Work

WorkStyle Patterns® (WSP) Inventories

Mark Jepperson, Consultant

Mark Jepperson, Consultant

WorkStyle Patterns® (WSPTM) Inventories

The WSP™ Inventories determine WorkStyles. The WSP™ Individual Inventory identifies how a person prefers to work (WANT), and what he or she is actually doing (IS).

The degree of alignment or misalignment of WANT to do and IS doing creates what is called WSP™ WorkStyle Stress. Large misalignments create either personal stress (the performer wants to do more of that kind of effort) or organizational stress (the performer wants to do less of that kind of effort).  These stresses are indicators of potential waste.  When WSP™ WorkStyle Stress is small there are happier and higher performing employees or in other words, you have a fit between the work and the workstyle of the individual performing that work.

Work Design

These results provide a vital foundation for improving work performance, reducing stress, and more. The WSP™ Inventories can augment client organizations’ internal development, performance, and organizational effectiveness programs, but they are most effective when coupled with coaching from a certified WSPTM facilitator.  The facilitator can help the individual and the organization better design the work and help the individual adjust when options for change are limited.

The companion WSP™ Position Expectation is the inventory where the employer establishes what the content of the work effort SHOULD be. That provides three views of work that can each be designed and adjusted for the available resources at hand. Additionally, it can be used to identify and specify what may be missing and should be sought. The coaching conversations using this framework allow for insight and appreciation that build relationships and commitments to improved performance, both individually and organizationally. Supplemental WSPTM processes for group feedback are the Team and 360 Feedback Inventories. These further the definition of organizational expectations about what is required (SHOULD) in the work.

WSP™ Alignment products, processes, and data are helping a wide range of organizations in a variety of industries and professions develop exceptional workplaces. Their goals are to achieve market prominence, reduce costs, keep superior employees, and improve output and quality. They demand superior results because their success depends upon it.

So, yes, organizations should have vision, mission and value statements, goals, work breakdown structures, and work descriptions. What WSPTM does in the hands of a skilled facilitator is take that Strategic Work Alignment further to the individual performer of required work.

Please contact Strategy1 to talk to a certified WSPTM facilitator for more information and/or to define possible next steps for your organization’s challenge at hand.

Related Articles: Strategic Work Alignment; The Process of Strategic Work Alignment

Copyright © 2014 by The McFletcher Corporation and Working Change LLC in association with Strategy1

As you read through this article, what scenario or challenge facing your company did you have in mind? I would love to discuss this with you at your convenience.

The Process of Strategic Work Alignment

Mark Jepperson, Consultant

Mark Jepperson, Consultant

It all starts with the customer’s demand for work, but what Strategic Work Alignment changes is how businesses respond to that demand. It helps release human potential in both individuals and working teams. Instead of thinking work is rigidly fixed we now know work is malleable. Work can be broken down into its component parts, and then reassembled in ways that better fit how individuals perform that work. It is an alignment of what work demands coupled with the work style preferences of the performer.

Types of work

One way to think about reassembling work is to realize that work is malleable and can be divided into building blocks of effort (and associated thought). These building blocks are:

  • Task efforts - a focus on product or service
  • Project efforts - a focus on projects and people
  • Organizational efforts - a focus on goals and results
     

These building blocks can be organized and assigned in new ways that improve work performance. It is still the same sum of work, but organized and distributed in ways that also meet the preferences of the individual performer. As one considers rearranging work content, it is important to realize that there is a natural energy and enthusiasm people can bring to bear if their work has been designed to release their personal potential.

Consider which statement would be easier to accomplish (given that both satisfy customer demand):

  • Change your employees to meet work demands
  • Change the work content to fit your employees skills and preferences

The first statement treats employees as a tool to be applied, without recognition of who they are as people. This naturally leads to organizational resistance.  It also explains the dynamic of why companies hire for skill and fire for fit which is wasteful to both the company and the individual.

The second statement reduces performance resistance by designing work that delivers value by respecting the humanity of performers. Strategic Work Alignment is designing work to meet the needs of the customer, organization, and individuals.

Related Articles: Strategic Work Alignment; WorkStyle Patterns® (WSPTM) Inventories

Copyright © 2014 by The McFletcher Corporation and Working Change LLC in association with Strategy1

As you read through this article, what scenario or challenge facing your company did you have in mind? I would love to discuss this with you at your convenience.

The High Cost of Low Performers

"There is a high cost to keeping low performers on your payroll. Their productivity is lower. Other workers have to take up the slack. These higher performers can accommodate the poor performer to an extent. Then resentment and fatigue set in and morale often declines....Can your company afford to keep its low performers? Do you have a strategy to encourage and support high performers to even greater heights while working with low performers to move them up or out?"

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