Managing In A New World
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Managing In A New World as PDF for free.
More details
- Words: 1,497
- Pages: 37
Managing in a New World An Introduction to Flexibility and Supportiveness at Work Kathi Beauchesne, November 2004 1
Please tell us
Your name How long you have been a manager Reason for taking this class What you would like to learn Your experience with flexibility and support at work
2
Plan for Today
Introduction (15 minutes) Flexibility and Supportiveness at Hopkins (20 minutes) E-Training (4 modules: 15 minutes each) Break (10 minutes) Group Assignments and Case Examples (45 minutes) Group Reports and Discussion (15 minutes) Close (5 minutes) 3
About the E-Training…
Meeting the Challenge: Managing the 21st Century Workforce Developed by Work and Family NewsBrief and Gil Gordon Four modules
A New Manager in a New World The Business Case for Responding to Change Flexible Work Arrangements Redesigning Your Work Environment
4
Today’s Goals and Objectives
Understand why a flexible management style and a supportive culture are so critical to becoming an employer of choice Provide an overview of flexibility and supportiveness Practice negotiating flexibility and support from the perspective of an old-style manager, a new-style manager, a work group and an employee
5
Goals and Objectives (cont.)
Encourage the development of vision and creative thinking Reflect on the leadership role of managers Try out new tools: E-Trainings
6
Contents of Handout
E-Training Information JHU Policy Manual: Section 7 JHU Guidelines for Flexible Work Arrangements FASAP/WORKlife Individualized Flexible Work Schedule Information and Procedures
7
Quick Exercise
Think back to yesterday morning
Write down everything you did before you came to work
Total the number of things you did Rate your stress level that morning (1 to 10—10 the most stress) Rate how much of that stress you brought to work with you (1-10)
Rate your stress level during the work day (1-10) Rate your stress level when you went home from work (1-10)
8
Imagine the possibilities…
Rush hour traffic without the rush Parking lots with space to park Home office set-ups where everyone has a window Tons of pollution not spewed into the atmosphere Families with time to breakfast together Millions of gallons of fuel conserved The work still gets done
Telecommute America, 1995
The Challenge Facing Academic Medical Centers
Technology Changes in funding patterns Health care reform Diversity Corporate competition
10
The Challenges Facing Academic Medical Centers
Adaptability and change Competition Recruitment and retention Productivity Benefits costs Value human resources
11
Why is flexibility so important? The experience of others…
Recruitment and retention Flexibility and recruitment/retention Health and wellness Improved productivity Improves commitment and loyalty Cuts costs and reduces turnover Improves motivation 12
Survey: Work and Family Newsbrief
Where is your organization currently focusing its work-life efforts? Flexible work arrangements [86%] More supportive policies [85%] Work redesign [77%] Childcare assistance [62%] Eldercare assistance [63%] Resource and referral [76%] Coping with layoffs, downsizing, and a poor economy [80%]
13
The Evidence: National Study of the Changing Workforce (NSCW)
87% of employees go home to care for a family member every night (NSCW, 1997) One out of three workers is experiencing one or more symptoms of clinical depression, and coincidentally, it is the same number of people who are feeling over-loaded (NSCW, 2003) Fathers in dual-earner couples today spend 42 minutes more doing household chores on workdays than fathers in 1977. Mothers have reduced their time by approximately the same amount. So the combined time that spouses in dualearner couples with children spend on household chores has not changed over 25 years-what has changed is how family work is divided (NSCW, 2003). Employees with families report significantly higher levels of interference between their jobs and their family lives than employees 25 years ago (45% vs. 34% report this "some" or "a lot"). And men with families report higher levels of interference between their jobs and their family lives than women in the same situation. (NSCW, 2003) As the population ages, more and more employees are providing elder care for relatives. In 2002, 35% of workers, men and women alike, say they provided regular care for a parent or in-law over 65 in the past year, helping them do things that they could not otherwise do themselves (NSCW, 2003)
14
The Evidence: National Study of the Changing Workforce-Sept. 2003
Employees reporting significantly better mental health have the most worklife supports in place and they experience:
More control over schedule More access to flexible work arrangements More supportive managers and supervisors More supportive organizational culture
77% of those who experience their culture as being supportive say it is highly likely they will still be working at the company next year, compared to 41% who don’t 15
The “Best” Attract and Retain Employees: Hewitt Study, 2001
The “Best” receive nearly twice as many unsolicited employment applications The “Best” have half the voluntary turnover
16
Flexibility at Hopkins Lack of policies No education or training Episodic implementation
17
Why don’t we…
It costs too much It’s too hard to communicate Everyone will want to do it Supervisors will lose control
Lack of management expertise Eyeball management Psychological block
It won’t work and can’t be done 18
Module 1: A Manager for the New World
Pages 1-2: Introduction Pages 3-19: Random Acts of Flexibility Pages 20-30: Mary and George Pages 31-32: Summary
19
Module 2: The Business Case
Pages 1-2: Introduction Pages 3-24: Quiz Pages 25-56: Data on the business case
20
Module 3: Flexible Work Arrangements (FWAs)
Pages 1-19: Definitions Pages 20-26: Myths Pages 27-34: Case examples Pages 35-42: Meeting challenges Pages 43-44: Summary
21
Module 4: Redesigning Your Work Environment
Pages 1-6: Qualities of the work environment Pages 7-8: Random acts of flexibility Pages 10-25: Examples of attributes of flexibility Pages 26-42 Review Quiz
22
Break
Take 10 minutes
23
Common Issues for Managers
Communication Confidentiality and security Equipment and technology Organizational culture Work responsibility and performance Work/life balance issues
24
Refresher for Managers
Manage by results Set performance standards and give feedback Keep employees linked to the office Emphasize professional development Spot problems early
25
Other Factors
Selection Delegation Communication Documentation Developing teams
26
Preparing Employees
Key responsibilities Team effectiveness Work schedules Promotional opportunities Operational aspects
27
The Rest of the Staff
Cultural climate Conduct a pilot program Practice
Participate in on-site meetings Perform jobs without access to office
28
Creative Ideas from industry…
Work redesign Hoteling Virtual teams Voice mail technology Instant messaging Meeting Manager software
29
Other creative ideas from industry…
Brainstorming rooms Home visits 1-800-All-Night Vacation Escape Around the clock cyber-secretaries Passing the cursor back and forth Webcasts
30
Practicing Skills: Negotiating Flexibility with Your Supervisor
Using the case example
Work first in pairs Manager Employee
Group structure Traditional/Collaborative Manager? HR Manager Employees
31
Group Discussion Topics
What are your work culture’s norms? How work is done? How will you tie the flexibility requests to business needs? How will you set up a system for screening requests? How will you hold employees responsible for screening requests? What is the role of the HR professional in negotiating a flexible schedule? 32
Group Presentation
Describe the case Tell us what type of manager How did you resolve the situation? Why did you choose to resolve the case the way you did? What barriers did you face? What issues did the case raise for you Was it different when you worked in a group compared to the pairs? 33
In Conclusion…
Flexibility is a different and better way of working Options are offered on a mutually beneficial basis for the organization and the person Broad adoption requires sustained, intensive effort Flexibility requires the systematic redesign of the work process
Paul Rupert, Rupert and Company, 2001
34
References
National Study of the Changing Workforce, Families and Work Institute, No. 3, 2002. National Study of the Changing Workforce, Families and Work Institute, No. 2, 1997.
35
Resources
http://www.workfamily.com http://www.gilgordon.com http://www.cleanair.org/green.html http://www.jobsharing.com http://www.sharegoals.com http:// hrweb.berkeley.edu/POLICY/teleplcy.htm http://www.womans-work.com http://www.workoptions.com
36
Success stories
www.google.com Use search words “telecommuting success”—produces at least a thousand pages
37
Please tell us
Your name How long you have been a manager Reason for taking this class What you would like to learn Your experience with flexibility and support at work
2
Plan for Today
Introduction (15 minutes) Flexibility and Supportiveness at Hopkins (20 minutes) E-Training (4 modules: 15 minutes each) Break (10 minutes) Group Assignments and Case Examples (45 minutes) Group Reports and Discussion (15 minutes) Close (5 minutes) 3
About the E-Training…
Meeting the Challenge: Managing the 21st Century Workforce Developed by Work and Family NewsBrief and Gil Gordon Four modules
A New Manager in a New World The Business Case for Responding to Change Flexible Work Arrangements Redesigning Your Work Environment
4
Today’s Goals and Objectives
Understand why a flexible management style and a supportive culture are so critical to becoming an employer of choice Provide an overview of flexibility and supportiveness Practice negotiating flexibility and support from the perspective of an old-style manager, a new-style manager, a work group and an employee
5
Goals and Objectives (cont.)
Encourage the development of vision and creative thinking Reflect on the leadership role of managers Try out new tools: E-Trainings
6
Contents of Handout
E-Training Information JHU Policy Manual: Section 7 JHU Guidelines for Flexible Work Arrangements FASAP/WORKlife Individualized Flexible Work Schedule Information and Procedures
7
Quick Exercise
Think back to yesterday morning
Write down everything you did before you came to work
Total the number of things you did Rate your stress level that morning (1 to 10—10 the most stress) Rate how much of that stress you brought to work with you (1-10)
Rate your stress level during the work day (1-10) Rate your stress level when you went home from work (1-10)
8
Imagine the possibilities…
Rush hour traffic without the rush Parking lots with space to park Home office set-ups where everyone has a window Tons of pollution not spewed into the atmosphere Families with time to breakfast together Millions of gallons of fuel conserved The work still gets done
Telecommute America, 1995
The Challenge Facing Academic Medical Centers
Technology Changes in funding patterns Health care reform Diversity Corporate competition
10
The Challenges Facing Academic Medical Centers
Adaptability and change Competition Recruitment and retention Productivity Benefits costs Value human resources
11
Why is flexibility so important? The experience of others…
Recruitment and retention Flexibility and recruitment/retention Health and wellness Improved productivity Improves commitment and loyalty Cuts costs and reduces turnover Improves motivation 12
Survey: Work and Family Newsbrief
Where is your organization currently focusing its work-life efforts? Flexible work arrangements [86%] More supportive policies [85%] Work redesign [77%] Childcare assistance [62%] Eldercare assistance [63%] Resource and referral [76%] Coping with layoffs, downsizing, and a poor economy [80%]
13
The Evidence: National Study of the Changing Workforce (NSCW)
87% of employees go home to care for a family member every night (NSCW, 1997) One out of three workers is experiencing one or more symptoms of clinical depression, and coincidentally, it is the same number of people who are feeling over-loaded (NSCW, 2003) Fathers in dual-earner couples today spend 42 minutes more doing household chores on workdays than fathers in 1977. Mothers have reduced their time by approximately the same amount. So the combined time that spouses in dualearner couples with children spend on household chores has not changed over 25 years-what has changed is how family work is divided (NSCW, 2003). Employees with families report significantly higher levels of interference between their jobs and their family lives than employees 25 years ago (45% vs. 34% report this "some" or "a lot"). And men with families report higher levels of interference between their jobs and their family lives than women in the same situation. (NSCW, 2003) As the population ages, more and more employees are providing elder care for relatives. In 2002, 35% of workers, men and women alike, say they provided regular care for a parent or in-law over 65 in the past year, helping them do things that they could not otherwise do themselves (NSCW, 2003)
14
The Evidence: National Study of the Changing Workforce-Sept. 2003
Employees reporting significantly better mental health have the most worklife supports in place and they experience:
More control over schedule More access to flexible work arrangements More supportive managers and supervisors More supportive organizational culture
77% of those who experience their culture as being supportive say it is highly likely they will still be working at the company next year, compared to 41% who don’t 15
The “Best” Attract and Retain Employees: Hewitt Study, 2001
The “Best” receive nearly twice as many unsolicited employment applications The “Best” have half the voluntary turnover
16
Flexibility at Hopkins Lack of policies No education or training Episodic implementation
17
Why don’t we…
It costs too much It’s too hard to communicate Everyone will want to do it Supervisors will lose control
Lack of management expertise Eyeball management Psychological block
It won’t work and can’t be done 18
Module 1: A Manager for the New World
Pages 1-2: Introduction Pages 3-19: Random Acts of Flexibility Pages 20-30: Mary and George Pages 31-32: Summary
19
Module 2: The Business Case
Pages 1-2: Introduction Pages 3-24: Quiz Pages 25-56: Data on the business case
20
Module 3: Flexible Work Arrangements (FWAs)
Pages 1-19: Definitions Pages 20-26: Myths Pages 27-34: Case examples Pages 35-42: Meeting challenges Pages 43-44: Summary
21
Module 4: Redesigning Your Work Environment
Pages 1-6: Qualities of the work environment Pages 7-8: Random acts of flexibility Pages 10-25: Examples of attributes of flexibility Pages 26-42 Review Quiz
22
Break
Take 10 minutes
23
Common Issues for Managers
Communication Confidentiality and security Equipment and technology Organizational culture Work responsibility and performance Work/life balance issues
24
Refresher for Managers
Manage by results Set performance standards and give feedback Keep employees linked to the office Emphasize professional development Spot problems early
25
Other Factors
Selection Delegation Communication Documentation Developing teams
26
Preparing Employees
Key responsibilities Team effectiveness Work schedules Promotional opportunities Operational aspects
27
The Rest of the Staff
Cultural climate Conduct a pilot program Practice
Participate in on-site meetings Perform jobs without access to office
28
Creative Ideas from industry…
Work redesign Hoteling Virtual teams Voice mail technology Instant messaging Meeting Manager software
29
Other creative ideas from industry…
Brainstorming rooms Home visits 1-800-All-Night Vacation Escape Around the clock cyber-secretaries Passing the cursor back and forth Webcasts
30
Practicing Skills: Negotiating Flexibility with Your Supervisor
Using the case example
Work first in pairs Manager Employee
Group structure Traditional/Collaborative Manager? HR Manager Employees
31
Group Discussion Topics
What are your work culture’s norms? How work is done? How will you tie the flexibility requests to business needs? How will you set up a system for screening requests? How will you hold employees responsible for screening requests? What is the role of the HR professional in negotiating a flexible schedule? 32
Group Presentation
Describe the case Tell us what type of manager How did you resolve the situation? Why did you choose to resolve the case the way you did? What barriers did you face? What issues did the case raise for you Was it different when you worked in a group compared to the pairs? 33
In Conclusion…
Flexibility is a different and better way of working Options are offered on a mutually beneficial basis for the organization and the person Broad adoption requires sustained, intensive effort Flexibility requires the systematic redesign of the work process
Paul Rupert, Rupert and Company, 2001
34
References
National Study of the Changing Workforce, Families and Work Institute, No. 3, 2002. National Study of the Changing Workforce, Families and Work Institute, No. 2, 1997.
35
Resources
http://www.workfamily.com http://www.gilgordon.com http://www.cleanair.org/green.html http://www.jobsharing.com http://www.sharegoals.com http:// hrweb.berkeley.edu/POLICY/teleplcy.htm http://www.womans-work.com http://www.workoptions.com
36
Success stories
www.google.com Use search words “telecommuting success”—produces at least a thousand pages
37
Related Documents
Managing In A New World
June 2020 8
Mq - Managing Regulations In A New Era
May 2020 4
A New World (spanish)
June 2020 11
A New World
May 2020 18
A Whole New World
November 2019 30
A Whole New World
May 2020 10More Documents from ""
Leading Agendas For Behavioral Health And Well-being
June 2020 14
Managing In A New World
June 2020 8
State Highway Administration 11-05
June 2020 3
Human Face Of Disaster, December 2003
June 2020 4