Meeting employee expectations: Exploring change through employee feedback. (Guest Commentary).Introduction In Texas, the City of Piano Environmental Health Department has employed a management assessment tool (MAT) to gather feedback from departmental team members. Figures 1, 2, and 3 give the survey format. The purpose of this survey in contrast to that of classic 360-degree evaluation models that utilize full-circle feedback, was to provide a limited-scope vehicle through which departmental management could examine their job performance as seen through the eyes of employees (Hickok, 1995). The tool was designed to assist managers in contemplating what is working and what needs to change--that is, to compare the core practices and behaviors employees perceive as being performed with the practices and behaviors they expect. The department wanted to explore the potential of this survey, in both organizational and personal terms, as an aid in developing a participatory management Participatory management is the practice of empowering employees to participate in organizational decision making. This practice grew out of the human relations movement in the 1920s, and is based on some of the principles discovered by scholars doing research in management and style and as an opportunity for growth in leadership. Ultimately, information gathered from the survey was used to effect positive change, not only in operations, but also in manager attitudes and behaviors. These changes were accomplished by highlighting manager strengths, evaluating developmental needs, communicating, and reinforcing goals and objectives for the department (Folkman, 1996). Survey Development and Implementation Chuck Hickok's book, Improving Performance with Feedback, which, in its entirety The whole, in contradistinction to a moiety or part only. When land is conveyed to Husband and Wife, they do not take by moieties, but both are seised of the entirety. , served as a model for development of the survey describes five essential steps for developing a 360-degree feedback survey (Hickok, 1995). The department followed the book's strategies for planning, designing, communicating, facilitating, and reinforcing the management assessment tool. Planning included researching needs and benefits associated with use of the survey. The goal was to gauge perceived effectiveness of managers and invent ways to effect positive change as a result of employee feedback. Design included examination of guidelines guidelines, n.pl a set of standards, criteria, or specifications to be used or followed in the performance of certain tasks. for selecting the practices and behaviors to be measured. This step evaluated attributes that were core to the organization and the method by which those attributes would be quantified. Leadership, empowerment em·pow·er tr.v. em·pow·ered, em·pow·er·ing, em·pow·ers 1. To invest with power, especially legal power or official authority. See Synonyms at authorize. 2. , performance management, integrity/initiative, communication, teamwork (product, software, tool) Teamwork - A SASD tool from Sterling Software, formerly CADRE Technologies, which supports the Shlaer/Mellor Object-Oriented method and the Yourdon-DeMarco, Hatley-Pirbhai, Constantine and Buhr notations. , quality, and customer service were evaluated. The MAT was designed as a dual-score, gap analysis instrument that integrated an open-ended-question component. Gap analysis was conducted by assigning as·sign tr.v. as·signed, as·sign·ing, as·signs 1. To set apart for a particular purpose; designate: assigned a day for the inspection. 2. ascending-rank responses to descriptors corresponding to each statement (e.g., Almost Never = 1, Sometimes = 2 ... Always = 5). The Current Performance score was subtracted from the Expected Performance score to provide the "gap." A narrow gap indicated that employees desired little change in current attitude and behavior. Gap analysis scores from 0 to 1 (i.e., less than 1) were considered favorable fa·vor·a·ble adj. 1. Advantageous; helpful: favorable winds. 2. Encouraging; propitious: a favorable diagnosis. 3. . Scores greater than 1 were considered cause for review. All suggestions employees wrote in the "C omments" section were discussed with staff, and action was initiated to address responses that were less than favorable. Communication involved informing organizational management of the process and purpose of the survey Communication to managers who would be evaluated was then undertaken, and the purpose and scope of the survey again were introduced. Each group expressed strong readiness to participate in the initiative. Most important however, was communication with those who would be completing the survey. It was critical to explain the purpose, gain buy-in, and elicit e·lic·it tr.v. e·lic·it·ed, e·lic·it·ing, e·lic·its 1. a. To bring or draw out (something latent); educe. b. To arrive at (a truth, for example) by logic. 2. trust. The confidentiality of survey responses was an essential factor in receiving constructive input. Communication played another important role through sharing of the feedback with employees and discussion of action that would occur as a result of their input. Facilitation Facilitation The process of providing a market for a security. Normally, this refers to bids and offers made for large blocks of securities, such as those traded by institutions. included placing the survey on computer discs for each employee, distributing the discs, and involving the Human Resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. Department as a third-party data collector and processor. The latter step constituted a key link in the maintenance of confidentiality. Reinforcement reinforcement /re·in·force·ment/ (-in-fors´ment) in behavioral science, the presentation of a stimulus following a response that increases the frequency of subsequent responses, whether positive to desirable events, or has continued through implementation of perceivable changes in response to the survey. It also has included a follow-up survey that allows employees to gauge progress in practice and behavior changes Behavior change refers to any transformation or modification of human behavior. Such changes can occur intentionally, through behavior modification, without intention, or change rapidly in situations of mental illness. . Results For the department director and the manager, the survey evaluated leadership, empowerment, performance management, integrity/initiative, communication, teamwork, quality and customer service. A third party (the Human Resources Department) conducted gap analysis and tabulation tab·u·late tr.v. tab·u·lat·ed, tab·u·lat·ing, tab·u·lates 1. To arrange in tabular form; condense and list. 2. To cut or form with a plane surface. adj. Having a plane surface. of comments once surveys were complete and returned. The department director had an 87.5 percent favorable score for the core practice and behavior category (leadership, performance management, etc.) and a 75 percent favorable gap analysis score (less than 1) for individual statements. In the area of integrity and initiative, employees desired attitude and behavior changes from the director. Employees specifically indicated a desire for greater communication and consistency in disciplinary issues. The department manager had a 100 percent favorable score in the core practice and behavior category. Areas of strength included customer service, quality, communication, and teamwork. In gap analysis of individual statements, 92 percent of the scores for the department manager were favorable. Areas for which employees indicated a desire for change included communication, empowerment, and integrity/initiative. The combined scores for the director and manager were 94 percent favorable by category and 84 percent by gap analysis of individual statements. Implementing Change Through employee comments and gap analysis results, the survey indicated that employees could not identify how their job tasks aligned with the "big picture." In addition, department hod division goals and objectives were obscured with personal-performance goals and objectives. There appeared to be confusion as to protocols in certain subdivisions, and employees also noted frustration with a lack of vertical career opportunities. Actions implemented as a result of the survey are summarized in the sidebar (1) A Windows Vista desktop panel that holds mini applications (gadgets) such as a calendar, calculator, stock ticker and Vonage phone dialer. It is the Windows counterpart to the Dashboard in the Mac. See Windows Vista and gadget. at right. The department management is attempting to refocus Verb 1. refocus - focus once again; The physicist refocused the light beam" focus - cause to converge on or toward a central point; "Focus the light on this image" 2. team efforts through employment of a new mission statement in addition to mission statements for the Water Quality, Consumer and Environmental Health, and Administrative Support subdivisions. Departmental goals and objectives, as well as those of the department director, manager, and supervisors have been shared with employees to gain buy-in and present a broader team picture. A departmental task flow diagram was composed, as were protocols for self-directed work teams within specific work areas. The organizational charts An organizational chart is a chart which represents the structure of an organization in terms of rank. The chart usually shows the managers and sub-workers who make up an organization. for the department and each division were revised. An initiative has been undertaken to provide a higher salary grade for environmental health specialists (EHSs) who have specific experience and certifications in addition to qualifying through performance. Highlighting Strengths Throughout the review process, manager strengths were highlighted. Scores of less than 1 were the objective. For the department director, all average category scores except one were less than 1. For the department manager, all average category scores were less than 1. Open-ended questions A closed-ended question is a form of question, which normally can be answered with a simple "yes/no" dichotomous question, a specific simple piece of information, or a selection from multiple choices (multiple-choice question), if one excludes such non-answer responses as dodging a provided insight and descriptive terms. Generally, employees appeared satisfied with where the department is and with the direction in which the department is headed. Descriptions of the department culture included "goal-oriented, participatory, diverse, organized, and quality-oriented." Terms used by employees to describe the department's general atmosphere were favorable and included "interactive, team-oriented, resource-rich, open, evolving, and learning." With these comments as background, manager strengths were evaluated, shared, and reinforced. Descriptions of manager strengths that were discussed and celebrated included "open-minded, open-door policy Noun 1. open-door policy - the policy of granting equal trade opportunities to all countries open door national trading policy, trade policy - a government's policy controlling foreign trade , very customer/council-oriented, humility Humility See also Modesty. Humorousness (See WITTINESS.) Bernadette Soubirous, St. humble girl to whom Virgin Mary appeared. [Christian Hagiog.: Attwater, 65–66] Bonaventura, St. washes dishes even though a cardinal. , expects department to be a leader in the field, dependable, good people skills, extensive experience and background" and "makes you feel good about yourself." Evaluating Developmental Needs Manager developmental needs were addressed in the open-ended question section of the MAT. The process reviewed suggestions that managers attempt to be more interactive, be fairer in disciplinary issues, explain departmental goals better, focus less on "politically correct politically correct Politically sensitive adjective Referring to language reflecting awareness and sensitivity to another person's physical, mental, cultural, or other disadvantages or deviations from a norm; a person is not mentally retarded, but " issues, keep employees informed, and stay involved with the employee until specific tasks are completed. Each manager who was evaluated was informed of these suggestions, and plans were made to focus on increasing communication with or to employees, to bring more employees into the decision-making process, to involve more employees in the budget process, and to explain reasons for actions and decisions. These tasks have been incorporated into manager performance objectives for the upcoming performance review. Communicating Communication to and from all levels within the department will be enhanced, especially with the advent of telecommuting telecommuting, an arrangement by which people work at home using a computer and telephone, transmitting work material to a business office by means of a modem and telephone lines; it is also known as telework. in the department. This initiative is a priority A follow-up survey conducted in February 2001 is under study to determine the success of the actions implemented in response to the initial survey. Reinforcing The strongest reinforcement for the MAT is to implement perceivable changes that make a difference. These changes must be timely and meaningful to employees. In addition, the ability of employees to rate managers against results from the previous year provides a performance benchmark that is easily measured. This approach will allow the department to be more effective by exploiting strengths and diminishing di·min·ish v. di·min·ished, di·min·ish·ing, di·min·ish·es v.tr. 1. a. To make smaller or less or to cause to appear so. b. weaknesses in the management of issues and personnel. Lessons The MAT taught the department managers that they do not always see themselves as others see them. Although overall results were very favorable, there were risks and exposures involved in providing employees an opportunity to make confidential feedback. Managers must be willing to accept candid can·did adj. 1. Free from prejudice; impartial. 2. Characterized by openness and sincerity of expression; unreservedly straightforward: In private, I gave them my candid opinion. and constructive input and to key in on action items common to majority response rather than on responses that are polarized A one-way direction of a signal or the molecules within a material pointing in one direction. or emotional. Another lesson was that employees desire the opportunity to provide input. Lessons for managers were not only professional but personal in nature. Both provided opportunity for development. There will be modifications to future surveys. In the gap analysis section, for example, statements and questions will be better tailored to the individual for whom the survey is intended. Also, in the comments section, specific words used as examples for responses will be omitted. They were found to be leading and were often reiterated in employee responses without detailed descriptions that would allow implementation of change. Conclusion The City of Piano Environmental Health Department employed a management assessment tool to gather feedback from employees. The MAT allowed managers to view themselves and their expected job performance through the eyes of employees. Design and implementation of the MAT resulted in a number of perceivable actions undertaken to effect positive change in the morale, attitude, and behaviors of managers and employees. The changes were not as revolutionary as they were evolutionary The department views the tool as a strong and successful step in creating a team-oriented, participatory management style that values employee input. Follow-up surveys will allow employees to rate a manager's success in behavior modification behavior modification n. 1. The use of basic learning techniques, such as conditioning, biofeedback, reinforcement, or aversion therapy, to teach simple skills or alter undesirable behavior. 2. See behavior therapy. in successive years. Corresponding Author: Brian Collins  This article or section is written like an .Please help [ rewrite this article] from a neutral point of view. Mark blatant advertising for , using . , Director, City of Piano Health Department, 1520 Avenue, K, Suite 210, Plano, TX 75086. E-mail: <brianc@gwmail.plano.gov>. References Folkman, J. (1996). Turning feedback into change (p. 78). Lindon, VT: Publishers Press, Novations Group, Inc. Hickok, C. (1995). Improving performance with feedback (pp. 1-174). Resources for Organizations, Inc. RELATED ARTICLE: Actions initiated as a result of findings from the management assessment tool l. Departmental Mission Statement Developed A. Consumer/environmental health division B. Water quality division C. Administrative support division D. Animal services division ll. Departmental Goals/Objectives Defined A. Director's goals/objectives shared B. Manager's goals/objectives shared C. Supervisor's goals/objectives shared D. Five-year forecast shared lll. Departmental Organizational Chart Revised A. Departmental personnel/lines of succession B. Divisional personnel/lines of succession IV. Departmental Pyramid pyramid, structure pyramid. The true pyramid exists only in Egypt, though the term has also been applied to similar structures in other countries. Egyptian pyramids are square in plan and their triangular sides, which directly face the points of the of Functions A. "How I Fit In" pyramid B. Self-directed-work-team pyramid V. Standard Operating Procedures standard operating procedure Medtalk A technique, method or therapy performed 'by the book,' using a standard protocol meeting internally or externally defined criteria; a formal, written procedure that describes how specific lab operations are to be performed. Initiated A. Hazardous materials response B. Indoor air quality Indoor Air Quality (IAQ) deals with the content of interior air that could affect health and comfort of building occupants. The IAQ may be compromised by microbial contaminants (mold, bacteria), chemicals (such as carbon monoxide, radon), allergens, or any mass or energy stressor C. Temporary food establishments D. More proposed/under review VI. Career Ladder The Career ladder is a metaphor or buzzword used to denote vertical job promotion. In business and human resources management, the ladder typically describes the progression from entry level positions to higher levels of pay, skill, responsibility, or authority. Opportunities for EHSs A. Position upgrade proposed B. Lead EHS EHS Environmental Health and Safety EHS Early Head Start (pre-school program) EHS Extremely Hazardous Substance (EPA) EHS Environmental Health Services EHS Exchange Hosted Services development opportunities via training/education VII. Communication A. Staff input on budget B. Subgroup sub·group n. 1. A distinct group within a group; a subdivision of a group. 2. A subordinate group. 3. Mathematics A group that is a subset of a group. tr.v. meetings (telecommunications Communicating information, including data, text, pictures, voice and video over long distance. See communications. , e-commerce) C. Greater confidentiality D. Open-door policy E. Greater interaction F. Performance goal for managers [Figure 1 omitted] [Figure 2 omitted] FIGURE 3 Departmental Survey--Section B, General Information 1. What values, beliefs, behaviors do you think are important to this department? Division? 2. How would you describe the atmosphere/environment of this department? Division? 3. What areas of strength do yen see in this manager? 4. Have you observed positive or negative change in the last year? Please explain. 5. What areas need development in this manager? 6. Have you observed positive or negative change in the last year? Please explain. 7. What can the management team do that would significantly improve your ability to do your job? 8. Have yen observed positive or negative change in the last year? Please explain. |
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