The Dream Project Future of Work ORGANIZATION DESIGN- KEYS Hotels
Manu Chaudhary | Strategic Design Management’14 | National Institute of Design
We don’t have to worry that the cosmos will be changed by our theories about the cosmos. The planets really don’t care what we think or how we theorize about them. But we do have to worry that human nature will be changed by our theories of human nature. Because human nature is very much the product of society that surrounds us. Human nature is more created than discovered. We “design” human nature, by designing the institutions within which people live. - Barry Schwartz
About the Project
The following project has been undertaken as my Mater Thesis sponsored by Keys Hotels, Berggruen Holdings. This project deals with broadening the horizon of our understanding of a best employer from just incentivizing the employees to solving the problems of humanity. Need of the hour is therefore to find out how can we retain core human values of empathy and compassion, yet solving issues our planet will be facing in the mechanized world filled with robots.
Please note
Compiled below is an overview of project intending to share a broad idea about the methodology followed and outcome achieved. The complete project could not be uploaded to view online as it is still in progress and most of the research work has not yet been verified through pilot testing and implemented by the employer. Complete project details can be discussed in person.
Three waves of economy 4th Industrial Revolution
Mechanization
Industrial Age
Digital Age
Automation Age
Capital: Natural Resources, Water power, Steam Power
Capital: Mass Production, Assembly line, Electricity
Capital: Mind, Information & Technology
Blurring lines between physical, digital and biological spheres
WORK 1.0
WORK 2.0
WORK 3.0
WORK 4.0
- Complete ownership & control on the work - People worked for themselves
- People work for pay - Divided Labor - Repeated Jobs
- Employee centric - Employees well informed and capable of making choices
- Human centric - Retaining human values in the world of machines will become crucial
Autonomy & freedom for decision making
Humans = Brains Humans want Payoffs
Humans = Brains + Hearts Humans want Value
Humans = Brains + Heart + Spirit
Humans want Worth
When the industrial age began, people worked 6 days a week to earn food and shelter. Today, most of us have these handled by Tuesday afternoon. Our traditional organizations are not designed to provide for people’s higher order needs, self-respect and self-actualization. The ferment in management will continue until organizations begin to address these needs, for all employees.
Project Brief PROJECT BRIEF: STRATEGIES TO BECOME THE BEST EMPLOYER In today’s rapidly evolving world, best employer is not the one who is the best paymaster in the industry, but the one who care for everything and do the best possible. How design thinking can contribute to the business objective of KEYS’ Hotels “To become the best employer” across all facets of their business and also help the organization contribute in making world a better place to live!
Design Process FOCUS + DESIGN
DISCOVER + REFINE
STRUCTURE + PROTOTYPE
TEST + IMPROVE Pilot Details & Plan of Action
Secondary Research
Primary Research
Scripting Strategies
- Data Mapping - What makes a best employer - Future of work - Meaning of work
3-layered peeling model - Layer one - Layer two - Layer three
Planning immediate actions
Redefining the Brief
Data Analysis - Cluster formation
Phase One
FOCUS + DESIGN FUTURE OF WORK BEGINNING OF FOURTH INDUSTRIAL REVOLUTION
CULTURE AT KEYS’ SECONDARY RESEARCH ON CULTURE AT KEYS
Smart systems would help people solve every problem
Open door policy
Occupations under transformation, softer skills becoming more important
Flat hierarchy, Every employee is equal
Efficiency measured not just in numbers but well-being also No compromise on poverty of spirit for relieving material poverty People work no longer for money but for creating human values
WHAT GOOGLE DOES
Self learning and self growth is the focus Young organization driven by majority of youth Aim to grow into 50 Hotels by 2050
HOSPITALITY BENCHMARK: Ritz Carlton
At google, Transparency is valued. Things are default to open
Ladies and Gentlemen of Ritz Carlton
Platform where everyone can see what others are working upon
The answer is Yes, What is the question?
Decision making is a group thing Managers are there to motivate teams, not decide for them Hiring is the most important activity at google People are highly motivated because they can see themselves growing with the company
The new gold standard Customer is always right The service excellence culture
MEANING OF WORK CORE | PERIPHERAL | MAGIC IN WORK CORE:
Just a Job Work
Survival
PERIPHERAL:
Motivation: Extrinsic & monetary
Motivation: Upward ladder
Work to receive pays & benefits
Work for individual success & prestige Job as an opportunity
Job as basic necessity
Work
Growth
MAGIC:
Work
A Career
A Service
Making world a better place
A Calling
Motivation: Value generation
Motivation: Intrinsic & Satisfactory
Work to give back to society
Work to fulfil a larger goal
Job as a responsibility
Job as a meaning
BEST? ONLY MEDIOCRE CAN BE THE BEST. Work inward to discover our own internal standards. While starving to be number one in our field, we can only aim to be “better” than others or “best” in our field. But the vision should always aim for “perfection” rather than just being the best.
Phase Two
DISCOVER + REFINE
PRIMARY RESEARCH ITINERARY
Visit as a Customer Mumbai: KEYS Hotel Nestor, June 2016
Visit as KEYS Corporate Employee Pune: KEYS Hotel Pimpri July 2016 Visit as KEYS Corporate Employee KEYS Hosur Road, September 2016
Visit as a Customer Kochi: KEYS Hotel Kochi, Aug 2016
Visit as a Customer Chennai: KEYS Katti Ma August 2016
3-LAYERED PEELING MODEL Layer One: Behavior (Visit as a customer) Objective: To understand the apparent behavior of employees Method: Participant observation, Shadowing, Probing
On the basis of data captured and analysed during secondary research, a three layered peeling model (Primary research toolkit) has been designed for conducting primary research. The tool-kit includes 3 layers of peeling performed using multiple methods (Probing, Shadowing, Metaphor Elicitation, Story boarding etc.) The tool peels and uncovers layer by layer behavior (what), emotions (why) and feelings (how) of employees at Keys Hotels.
Layer Two: Brain (Visit as Keys corporate employee) Objective: To understand the hidden meanings of organization’s culture, coworkers and their job in employee’s brain. Method: Storyboarding, Probing, Ethnographic Staging
Layer Three: Feelings (As one of them) Objective: To understand feelings triggered by the emotions prominent in organization’s culture. Method: Metaphor Elicitation, Interviews, Observation
LAYER ONE: BEHAVIOR VISIT AS A CUSTOMER
LOSS OF OPPORTUNITY
LACK OF COMMUNICATION
NO STRONG NICHE
Employees have incomplete and faulty understanding of brand values, new policies and brand standards.
• Employees lacking purpose to work with KEYS’
Loss of opportunity
• Employees interacting with customers lack decision making • Employees unable to see hidden opportuni ties of customer delight
FEAR OF SUPERIORS
• Lack of sense of belongingness to the Brand • Employees come for job and leave for career
PASSIVE APPROACH
• Change in body language and behavior in front of seniors
• No extra efforts made by employees to de light the customer
• Prominent hierarchy in decision making pro -cess
• Employees needs to be reminded by the customer for his extra needs
LACK OF STANDARDIZATION
• Lack of standardized training • Lack of standardized communication • Lack of awareness in brand standards and brand promises
LAYER TWO: BRAIN
VISIT AS KEYS CORPORATE EMPLOYEE PROCESS Research has been carried by conducting a participatory team building workshop at Keys Hotels Hosur Raod, Bangalore. Workshop had various activities planned to extract insights on the meanings employee’s brain creates.
Marshmallow Tower Objective: Ice breaking, Collaboration and attention to speaker Method: Marshmallow Challenge by Tom Wujec
Alien Interview Objective: Understanding the hidden meanings & organizational imprints in employee’s brain through words Method: Probing
Image boarding session Objective: Understanding the hidden meanings through visuals Method: Metaphor elicitation
Act it out Objective: Understanding the hidden meanings through actions and body language Method: Ethnographic Staging
LAYER TWO: BRAIN RESEARCH INSIGHTS
ALIEN INTERVIEW • Employees lack a larger purpose of being associated with Keys Hotels • Employees unable to identify a differentiator that makes the brand stand out in the crowd • Lack of clarity on the direction organization is heading towards (business/leisure hotel) • General Managers of the units have a positive and strong connect with unit employees and is considered as father of the hotel • Employees at the lower level unaware about organization’s major challenges
IMAGE BOARDING SESSION
Image boards compiled by the participants during workshop
IMAGE BOARDING SESSION • Employees feel physically & mentally stressed due to a constant performance pressure • Seek relaxation and comfort • Employees unable to overcome their fears • Seek adventure and thrill in their job • Employees cherish the joy of serving customers • They seek freedom and global exposure • Lack of human connect in organization. Strong need of building relationships at workplace • Employees strive for more freedom of decision making and creativity in their jobs • Employees want to see the value they create in lives of their guest
ETHNOGRAPHIC STAGING • Lack of ownership among employees towards their work • Seniors pass on the burden to their juniors • Junior staff is not empowered enough to decide for the customer satisfaction • Employees feel stress due to performance pressure • Warnings and fear of superiors is a way to get things done • Fear based leadership • Employees feel disappointed and disheartened by the end of the day
LAYER THREE: FEELINGS
LIVING WITH THEM, AS ONE OF THEM HOW DO YOU FEEL BEING A KEYS’ EMPLOYEE?
Images shared by employees
HOW DO YOU FEEL BEING A KEYS’ EMPLOYEE? 1. Employees strive for more enthusiastic and exciting teamwork 2. Individuals very positive about their colleagues 3. Employees look forward to serve customers and feel happy if the customer is satisfied 4. Employees feel less motivated and do not put their maximum efforts because they feel their efforts will go waste 5. Unclear and chaotic job expectations 6. Lack of sense of achievement 7. Employees feel over promised and under delivered 8. Negative emotions in employees like feeling cheated and suppressed by the organization are prominent 9. People feel they have potential unexplored by the organization 10. Employees feel their work can be more creative and meaningful 11. Employees feel less appreciated for their efforts 12. Lack of trust is the major issue faced by people 13. Employees believe organization has huge potential for growth and are ready to work towards it, but feel restricted and uninformed to contribute
LACK OF SHARED VISION IN THE ORGANIZATION
DATA ANALYSIS
CLUSTER MAPPING
Employees feel restricted and informed for contributing in organization’s growth Employees lack a reason of being associated with Keys
Employees believe their efforts go waste Want to see value they create in lives of their guests
Lack of ownership
Unclear and chaotic job expectations
They believe to have unexplored potential
Employees unable to articulate unique differentiator that makes Keys stand out in the crowd
Guest is god
Employees say their work can be more meaningful
Employees cherish the joy of serving their guests
Seniors shift the burden of responsibilities to juniors Employees strive for more freedom of decision making and creativity
Lack of clarity on the direction organization is heading with respect to employee’s job
Employees strive for more enthusiastic and exciting teamwork Lack of ownership
Lack of trust
Employees willing to contribute for organization’s goal but feel uninformed
NEED TO DERIVE SHARED DEPARTMENT VISION ALLIGNED WITH SHARED VISION OF KEYS
I am my position syndrome
Lack of sense of achievement
Seek endurance and thrill in their jobs
Employees feel overpromised and Employees strive under delivered for more freedom of decision making
Employees unaware about organization’s major challenges
NEED TO COMMUNICATE THE SHIFT IN FOCUS OF ORGANIZATION FROM PAYOFFS TO PEOPLE Lack of clarity on the direction organization is heading with respect to employee’s job General Manager: father of the hotel
Internal campaigns and initiatives not working Unit level employees unaware about organization’s direction and major challenges
Incomplete and faulty understanding of brand values, new policies and brand standards
Lack of internal communication channels
Insecurity of losing job
Employees unable to overcome fear Warnings and authoritarian orders are ways to get things done
Takes approval on everything, fear of committing mistake
Change in body language in front of superiors
ORGANIZATION RUNNING ON FEAR
NEED TO REDUCE WORK PRESSURE ON EMPLOYEES
Physical and mental stress Performance pressure 0.7 staffing, need of more efficient employees
Policies of selflearning through e-portals
Employees seek relaxation and comfort
Phase Three
STRUCTURE + PROTOTYPE SCRIPTING STRATEGIES
ANALYSIS: Lack of Shared Vision in the organization
KEY INSIGHT: As part of primary research employees were asked “what do you want to create?”. Their answer revolved around “feeling of joy among the guests by serving them the way they want to be served” this makes them feel equally joyous.
PROPOSED STRATEGY: DERIVING A SHARED VISION FOR KEYS HOTELS FOUNDATION OF WHICH IS THE JOY OF SERVICE.
ANALYSIS: Departments at unit level are not inclined with the goals and objectives of the organization
KEY INSIGHT: Employees across the organization are less willing to take ownership of their work. There is an organizational habit of shifting the burden to subordinates or other team members.
PROPOSED STRATEGY: Need to derive SHARED DEPARTMENT VISION across all departments, aligned with the shared vision of Keys Hotels. • Unit level employees to come up with their shared department vision with help of General Manager. These department visions should be standardized later by corporate office across all units. • Circulation of KRA which state goals and responsibilities of an individual’s position should be stopped.
ANALYSIS: Organization is falling short on communicating its focus and intent to the employees
KEY INSIGHT: Need to communicate often with the employees about the shift in focus from payoffs to people
PROPOSED STRATEGY: SHIFTING FOCUS ON OUR PEOPLE with Keys completing a decade in the industry needs to be communicated throughout the organization. • GM meet to be organized in Keys corporate office to communicate the intent and shift in focus well in advance • Formation of Local/Zonal board of directors to move decision making down in hierarchy • Encouraging local decision making across all units. General Manager to act as a facilitator • Internal communication about employee initiatives and campaigns to be rolled out in the form of table communication in cafeterias. • Changing Initial conditions: crafting induction program for the organization
ANALYSIS: Organization running on fear
KEY INSIGHT: “What” is less important that “Who”. If boss proposes an idea, it is taken seriously. If someone else does, it is ignored.
PROPOSED STRATEGY: Formulation of an internal campaign called “CELEBRATING MISTAKES”. which helps eradicating fear of committing a mistake and not communicating it to the co-workers.
ANALYSIS: Employees striving for a relationship driven organization culture
KEY INSIGHT: Employees feel lack of human connect in their workspaces and strive for building relationships at work.
PROPOSED STRATEGY: Need to build a RELATIONSHIP DRIVEN CULTURE • Daily briefing sessions should not just restrict to task allocation but utilized as a platform to build motivated and enthusiastic teams. • Building organizational habit of practicing gratitude at the end of the day • Feedback meeting should be shifted from the concluding session to the afternoon session • Revamping WOW card for peer appreciation • Deriving an empathy driven compassionate leadership
LESS EMPLOYEES,
FATIGUE AND
MORE WORKLOAD
STRESS
LESS PROFIT AND
PRICE CONCIOUS
LOW QUALITY
COST CUTTING
CUSTOMER
SERVICE
0.7 STAFFING RATIO
ANALYSIS: Need to reduce work pressure on employees
KEY INSIGHT: The organization promotes self-learning through e-portals created for employees across all units. With business becoming a cultural norm of the organization we cannot expect employees to learn when they have little time to think and reflect, individually and collaboratively.
PROPOSED STRATEGY: NEED FOR MORE TRAINING AND GROOMING SESSIONS FOR EMPLOYEES. TRAINING MANAGERS TO BE RESPONSIBLE FOR CONDUCTING THESE SESSIONS ACROSS ALL UNITS.
A STEP AHEAD
PLANNING IMMEDIATE ACTIONS 1. REVAMPING WOW CARD: BUILDING A CULTURE OF APPRECIATION OBJECTIVE OF WOW CARD: To build a culture where efforts are valued and appreciated HOW IT WAS LAUNCHED: • WOW card was launched as a reward and recognition program • Employees were encouraged to give wow cards to their colleagues on delivering exceptional services • Only department heads, HR person and GM were supposed to nominate the employees to be awarded with wow cards WHY IT FAILED: • Mismatch/Gap between the objective of introducing wow card and the expectation of how it should function in the organization
- Perception of employees on wow card as a medium of reward and recognition for delivering exceptional service - Strong perception that it can be given by seniors to subordinates
• Lack of clarity on purpose, procedure, benefits and reasons of giving a wow card
CURRENT CHALLENGES WITH WOW CARD • No encouragement/initiative taken to foster usage of wow cards in the organization • Strong perception of wow card as a medium to appreciate work performance of employees • Employees perceive it as a card given by seniors to their subordinates • Unit level staff lacks knowledge on how to fill the card • Employees find it difficult to express their emotions in writing • Frequently filled wow cards says: Good job, well done, Good support • Lack of accessibility/visibility of wow card (locked behind the shelves of HOD & HR) INSIGHTS CAPTURED • Mismatch that exists between the intent and actions has created an unclear picture and varied perspectives of WOW card within the organization • Juniors are reluctant to give WOW cards to their seniors because they feel hesitant to review and appreciate senior’s work performance • As it is linked to work related appreciation, people might not want to appreciate others if it is not at all benefiting them • WOW cards when shared on target completion by seniors, strengthens the perception of it be ing a reward and recognition card given from top to bottom in the hierarchy • New employees joining in the organization are not being communicated on the internal em ployee initiatives and therefore do not know about the WOW card in details
SCRIPTING STRATEGIES: REVAMPING THE WOW CARD • Repositioning wow card as a “shared reward”
- Give: It belongs to “you”
- Share: It belongs to “us”
• Internal campaign called “Share a wow” to be rolled out during relaunch of wow card • Train/Inform employees on how to fill a wow card using table communication. • First table communication to be rolled out on wow card: 3 steps to wow • Redesigning the card • Making wow card more accessible by installing wow booths • Wow cards should not be linked with any monetary rewards • Internal role-plays across all hierarchies to break the preconceived notions
WOW CARD REDESIGN
30% space allocated for message Blank space for your message
70% space for Keys Branding
Existing wow card
Existing wow card
Design cues Personalized message Redesigned wow card
Redesigned wow card
2. SETTING UP INDUCTION PROGRAM: CHANGING THE INITIAL CONDITIONS CURRENT PRACTICES: • Corporate office: One-day program which includes welcoming new joinee in the morning and handing over forms to fill. After a basic power point presentation, training manager introduces new joinee to rest of the employees. • Owned properties: Half day induction program focusing on introduction of the company, hotels, unit and departments. Later a property tour is followed with generic HR related discussion. • Managed Property: Same as owned properties • Franchise Property: No predefined format and procedure to conduct the induction WHY IS IT FAILING: • No predefined guidelines for induction (at various levels) of employees • Induction is not able to help employees settle down in the organization by answering to all their anxieties/excitement effectively, because of which employees takes a lot of time to imbibe the culture • Inductions is not able to help new joinees figuring out their larger goals in the company • Less detailed induction leaves employee’s queries unanswered
CURRENT CHALLENGES WITH INDUCTION • No standardized process of induction leads to multiple methods of practice • Due to this lack of standardized process, employees start working without being inducted and gradually feel clueless about their work and company’s expectations • Non-standardized induction unable to communicate the brand standards and initiatives to new joinees creating mismatch in key values and culture SCRIPTING STRATEGIES: REDESIGNING INITIAL CONDITIONS • Induction program as first step for introducing new joinees to company’s culture • Positioning Keys as a home away from home • Inducing belongingness in employees through redesigned induction process • Empathy based induction, designed by understanding emotional journey of a new joinee
Phase Four TEST + IMPROVE
PILOT TEST AND IMPLEMENTATION 1. WOW CARD REVAMP
INFORM (2-3 WEEKS) LAUNCH PHASE OBJECTIVE: Reposition the WOW card among KEYS employees as a SHARED REWARD
Introduced through a video message by Corporate office employees and CEO Post introduction, training employees on HOW TO FILL A WOW CARD and install wow booths to increase accessibility of wow card Motivating employees to come forward and share WOW with their co-workers Outcome: First hand clarity to unit level employees on WOW card and reasons to share the WOW
Wow booth installed in Keys Pune- Pimpri
Redesigned Wow cards placed inside the booth
COMMUNICATE (3 WEEKS) COMMUNICATION PHASE OBJECTIVE: To build a recall and connect with launch event How to fill a WOW card? How it feels to share a WOW?
• Table communication designed for “3 steps to wow “campaign • Internal role play videos
Pilot test of table communication in Keys Pune- Pimpri
MOTIVATE (8 WEEKS) MOTIVATING EMPLOYEES OBJECTIVE: To motivate employees by recognizing those sharing a wow Continue doing internal role plays Recognizing employees sharing wow in town hall meetings (Role play videos were compiled and sent across all Pune Pimpri for pilot testing)
2. INDUCTION REVAMP
PRE JOINING • HR managers of the respective hotel to email the employee • HR manager then internally emails the HODs about the new joinee • HR manager responsible to brief the security guard about the new Joinee along with his name
JOINING (Day 1) • On employee’s arrival, security guard greets his with his name and asks him to go to room of fame • HR manager joins in after 10 minutes & gives the new joinee his “Key Treasure Box” Welcome note by the CEO Employee handbook (pocket booklet) Employee ID Card Name badge HR Forms and Papers Newbie T-shirt
JOINING (Day 1) • HR manger then orally informs about the two session for induction • Induction plan is then shared with the employee • Induction presentation (topics to be covered before lunch) • Lunch at cafeteria • Post lunch department meeting
T-shirt designer for new joinees to wear during induction
JOINING (Day 2) • Employee to submit the forms which was given to him on Day 1 • HR manger to ask the employee experience so far • A 2 month plan to be shared with the employee
POST JOINING • New joinee will have 3 feedback and improvement meetings (once in 2 months) with HOD • Post Joining review form to be filled by the HR manger and submitted to corporate HR
Induction guidelines were designed and circulated further for pilot test. For more information, guidelines can be referred.
Manu Chaudhary | Strategic Design Management’ 14 | National Institute of Design