ldi 5ldi 5“ “ kick it up a notch! ”kick it up a notch! ”

August 24, 2007August 24, 2007

LDI 4 Evaluation Results

• 51 Attendees

• 100% of Attendees Completed an Evaluation

• Biggest Takeaways:1. HML

2. Customer Rounding

3. Leader Evaluations

Evaluation Results cont.• Behaviors attendees said

they would START or INCREASE doing:

1) Talk to reports about their performance

2) Customer Rounding3) Write thank you notes

• Behaviors attendees said they would STOP or DECREASE doing:

1) Fail to address low performers

2) Leave linkage grid activities until last minute

3) Spend too much time on low performers

LDI 4 Evaluation Results cont.

•Overall, today’s session was helpful and a worthwhile use of my time:

73% AGREE 2% DISAGREE

25% NO RESPONSE

LDI Team Success Criteria

• 90% of evaluation responders found LDI to be educational and worthwhile

(Actual: 73%, No Response: 25%)• >90% response rate on LDI evaluation forms

(Actual: 100%)• 80% attendance at LDI from F&A Leadership

(Actual: 74%)

Today’s LDI:

High/Medium/Low (HML) Performers

Coaching for Organizational and Individual Performance

Skill Practice Session

Tough Questions

Today’s LDI Cont.

Measurement Team Update

Guest SpeakerFrankie Miller, Trident Tech Dean of Hospitality, Tourism, & Culinary

Arts

Quint Studer Video on HML Performers

Last but not least….

NEW &

IMPROVED LUNCH

BUFFET!!!

Employees of the MonthEmployees of the Month

2007 MUSC Excellence Goals for Finance &

Administration

• Develop Division-wide Customer ServiceSurvey by 1/15/07

• Conduct customer service training for 50% of division employees by 6/07, and 50% by 6/08

• Develop Division-wide survey for quality of service by 1/15/07

• Diversity-Dev. career counseling program by 6/30/07 -Dev. process for distributing/posting recruitment & placement goals to all hiring mgrs

• Recognition & RewardMake recommendations to enhance Division programs by 1/15/07.

• Increase Employee SatisfactionSurvey “Communication fromSupervisor is timely & effective” from 50% to 65% by 6/30/07.

• Establish productivity measures and Best Practice benchmarks in 80% of departmentsby 6/30/07

• Perform professional development assessments in all units by 4/07;use information for budgeting training for fiscal 2008

Service Quality People Finance Growth

2008 MUSC Excellence Goals for Finance &

Administration

• Improve customer satisfaction: score 65% orbetter on “responds intimely and effective manner.”

• Improve employee satisfaction: increase score from 57% to 65% or better on “my immediate supervisor talks with us regularly about customer service goals.”

• Improve customer satisfaction: score 65% or better on “deliver quality products and services.”

• Improve employee satisfaction: increase score from 69% to 75% or better to “general communications from my immediate supervisor is timely and relevant.”

• Improve employee satisfaction: increase score from 57% to 65% or better on “my immediate supervisor has spoken about our diversity goals and initiatives.”

• Improve employee satisfaction: increase score from 51% to 57% or better on “good performance is recognized in our department.”

• Target a 5% or better improvement in key productivity benchmarks across the Division.

• Improve employee understanding of how key measures tie to Division goals. Increase survey results form 54% to 60% or better.

• Improve employee satisfaction: increase score from 48% to 60% or better on “believes that MUSC Excellence is making a positive difference.”

• Improve employee satisfaction: increase score from 59% to 65% or better on “my department provides adequate ongoing training I need to perform my job.”

Service Quality People Finance Growth

Chapter 6: Principle 4Assessing your Staff

High/Medium/Low

Today’s Goals…Today’s Goals…

• Identifying/Classifying H/M/L PerformersIdentifying/Classifying H/M/L Performers

• Utilizing H/M/L ScoresheetUtilizing H/M/L Scoresheet

• Coaching for Effective PerformanceCoaching for Effective Performance

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It’s difficult

to juggle all that we’re asked

to handle

Goals Customers

Staffs

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Customers

StaffsGoals

Worker Personalities

Definition Of High, Middle and Definition Of High, Middle and Low PerformersLow Performers

HH• Come to work on time• Good attitude• Problem solve• You relax when you know they are on the job• Good influence• Use for peer interview

M

• Good employees• Need a little development• Make or break your workforce• Behave like high performers, but not as consistently

L• Negative influence• Take up lots of time• Often are “sacred cow” type employees• Refuse to adapt to change• Can appear as informal leader

Goal: Move The Entire Goal: Move The Entire Performance CurvePerformance Curve

HML

Movement of H-M-L Performers Movement of H-M-L Performers

M

H

L

H

M

L

Gap is uncomfortable

H

M

Gap is intolerable

L

EX

CELLEN

CE

So why do we So why do we

need this?need this?

Leader Evaluation Results

15.9%

73.8%

10.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

1 2 3Meets Exceeds Substantially Exceeds

Yet only 2 of 10 Key Performance Yet only 2 of 10 Key Performance Indicators were met!Indicators were met!

Prior to MUSC ExcellencePrior to MUSC Excellence

12%

16%

41.0%

20.0%

4.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Leader Evaluation Results

< 1.99 2.0-2.74 2.75-3.74 3.75-4.4 < 4.4

Impact after MUSC Excellence

How does your staff match?How does your staff match?Usual percent breakdown of HML staff:• High: 30%• Middle: 60%• Low: 10%

– 75% of LPs move to MPs after having HML conversation

– 25% of LPs leave the organization

Do you ignore High Performers?Do you ignore High Performers?• “According to a new study by Leadership IQ,

47% of high performers are actively looking for other jobs (they’re posting and submitting resumes, and even going on interviews).

• While it’s terrible that almost half of high performers are thinking about quitting, what’s perhaps even worse is that low performers want to stay.  Only 18% of low performing employees are actively seeking other jobs, and 25% of middle performers are actively looking around” 

• Ignore Ignore negativenegative behavior and it behavior and it will will increaseincrease

• Ignore Ignore positivepositive behavior and it behavior and it will will decreasedecrease

Performance LeadershipPerformance Leadership

“Let’s just take it a step at a time!”

Low Performers!

Impact of Low PerformersImpact of Low Performers

They Make Us:

ExhaustedFrustrated

De-motivatedEmbarrassed

They Make Our Co-workers

& Customers:

AngryComplaining

Non-supportive

…Go elsewhere

Why We Don’t Address Low Why We Don’t Address Low PerformancePerformance

• I don’t want to be the bad guy

• I feel like they are trying

• I don’t feel comfortable

• I don’t like confrontation

Just Do It !

A No “But’s” CultureA No “But’s” Culture“ But they are good at their job”

“But I had to hire a warm body…there’s no one else”

“ But I need them right now!”

BUT….BUT….BUT….BUT…….BUT

• IdentifyIdentify

• CoachCoach

• Take ActionTake Action

Three ComponentsThree Components

Use Use

90-90-

Day Day

Plans!Plans!

Identify

Three ComponentsThree Components

Using Using

the the

scorecar

scorecar

dd

Coach

Three ComponentsThree Components

Learning

Learning

effective

effective

coachin

coachin

gg

How do we want our

employees to feel when

being coached?

Giving Effective Feedback

YOU Your Employee

Feedback Steps… D E S KD E S K

1. Describe the ideal behavior you seek, and share

your specific observations. End with a question

of how they see things.

2. Explain the impact of their behavior.

3. Show/Tell exactly what needs to be done.

4. Know the consequences if changes do not occur.

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The Principles of Effective The Principles of Effective CommunicationCommunication

1. Focus on the ideal that you want, not on the person that’s not doing it.

2. Maintain the self-esteem of others

3. Work to make things better

4. Lead by Example

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Rule of ThumbRule of Thumb

It shouldn’t take you any longer than 30 It shouldn’t take you any longer than 30 seconds to state the reason for your seconds to state the reason for your feedback (and then ask a question)feedback (and then ask a question)

If it does, you are talking too much, or you If it does, you are talking too much, or you

are trying to cover too many things.are trying to cover too many things.

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Take Action

Three ComponentsThree Components

Talk to HR

Talk to HR

Use 90-day

Use 90-day

PlanPlan

Develop the Skill to Talk with Develop the Skill to Talk with LOW LOW PerformersPerformers

• Get support - talk with someone Get support - talk with someone

• Use Human ResourcesUse Human Resources

• Role-play before actual discussionRole-play before actual discussion

• Keep in mind the damage LPs doKeep in mind the damage LPs do

• Envision how it will be without themEnvision how it will be without them

Practice, Practice, PracticePractice, Practice, Practice

• Role PlayingRole Playing

• Divide into teams of three: Mgr & Divide into teams of three: Mgr &

Employee and ObserverEmployee and Observer

• Rotate the rolesRotate the roles

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Measurement Team ReportAugust 24, 2007

Team Members

John EilermanHeather DismukeChloe BackmanSiobhan BuckleyPaul LoCiceroJohn Runyon (Leader)Jim RutanPhil MauneyJohn TruePatrick Wamsley (Sponsor)

Mission Statement

The Measurement Team will analyze customer satisfaction data to identify strengths and areas of improvement, thus allowing the Division to align resources, and create action plans focused on improving performance.

What to Survey?• Started with more than 115 distinct goods and services

• Differentiated by impact and frequency of delivery

• Narrowed to about 30 based on F&A service delivery organization

• Expanded to 34 in order to sufficiently capture detailed information for complex service delivery units.

Finance & Administration Goods & Services

Survey List

Engineering & Facilities

• Housekeeping

• Grounds

• Engineering Services

• Operations/Maintenance

Finance

• Systems & Procedures

• Budget & Analysis

• Purchasing & Accounts Payable

• Grants & Contracts Accounting

• Controller’s Office

• Property Control

• Payroll

• Cashier’s Office

• Student Accounting

Operations

• Public Safety

• HRM Employee Relations

• HRM Benefits

• HRM Classification & Compensation

• Risk Management

• Professional Liability

• Workers Compensation

• Insurance Programs

• Radiation Safety Office

• OSHP Administrative Services

• OSHP Operational Services

• OSHP Emergency Response Services

• Shuttle bus

• Transportation Administration

• Printing & Copy Services

• Warehouse Services

• Mail Services

• Records Center

• Parking

Who to Survey?

• For Services delivered to Departments: 84 Business Managers

• For Services delivered to Individuals:All MUSC employees and Students

How To Survey

• Web-based electronic Survey Tool -“Zoomerang.com”

• Challenge – How to survey, get meaningful information but so not overburden customer base with redundant or lengthy Surveys.

Solution1. Divide Service delivery areas into 5 random groups.

2. Divide Business Managers into 5 random mailing lists.

3. Send each Mailing List one Group of Services to be assessed

4. Rotate the lists and re-do about once every 6 weeks

Customer Satisfaction Survey • Started with Draft prepared by the Customer Service and Service

Recovery Team.

• 13 questions, 1 comments box and 1 recognition box.

• Subsequently reduced to 4 questions with comments and recognition areas retained.

Customer Satisfaction Survey Today

• http://www.zoomerang.com/survey.zgi?p=WEB226TS87LXV2

Early Returns

• Went Live on August 20, 2007

• 24 Responses by August 22

• Actual Results for Parking System: zoomerang.com

Guest Speaker:• Frankie Miller,

Dean of Hospitality, Tourism, & Culinary Art Division, Trident Technical College

Quint Studer Video: HML PERFORMERS

Rewards & RecognitionRewards & Recognition

Friday, November 16, 2007

Mark your calendars for LDI 6: