M116 Astd2010
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The document presents motivational strategies for overcoming challenges in global projects, detailing issues like regional differences and lack of managerial support. It provides case studies and insights from HRD consultant Hiromi Nohara on enhancing productivity and organizational culture through effective communication and recognition. Additionally, it emphasizes the importance of creating a supportive work environment that fosters motivation and engagement among team members.
M116 Astd2010
- 1. M116 Better Results With No Extra Cash: Motivational Ideas for Global Projects May 17, 2010 12:30 pm to 1:45 pm Hiromi Nohara HRD consultant nohara@es.main.jp
- 2. Learning Objectives 1. Identify issues caused by regional differences in your global projects. 2. Apply motivational theories and ideas to increase your members productivity. Hiromi Nohara, nohara@es.main.jp 2
- 3. Little Intro of Hiromi Nohara HRD Consultant Believer of HRD for business betterment Alliances with other professionals and universities Experiences in HRD global projects http://nohara.main.jp/eng/ Hiromi Nohara, nohara@es.main.jp 3
- 4. Why are global projects difficult? Hiromi Nohara, nohara@es.main.jp 4
- 5. Why difficult? Regional differences in: Regulations Compensation systems Labor relations These differences Labor market/recruitment make the situation Business customs MORE complex in Available resources global environments. Business priorities Values Individual career visions Individual priorities Hiromi Nohara, nohara@es.main.jp 5
- 6. Let me share a case to deepen our thoughts. Hiromi Nohara, nohara@es.main.jp 6
- 7. Global Case: Company X Project Objective Implementing standardized Business Practices through all global regions Method Developing certified trainers Process 1. HQ/Local communication 2. Two Train-the-Trainer sessions in each region 3. In-between writing assignment 4. Trainer certification 5. Trainer debut Hiromi Nohara, nohara@es.main.jp 7
- 8. Global Case Obstacles 1. Different attitudes toward the Business Practices 2. Political issues, Headquarter is invading! 3. Lack of manpower in some regions 4. No managerial support for trainers in some regions Consequences Project schedule delays Low-level motivation of the trainer candidates Overwhelmed atmosphere Hiromi Nohara, nohara@es.main.jp 8
- 9. Global Case Obstacles Obstacles 1. Different attitudes toward the Business Practices 1. Different attitudes toward the Business Practices 2. Political issues, Headquarter is invading! 2. Political issues, Headquarter is invading! What we did to overcome We did NOT teach. We DISCUSSED. Lots of dialogues and constant communication. Reviewed corporate mission and vision. Clarified BP values, and trainers roles and responsibility. Clarified how the project contribute to the group companies and individual career/work. Got back to our PURPOSES Reviewed and discussed the project objectives and effects. Clarified roles and responsibilities. Hiromi Nohara, nohara@es.main.jp 9
- 10. Global Case Obstacles Obstacles 3. Lack of manpower in some regions 3. Lack of manpower in some regions 4. No managerial support for trainers in some regions 4. No managerial support for trainers in some regions What we did to overcome Prioritized QUALITY to Speed Modified Schedule to be realistic and keep quality. Balance the ideal and reality. Video conferences with local CHOs Gained C-level agreement and confirmation. Local CHO arranged staffing. Agreed on the value of the project. Hiromi Nohara, nohara@es.main.jp 10
- 11. Pair/Group Discussion Have you had similar experiences or obstacles? What did you do to overcome the difficulties? Hiromi Nohara, nohara@es.main.jp 11
- 12. Letlook at our global projects s from members motivation side. Hiromi Nohara, nohara@es.main.jp 12
- 13. What is motivationanyway? , What are ingredients motivation? of Hiromi Nohara, nohara@es.main.jp 13
- 14. Some recipes Hiromi Nohara, nohara@es.main.jp 14
- 15. Dainel Pink Dimension s Similar to Edward Deci s Autonomy Mastery Purpose Hiromi Nohara, nohara@es.main.jp 15
- 16. Kenneth Thomas Dimension s Feelings of 4 factors Meaningfulness Choice Competence Progress Hiromi Nohara, nohara@es.main.jp 16
- 17. Great Place to Work Dimension s Credibility Trust Respect Fairness Pride Camaraderie Hiromi Nohara, nohara@es.main.jp 17
- 18. Compare the Dimensions Credibility Purpose Trust Choice Respect Mastery Competence Fairness Competence Autonomy Pride Meaningfulness Mastery Progress Camaraderie Hiromi Nohara, nohara@es.main.jp 18
- 19. Compare the Dimensions Credibility Purpose Trust Choice Respect Mastery Competence These dimensions seem to Fairness focus mostly on individuals Competence Autonomy Pride Meaningfulness Mastery Progress Camaraderie Hiromi Nohara, nohara@es.main.jp 19
- 20. Compare the Dimensions Credibility Purpose Trust Choice Respect Mastery Competence Focuses on organization Seem to focus on individuals Fairness and team Competence Autonomy Pride Meaningfulness Mastery Progress Camaraderie Hiromi Nohara, nohara@es.main.jp 20
- 21. Great Place to Work forSurvey Based on employee survey in 80s & 90s. Great Place to Work Institute interviewed some thousand employees from 150 companies. Those employees tend to have same image toward great workand great place to work for Great Place to Work for selected every are year based on questionnaire and research results. The survey lists Fortune 100 bestand best 50 small & medium company Hiromi Nohara, nohara@es.main.jp 21
- 22. GPTW Dimension Dimension How it plays out in the workplace Communications are open and accessible Credibility Competence in coordinating human and material resources Integrity in carrying out vision with consistency Supporting professional development and showing appreciation Trust Respect Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives Equity - balanced treatment for all in terms of rewards Fairness Impartiality - absence of favoritism in hiring and promotions Justice - lack of discrimination and process for appeals In personal job, individual contributions Pride In work produced by oneteam or work group s In the organizationproducts and standing in the community s Abilityto be oneself Camaraderie Socially friendly and welcoming atmosphere Sense of family or team Reference: GPTW Web page. http://www.greatplacetowork.com/what_we_do/model.php Used with written permission by GPTW Institute. Hiromi Nohara, nohara@es.main.jp 22
- 23. Motivational Cycle Dimensions are systematically connected. Credibility Trust Respect Fairness Camaraderie Pride Hiromi Nohara, nohara@es.main.jp 23
- 24. Organization and Project For long-lasting effects, we need to work both on Organizational and Team Levels. Our focus-balance depends on our roles. Hiromi Nohara, nohara@es.main.jp 24
- 25. Ideas for Great Place to Work for Team Dimension Organization Clarify (or ask to clarify) the objective, Executives communicate with who does what by when for the project employees through various media Send messages to the entire team to such as videos, conferences, remind project goal and objectives. meetings newsletters and emails. Credibility Connect and explain the corporate Executives and managers repeatedly vision and the project work refer to the corporate mission, visions and behavioral norms, and share their stories related to mission. Listen to members feedback Improvement actions based on ES Praise not only good results but also survey results. work processes and members efforts Subordinates evaluate superiors Trust Give detailed constructive feedback Benefit programs based on employee Offer advice on knowledge/skill needs development Respect Training opportunities both formal Share knowledge tools and informal When possible, let members choose Employee awards who they want to work with Good office environments and Send appreciative messages and build facilities support team culture Clarify what members are expected Equal promotion opportunities Evaluate members based on facts Clear and fair evaluation criteria Fairness Explain reasons for your evaluation Flexibility in work hours results Hiromi Nohara, nohara@es.main.jp 25
- 26. Ideas for Great Place to Work for Team Dimension Clarify objective, who, what and when Message to the whole Credibility Connect vision and work Listen Praise Constructive feedback Trust Offer advice Respect Share tools Let them chooose Appreciate Clarifyexpectation Evaluate based on facts Fairness Explain reasons Hiromi Nohara, nohara@es.main.jp 26
- 27. Ideas for Great Place to Work for Team Dimension Organization Praiseand award members Sharing customers Constantly share customersvoice appreciative voice with all and how their works are employees appreciated Clarify company values and Pride hire only good fits Let the employees know companyinvolvement in s community or social activities Develop knowledge share system Develop events and activities Managers share time to to appreciate cultural communicate with their members Camaraderie diversities in the company and respond to their mails quickly Mentors help new employees for smooth start Hiromi Nohara, nohara@es.main.jp 27
- 28. Ideas for Great Place to Work for Team Dimension Praiseand award Share customersvoice Pride Share knowledge Camaraderie Communicate and respond Hiromi Nohara, nohara@es.main.jp 28
- 29. Ideas for Great Place to Work for Team Dimension Organization Clarify (or ask to clarify) who does what by Executives communicate with employees when for the project through various media such as videos, Constantly send messages to the entire team conferences, meetings newsletters and and nurture sense of togetherness emails. Praise not only good results but also work Credibility Executives and managers repeatedly refer processes and members efforts to the corporate mission, visions and behavioral norms, and share their stories No need to copy. Explain the connection between corporate vision and current work of the team. Help them see beyond just a small assigned task related to mission. Encourage opinion exchange Improvement actions based on ES survey results. Trust Managers offer servant leadership Consider our company mission, vision, Monitor and praise members Subordinates evaluate superiors Benefit programs based on employee Build appreciative team culture and current situation first. Respect needs Training opportunities both formal and Prioritize and optimize the measures informal Employee awards according to our situation. Good office environments and facilities Appreciate motivation Equal promotion opportunities Monitor each employee and evaluate him/her Clear and fair evaluation criteria based on facts Fairness Flexibility in work hours Offer advice on knowledge/skill development Hiromi Nohara, nohara@es.main.jp 29
- 30. SAS Institute ~#1 in 2010~ Develops analytical software systems Quick Facts Website: www.sas.com Year founded: 1976 Location: Cary, NC US Employees: 5,487 US Revenue: 818 million Voluntary Turnover: 2% Job Application: 26,432 Job Filled: 156 Reference: http://resources.greatplacetowork.com/article/pdf/sas_2010.pdf Hiromi Nohara, nohara@es.main.jp 30
- 31. SAS Institute ~#1 in 2010~ Dimension What they do Directcommunication opportunities with executives. Employees give feedback to executives. Credibility Webcasts by executives and live audience polls during the sessions. Blogs as a communication tool between executives and employees Great office environments and facilities Trust Supporting professional development and showing appreciation Respect Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives No outsourcing in areas such as security, food service and healthcare. Fairness Equal fringe benefits for all (part/full-time) employees Flexibility in work hours Hiring people with characteristics that parallel the company values Pride Offer education programs to local communities. Clarifyexpectations employees to make a difference. Camaraderie Their products are used by many Non-Governmental Organizations Reference: GPTW http://www.greatplacetowork.com/what_we_do/lists-us-bestusa.htm Used with written permission by GPTW Institute. Hiromi Nohara, nohara@es.main.jp 31
- 32. SAS Institute ~#1 in 2010~ Dimension What they do Credibility Directcommunication opportunities with executives. Employees give feedback to executives. Webcasts by executives and live audience polls during the sessions. Blogs as a communication tool between executives and employees Respect Greatoffice environments and facilities we are in Supporting professionalbelief that and showing appreciation Trust SAS starts with the development the business of people whether that is Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives with customers, employees or business Fairness No outsourcing in areas such as security, food service and healthcare. contacts. benefits for all (part/full-time) employees Equal fringe Flexibility in work hours Hiring SAS CEO, Mr. Jim Goodnight people with characteristics that parallel the company values Pride Offer education programs to local communities. Camaraderie Clarifyexpectations employees to make a difference. Their products are used by many Non-Governmental Organizations Reference: GPTW http://www.greatplacetowork.com/what_we_do/lists-us-bestusa.htm Used with written permission by GPTW Institute. Hiromi Nohara, nohara@es.main.jp 32
- 33. For our global projects Hiromi Nohara, nohara@es.main.jp 33
- 34. What we can do for global projects In addition to the previously introduced Ideas for Team Dimension Global team ideas Credibility Use free internet tools for communication and Knowledge management Trust Respect Hold Web conferences Involve board members of companies Fairness Offer additional help when possible Pride Share positive evaluation toward members with their bosses Camaraderie Mailing list to share Q&A. Make sure each question is answered Clarify when to contact who Develop positive team culture Hiromi Nohara, nohara@es.main.jp 34
- 35. Synchronous vs. Asynchronous Synchronous Face-to-Face Traditional Meeting Asynchronous Collaboration Message Board Media Web Meeting FAQ list Virtual Web Call Mailing List Helpline Web Community Resource Rearrangement Member Directory Community Good Reputation Forwarding Development Hiromi Nohara, nohara@es.main.jp 35
- 36. Dialogue Any more ideas? Any successful experiences? Hiromi Nohara, nohara@es.main.jp 36
- 37. Job Aid Sample Project name: Project period: Members: 1. Project Objectives 2. Project Goals 3. How to Reach the Goals 4. Deliverables Hiromi Nohara, nohara@es.main.jp 37
- 38. Job Aid (continued) Sample 5. Schedule What to do Who Due Actual 1. 2. 3. 4. 5. 6. Hiromi Nohara, nohara@es.main.jp 38
- 39. Job Aid (continued) Sample Dimension What to do Credibility Trust Respect Fairness Pride Camaraderie Hiromi Nohara, nohara@es.main.jp 39
- 40. References My LinkedIn: Presentation slides are available http://jp.linkedin.com/in/hirominohara Great Place to Work Institute Web page http://www.greatplacetowork.com/index.php SAS Web page http://www.sas.com/ Daniel H. Pink Drive: The surprising truth about what motivates usRiverhead Books (2009) , Edward L. Deci Richard Flaste, Why we do what we do: Understanding Self-motivationPenguin (1996), , Kenneth W. Thomas, Intrinsic Motivation at Work: What Really Drives Employee EngagementBerrett-Koehler , (2009) Hiromi Nohara, nohara@es.main.jp 40
- 41. Thank you very much. Letenjoy our global projects! s Hiromi Nohara nohara@es.main.jp Twitter:hirominohara Skype:hirominohara LinkedIn:hirominohara Hiromi Nohara, nohara@es.main.jp 41