- BP.7.1 Peer & Customer Evaluations For Associates & Departments
- BP.7.2 Revise Executive & Managerial Performance Evaluation Form
- BP.7.3 Revise Performance Evaluation Form For Non Managerial Jobs
- BP.7.4 Early Compensation Program Changes
BP.8 Selection, Promotion, Retention
- BP.8.1 Begin Multiple Interview Process For Applicants & Transfers
- BP.8.2 Develop Extended Probation Program
- BP.8.3 Power Up Promotion Policy For Internal Candidates
- BP.8.4 Develop Associate Retention Program — Exit Interview
BP.9 People Complaint & Resolution Management
- BP.9.1 Conduct Associate Attitude Research & Action Findings
- BP.9.2 Streamline Policy For Problem Employee Removal
- BP.9.3 Develop Associate Communication Channels With CEO — “Write To The Top” Program
- BP.9.4 Develop Associate Communication Channels With CEO — “Lunch With The Boss”
- BP.9.5 Install Associate Hot line
- BP.9.6 Rapid Turnaround Times For Resolution of Associate Complaint
Task BP.2.1 Reduce Barriers and Status Differential Levels
Priority: A
Timing: Following Session I, each executive and manager is to identify and activate a minimum of two of the listed barrier busters, or two of your own. Choose two additional barrier busters to activate following Session II, and another two barrier busters to activate after Session III. This is a total of 6 barrier busters activated in approximately 6 months.
Teamleader: Module Leader
Recommended Approach: Combination of DIG and JDI
Other Assignees: To be determined
Interactions With Others: None
Work To Do: Use the DIG structure to identify as many people barrier-busters as possible. In other words, things that managers and executives can do to reduce or at least give the appearance of reducing the status differential between executive, manager and Associates.
Each executive, manager, and supervisor is to choose two barrier-busters each month for a period of time of three months, and implement them. These changes are permanent, and should be publicized internally to demonstrate commitment to change. Examples of ways to reduce barriers and status differentials include:
- Give up preferred or general parking, and move to a remote lot. Turn over executive parking slots to "heroes of the month"
- Wear lab coats, or staff uniforms, when working or visiting a department, not suits and ties.
- Take lunch and coffee breaks with staff members, at their table,
- Be addressed on a first name basis rather than by formal titles
- Change your job title from Vice President to Servant, Associate Servant, or something of this nature. Use the title on internal correspondence, and refer to the title when delivering internal communications, either verbal or written, to Associates.
- Fulfill the substantial "working around" hours requirements.
Get it clear that it is results that count in management, not status. Remote control management styles are to be purged from the organization in favor of greater team interdependence. Loosen up human communications so that the organization can tighten up how it performs.