Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
springs /rom asing all your orers t(e
simple 1uestion, “ What do you think?”  *onald Peterson
3ormer +(airman o/ 3ord
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
4 Measurement, nal!sis, and "no#ledge Management
$ %ork&orce Focus
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
%.0 4or/orce 3ocus
)o do you ena7le employees to accomplis( t(e
or o/ your organi8ation
 5 *escri7e (o your organi8ations or and ;o7s ena7le
all employees and t(e organi8ation to ac(iee (ig(
per/ormance.
related or/orce practices ena7le employees and t(e
organi8ation to ac(iee (ig( per/ormance.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
%.0 4or/orce 3ocus  5 %.2 4or/orce Enironment
)o do you contri7ute to employee learning and motiate employees  5 *escri7e (o your organi8ations employee education,
training, and career deelopment support t(e ac(ieement o/ your oerall o7;ecties and contri7ute to (ig( per/ormance.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
%.0 4or/orce 3ocus
)o do you contri7ute to employee ell<7eing and
gro employee satis/action
contri7ute to t(e ell<7eing, satis/action, and motiation
o/ all employees.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
e//ectieness is 7y inoling employees at
all leels.  5 E//ectie employees are t(e ones (o understand
(o t(eir ;o7s /it into t(e oerall sc(eme o/ proiding
products and serices to customers.
 5 E//ectie organi8ations are a7le to tap into t(e
noledge and sills o/ t(eir employees.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
*emings 3ourteen Points < )R  5 >. ?nstitute training on t(e ;o7
 5 #. ?nstitute leaders(ip
 5 9. @rea don 7arriers 7eteen departments
 5 60. Eliminate slogans, eA(ortations, and targets /or t(e or/orce.
 5 66. Eliminate ar7itrary or standards and numerical 1uotas. Su7stitute leaders(ip.
 5 62. Remoe 7arriers t(at ro7 people o/ t(eir rig(t to pride o/ ormans(ip.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
 'ssessing +orporate +ulture and
di//icult, i/ not impossi7le, it(out t(e
inolement and cooperation o/ t(e
employees.
Employees at all leels must 7e inoled in
decisions t(at a//ect t(eir ;o7s.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
Ceaders need to no and understand:  5 employee attitudes related to or li/e
 5 employee attitudes concerning pay and 7ene/its
 5 employee attitudes concerning communications
 5 employee attitudes concerning leaders(ip and superision
 5 employee attitudes concerning appraisals
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
 5 Employees 7e(ae according to t(eir
interpretations o/ t(e signals corporation
leaders(ip sends t(em.
interpreting t(roug( t(e day<to<day actions o/ t(e
corporation
interpreting t(roug( employee policies
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
t(in /lies in t(e /ace o/ 7asic -QM
concepts.
 5 Must rely on /acts and data, not (unc(es and
guesses
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
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)uman Resource *eelopment
 ;o7 as a leader is to manage t(e c(ange
necessary.F *r. 4. Edards *eming
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
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)uman Resource *eelopment
eApectations o/ customers it(out support
/rom all areas o/ t(e corporation.
 5 Must assess t(e internal customers
perceptions
(om t(ey depend
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
@e(aioral +(ange
 5 ' person ill tae an action t(at ill produce a
result. -(e result is seen and interpreted as
eit(er positie or negatie. @ased on t(e
interpretation o/ t(e result, t(e person
modi/ies (is or (er attitude and acts di//erently
t(e neAt time in order to produce an
appropriate result.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
culture 7y descri7ing t(e ne attitudes it
sees as D1uality /irstF 7ut /ails to tae t(e
steps needed to in/luence t(e action
employees tae.
 're eApectations aligned it( reards
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
attitudes, 7ut it taes a great deal longer to
get (undreds o/ people to act di//erently.
 5 ?/ you t(in c(ange is easy, try to c(ange one
t(ing a7out yoursel/.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
Employees are looing to leaders and asing t(e 1uestion: D4(at do you ant me to do tomorro t(at is di//erent /rom (at ? am doing todayF  5 +ommunicating t(roug( leaders(ip actions
and eAamples is paramount to c(anging 7e(aior.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
Good )uman Resource Practices /ollo t(ese general guidelines:  5 Ceaders(ip inolement
 5 Supportie leaders(ip actions
 5 +ontinuous learning and training
 5 Reards, recognition, and cele7ration
 5 +onstant, on<target communications
 5 -racing o/ t(e rig(t indicators Hgood measuresI
 5 Utili8ation o/ teams
 5 Utili8ation o/ planning
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
Modi/y eAisting reard systems 7y considering:  5 +ustomer eApectations, not t(e ;o7 description (en
generating t(e indiiduals ;o7 eApectations.
 5 Results eApectations meet di//erent criteria t(an management<7y<o7;ecties statements.
 5 Per/ormance eApectations include 7e(aioral sills t(at mae t(e real di//erence in ac(ieing 1uality per/ormance and total customer satis/action.
 5 -(e rating scale re/lects actual per/ormance.
 5 Employees are actie participants in t(e process.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
reards, eApectations, leaders(ip actions,
and customer needs.
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
attitudes
related to our employees
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
o7;ecties
improing our employee per/ormance
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
)o
< +ustomer and Maret 3ocus  're e communicating use/ul customer and
maret in/ormation to our employees in a
manner t(at improes t(eir ;o7 per/ormance
and en(ances customer serice
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
Management )o are our employees gat(ering, analy8ing,
disseminating and using in/ormation related to our
ey processes
systems in place t(at en(ance employees a7ility to
o7tain and use in/ormation
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
)o
< 4or/orce 3ocus *o our employee policies and reard systems
support improement actiities related to our ey
processes
support education, training and sel/<improement
*o our employees lin t(eir day<to<day actiities to
t(e oerall /inancial (ealt( o/ t(e organi8ation
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
< Process Management )ae t(e ey processes supporting a customer
/ocus 7een identi/ied and improed 7y en(ancing
employee inolement, sills, and capa7ilities
4(at process does our organi8ation use to
improe t(e or enironment
 
Summers: Quality Management, 2nd. ed. © 2009 Pearson Education, Upper Saddle Rier, !" 0#$%&.
 'll rig(ts resered
)uman Resource *eelopment
< Results *oes our sill at managing our ey processes
include utili8ing our employees sills, noledge, and capa7ilities
)ae t(e c(anges e (ae made to employee policies improed our 7usiness results