M116 Astd2010

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

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

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/


Why are global projects difficult?


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

Let me share a case
to deepen our thoughts.


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


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


Global Case
Obstacles
Obstacles
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.

Global Case
Obstacles
Obstacles
 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.


Pair/Group Discussion
 Have you had similar experiences or obstacles?
 What did you do to overcome the difficulties?


Let’look at our global projects
s
from members’ motivation side.


What is “
motivation”anyway…?
,

What are “
ingredients” motivation?
of


Some recipes


Dainel Pink’ Dimension
s
 Similar to Edward Deci’
s

Autonomy

Mastery Purpose


Kenneth Thomas’ Dimension
s
 Feelings of 4 factors

Meaningfulness Choice

Competence Progress


Great Place to Work’ Dimension
s

Credibility
Trust Respect

Fairness

Pride Camaraderie


Compare the Dimensions

Credibility Purpose
Trust

Choice
Respect Mastery
Competence

Fairness

Competence
Autonomy
Pride Meaningfulness
Mastery
Progress

Camaraderie



Credibility Purpose
Trust

Choice
Respect Mastery
Competence
These dimensions seem to
Fairness focus mostly on individuals

Competence
Autonomy
Mastery
Progress
Camaraderie



Credibility Purpose
Trust

Choice
Respect Mastery
Competence
Focuses on
organization Seem to focus on individuals
Fairness
and team
Competence
Autonomy
Mastery
Progress
Camaraderie


“Great Place to Work for”Survey
 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 work”and “
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 best”and “ best
50
small & medium company”


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 one’team or work group
s
In the organization’products 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.

Motivational Cycle
 Dimensions are systematically connected.
Credibility
Trust Respect
Fairness

Camaraderie
Pride


Organization and Project

For long-lasting effects,
we need to work both on
Organizational and
Team Levels.

Our focus-balance
depends on our roles.


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


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


 Praiseand award members  Sharing customers’
 Constantly share customers’voice appreciative voice with all
and how their works are employees
appreciated  Clarify company values and
Pride
hire only good fits
 Let the employees know
company’involvement 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



Team Dimension
 Praiseand award
 Share customers’voice Pride

 Share
knowledge
Camaraderie
 Communicate and respond



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


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


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

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

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
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

For our global projects


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

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


Dialogue
 Any more ideas?
 Any successful experiences?


Job Aid Sample

Project name:
Project period:
Members:

1. Project Objectives 2. Project Goals

3. How to Reach the Goals 4. Deliverables


Job Aid (continued) Sample

5. Schedule
What to do Who Due Actual
1.
2.

3.
4.
5.
6.


Job Aid (continued) Sample

Dimension What to do

Credibility
Trust

Respect

Fairness

Pride

Camaraderie


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 us”Riverhead Books (2009)
,
 Edward L. Deci Richard Flaste, “ Why we do what we do:
Understanding Self-motivation”Penguin (1996),
,
 Kenneth W. Thomas, “ Intrinsic Motivation at Work: What
Really Drives Employee Engagement”Berrett-Koehler
,
(2009)


Thank you very much.
Let’enjoy our global projects!
s
Hiromi Nohara
nohara@es.main.jp
Twitter:hirominohara
Skype:hirominohara
LinkedIn:hirominohara


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