Part One
1. What is it that you like most about your job? This doesn’t sound like it’s a tough question, but for me it is. I LOVE my job, liking it doesn’t quite fit the bill. Perhaps the question is, What is most rewarding for you in your job? Now that’s easier! The most rewarding aspect of my job is helping employees become better and more productive workers. Even during a discharge (I work in Human Resources), the hope is that the employee is learning something so that at his/her next job, he/she can perform at a higher levels.
2. What is it that you like least about your job? The mountains of paperwork.
3. What would you like to do in the future? I’m realizing my “future”. I’ve worked very hard to get to this point. For now, I’m satisfied. On a personal level, I’d love to be a Grandmother! But, alas, my children are not married and I can't control this one!
4. What would you most like to learn? I’d really like learn everything I need to know to pass the SPHR certification exam! Very tough certification.
5. When do you feel you do the best work? In the very early morning (at about 4am).
6. Who do you enjoy working with the most? People…I generally don’t have a preference.
7. What is most important to you in your job? That I am (consequently, my decisions) respected. That people regard me as a person with integrity. That my character speaks to who I am. That the revelation of who I am translates into treating people with respect and dignity. That treating people fairly and well will net results untold here.
Part Two
1. What three things, if I did them would give me the greatest boost to my career?
A. Pass the SPHR exam
B. Finish my degree
C. Lose the perfectionism plague
Part Three
1. Analyze one of your first jobs in light of the Fundamentals of Motivation discussed by Sanborn.
A. I’ll address a job I had at the home office of a major insurance company in the Claims department. (Not in this state!)
Fundamental #1: You get the behavior you reward.
□ Identify behaviors to reward – The insurance company was very good at this. They told me often of specific behaviors they found positive.
□ Give rewards that people value – Also good at this. I received logo wear, gifts that I could choose, etc.
Fundamental #2: Create an environment in which people will make the right decision.
□ Conduct quality of life surveys – They didn’t do this or anything like it. However, the President would go through the employee parking lot to see if any “old” or unacceptable cars were present. If he found one, he’d write a note on how to buy one from the company fleet. He felt like those kind of things reflected on the corporate image.
□ Shows the difference between intrinsic and extrinsic motivation – not so good, see above for example.
Fundamental #3: Model the behavior you are seeking.
□ You can’t expect much unless you are willing to give much – True, true, true. The leaders were always in clear view of employees at all events! Even eating lunch in the cafeteria together on a daily basis, not just special occasions.
□ Have the same level of enthusiasm you expect – yes, see above
Fundamental #4: Behaviors to reward:
Progress, not activity. Not input, but output.
For working together. There is little reward for cooperation. “Praise a peer” program. Jot a note to colleagues who do a great job. Get rid of 100 business cards.
For failing less. Note when they are only 10% behind now. The “home run” mentality blinds us to this.
For exceeding expected performance levels. Solicit input, and reward.
For solving problems, not just spotting them. Let them implement the solutions.
For trying new things. Successes can come from failures that have been repositioned (e.g., Nyquil).
For saving money.
For customer service.
The insurance company hit all these components. There were always rewards for those that chose to earn them. Example: doing a good job resulted in the president coming by your cubicle to tell you so. Many, many examples of reward behaviors.
Fundamental 5: Rewards
MONETARY REWARDS – did not necessarily link pay to performance. However, did have a program for attendance rewards.
NON-MONETARY REWARDS – always did this well!
TANGIBLE REWARDS (non-monetary) – did very well see above.
Fundamental #6: Celebrate – did well once a year for EVERYONE..closed the doors and business one afternoon per year in July to celebrate the success of the business.