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Innovative HR Practices

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Tina Haayer

on 15 May 2014

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Transcript of Innovative HR Practices

Innovative Human Resource Practices
Relationships & Trust
Caring for Employees
An ever increasing number of people who work for companies in the U.S. are contract or outsourced not employees; and, a growing number of businesses are outsourcing their employee relations functions and so no longer manage their relations with workers who are their employees (Drucker, 2002).

Temporary worker agencies started by supplying low level support personnel but now supply workers all the way up to CEO.

Increased government employer reporting and complex reporting rules are causing the both trends.

Employee relations have become so specialized managers need external assistance to permit them to focus on the core business.

The trend is also supported by younger knowledge workers who support free agency and less long term company loyalty.

Employers are going to have to learn the value of employees and use new ways of working to get the best of employees who are now increasingly viewed as knowledge assets to be developed and retained (Drucker, 2002).

Finding Employees
Managing Change
When employees feel involved and connected to those making the decisions, they are more apt to remain loyal and produce quality work.


employee care


is about creating an atmosphere of respect for all employees within the organization, including two-way communication.
(Argenti & Forman, 2004)

Today’s employees have values and needs that are different from those of their counterparts in earlier decades.

The environment for business has become increasingly competitive and complex.

Lack of involvement of “lower-level” (i.e. front-line) employees in strategic decision-making, causes them to feel alienated and less willing to accept changes in the company.

(Argenti & Forman, 2004)
Team # 3
Kim Banfield
Sarah Bieganek
Lorne Charbonneau
Tina Haayer
Argenti, P. A., & Forman, J. (2004). The employee care revolution. Leader to Leader, (33), 45-52.
What does the literature say?
The article was
supported by Senge (2006)
who also critcized the prevailing system of management stating that it was dedicated to mediocrity.

Kouzes & Posner (2013), Senge (2006), and Yuki (2012) also support
Barbian (2002) in agreeing that trust is the foundation for a relationship. In turn there must be trust between management and employees Barbian (2002).

Lencioni (2005) and Short (1998) confirmed
that open and honest communication is vital to a meaningful relationship and must be maintained for trust to continue.

Goleman, Boyatzis and McKee (2013) describe
the effects of having a positive and resonant local leadership including the ability overcome some of the negatives that occur as a consequence of being part of a larger organization.
We Supported...
The value of trust in relationships, including those that exist between employee and manager.

“The feelings of respect, confidence, and collegiality
that came with the sense of trust was inspiring”

We recognized the importance of effective communication and the negative results of poor communication. We also addressed the difficulties of communicating with front line hospital staff.

In large organizations messages from senior
leadership can be altered or lost as they travel
through the filters of middle management

We appreciated how trust and effective communication can
come together to provide and open
and transparent relationships.
We Questioned...
Large health authorities have less of an issue with staff retention because there are limited options for employers in healthcare.

However, they may have issues with staff frequently changing departments or sites within the organization.
What does the literature say?
The article was
supported by Senge (2006)
, in that in order to create a true learning organization there needs to be an active process of holding creative tension while all parts of the system learn from one another.

The article is
also supported by Robinson (2002),
in that moving beyond the status quo while rewarding creative ideas is a hard mix to establish and sustain, often leaving organizations vulnerable to failure.

Interestingly, the article
poses a parallel to Owyoung, Rocco and O'Connor's (2008)
discussion on generational differences in relation to the concepts of the elephant and the flea. Essentially, older generations may appear as the established organizational constructs with the younger generations are the challengers of the status quo .

We Questioned...
We worry
about the paralysis that may occur when the diverse smaller constituents (fleas) fail to agree with the organizational center (elephants).

Experience has shown
that the act of bringing in outside “fleas” or consultants has often been organizationally driven, ultimately affecting the meaningfulness.

Concerns were raised
regarding whether consultants are used in response to being out of ideas or a lack of trust in internal innovators.

An interesting finding
related feedback as a method of creating federalism. Continual feedback from stakeholders can assist in substantiating the creative avenues that have been worthwhile and processes that require revision.

Although we agreed
that fleas can be very beneficial in promoting inventive ideas, their inclusion amongst the elephants requires consultation and mutual participation.

Otherwise, a lack of involvement and collaboration inevitably leads to members “feeling disenfranchised and resistant to the new processes, despite their potentially positive outcomes”
We Supported...
We saw the value of federalism in areas that incorporated several different learning styles, such as the educational system.

“This environment would flourish when there are consistent processes (established by elephants) as well as openness to new, creative ideas (provided by fleas)”

We saw the value of introducing young people and apprentices, as they are often “bright and full of ideas (i.e. a flea)” (K. Banfield, personal communication, May 9, 2014). With a more objective view, these individuals are able to identify processes that can be improved.

We saw the value of introducing outside consultants with a specialized field of knowledge and a demonstrated history of effectiveness in implementing change. Consultative success is dependent on intention, purpose, commitment, and expectation. (Handy, 2002).
Barbian, J. (2002). Short shelf life. Training, 39(6), 50-53.
Drucker, P. F. (2002). They're not employees, they're people. Harvard Business Review, 80(2), 70-77
Supporting Literature
Divergent Opinions
In comparison, Mintzberg (1998)
saw employees and leaders as having distinctly different roles and supported leaders’ covert autonomy toward the overarching vision, regardless of whether the employees were satisfied with the decisions.

He did not dispel the validity of a two-way communication program, between leadership and employees, but
he saw the ultimate responsibility of decision-making as residing with the leader.

Supporting Literature
Handy (2002) discusses
purchasing consulting services. In some cases, the bureaucracy “elephant” is unable to accommodate innovative “fleas” and tries to purchase these services.

Ruch (2000) and Finkelstein (2001) describe
how younger employees have a greater tendency to free agency and are much more flexible about moving, which helps support contracting and outsourcing.
Divergent Opinions
Mintzberg (1998) supported finding talent within the corporation and developing it where it is found.

Argenti and Forman (2004) point out that the cost of locating and training employees make attitudes extremely important to maintain and suggest strategies to support employee morale.

What We Thought
Generally, our responses and stated experiences related to outsourcing
were not positive
we questioned
the merits of outsourcing as detrimental to morale as well as the development of knowledge capital in the organization.

There may be a place for outsourcing
to be used effectively; however, it must be carefully targeted, monitored for performance, and make sense in the context of the corporation’s key functions.
Handy, C. (2002). Elephants and fleas: Is your organization prepared for change? Leader to Leader, (24), 29-33.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. New York, NY: Currency Doubleday.
Yukl, G. (2013).
Leadership in organizations
(8th ed.). Pearson.
Kouzes, J., & Posner, B. (2012).
The leadership challenge
(5th ed.). San Francisco, CA: Jossey-Bass.
Short, R. R. (1998).
Learning in relationship: Foundation for personal and professional success.
Seattle, WA: Learning in action Technologies.
Lencioni, P. (2005).
Overcoming the five dysfunctions of a team. A field guide
. San Francisco, CA: Jossey-Bass.
Goleman, D., Boyatzis, R., & McKee, A. (2013).
Primal leadership: Unleashing the power of emotional intelligence
(10th ed.). Boston, Mass., USA: Harvard Business School Publishing.
Robinson, C. W. (2002). Back to reality. Leader to Leader, (25), 15-18, doi: 10.1002/ltl.25
Owyoung, C., Rocco, Y. F., & O'Connor, P. (2008).
Managing generational diversity in the workplace
. [Books24x7 version].
Bridges, W. (2003). Chapter 4: Leading people through the neutral zone.
In Managing transitions: Making the most of change
(2nd ed.). Philadelphia: De Capo Press.
Kouzes, J., & Posner, B. (2010).
The truth about leadership: The no fads heart-of-the-matter facts you need to know
. San Francisco, CA: Jossey-Bass.
Baker, W. (2003, Spring). Building collaborative relationships.
Leader to Leader
, 28, 11-15.
"Study after study, book after book, article after article, and survey after survey shines a blinding light on what makes employees loyal, happy and content to stay in their jobs"
(Barbian, 2002, p. 50).
Many companies have
difficulty retaining employees
improving performance
, however few are doing anything about it (Barbian, 2002).

There is a
between what employees want and what managers think that they want (Barbian, 2002).

Managers believe
employees are motivated only by:
Job security
Promotions (Barbian, 2002)

While this may be true,
employees also desire
Self-actualization (Barbian, 2002)

High turnover results
Increase cost associated with training
A less experienced workforce
Decrease customer satisfaction and loyalty (Barbian, 2002).

The article articulated many points that have been supported by our studies, we did not discuss any literature that was divergent from these ideas.
(T. Haayer, personal communication, May 7, 2014).
(L. Charbonneau, personal communication, May 11, 2014).
(S. Bieganek, personal communication, May 8, 2014).
Any thoughts?

Requires a blend
generating new ideas, and
, maintaining status quo (Handy, 2002)

Aims to achieve
the “
paradox of success
” (Handy, 2002, p. 29), which requires a balance between recognizing the need to innovate at the very moment in which there appears no reason to change.

Occurs on the
Sigmoid Curve
- Descriptive video provided on the following slide

Needs to accommodate

(established organizations) find success, secure routines,
and build efficient procedures.
(creative and innovative individuals or groups) find success through
independence, passion, and resiliency Handy, 2002).

Incorporates the principle of
A mixture of control and autonomy.
Keep control of the processes in which everyone agrees
Allows space for inspiration where able (Handy, 2002)
“Innovation and regeneration must begin prior to the organizational
life cycle reaching its peak and beginning its decline”
(K. Banfield, personal communication, May 9, 2014).
". . . the independent and the collective, the small and the big, the same but different"
(Handy, 2002, p. 32).
(K. Banfield, personal communication, May 9, 2014).
(L. Charbonneau, personal communication, May 11, 2014).
Employees may be a company’s greatest liability but people are its greatest asset (Drucker, 2002)
What do you think?

most basic responsibility for leaders
is to listen to what their employees have to say and get to know who they are as individuals
(Argenti & Forman, 2004)
Employee Care Revolution
outlines steps toward embedding two-way communication into an organization’s operations.

These steps include:
Making time for face to face meetings
Creating employee-oriented publications
Communicating visually
Communicating online
Focusing on internal branding
Considering the company grapevine
The Employee Care Revolution
Our Thoughts...
Mathis (2007) supports
the idea that leaders establish trust, respect and loyalty in order to have a shared vision throughout the organization.

Barbian (2002) supports
the fact that employees desire appreciation for their work and trust from management to contribute their ideas.

Bridges (2003) discusses
how, in times of transition and change, people can feel isolated and alone; through effective communication people begin to feel included and more connected to the organization.

Schettler (2002) also focuses
on employee training as the primary point of leverage for organizational cohesion; however, the authors agree that organizations should focus on building seamless relationships across the organization, regardless of employees staffing level.

Agree or Disagree?
In general,
our team agreed with the Argenti & Forman's (2004) recommendations
for providing 'an employee care revolution', in terms of fostering a culture of transparency and cohesion throughout all levels of the organization.

However, leader credibility can be fragile
and there are other elements to communication which are just as important as those highlighted by the authors (Argenti & Forman, 2004).

We believe that casual conversations and/or ‘
’ discussions, can create both positive (i.e. trust) and negative (i.e. disloyalty) responses among employees.
Thank you for taking the time to view the different perspectives regarding
innovative human resource practices.

We look forward to everyone's feedback & any additional thoughts.
All included references are provided on the following slide.
Barbian, J. (2002). Short shelf life. Training, 39(6), 50-53.
Argenti, P. A., & Forman, J. (2004). The employee care revolution. Leader to Leader, (33), 45-52.
Handy, C. (2002). Elephants and fleas: Is your organization prepared for change? Leader to Leader, (24), 29-33.
Drucker, P. F. (2002). They’re not employees, they’re people. Harvard Business Review, 80(2), 70-77.
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