Archive for category Incentive
Today is a snow day for government employees in DC. Oh, wait, never mind. You still have to get to the office but you are allowed a two-hour delayed arrival time due to inclement weather in the DC area. Some federal government employees may choose to brave the weather and make their way through the snow to get to work, while others will take advantage of the opportunity to take an unscheduled telework day.
Those that choose the latter will reap the benefits of several values that come along with teleworking, according to a study, that also includes a ROI Toolkit, conducted by the Mobile Work Exchange in conjunction with the Office of Personnel Management (OPM). The findings review the advantages that not only individual government employees enjoy by teleworking but the value that the agency benefits from by authorizing more employees to work in a mobile work environment.
Commuting costs – By teleworking at least one day per week; employees can save time and money on their commute. This benefit is primarily for the employee, however, the agency can still use this value to increase a current employee’s commitment or attract new talent to the agency.
Transit subsidies – This value helps agencies save money by reducing the amount of transit subsidies processed by employees who are able to decrease their commuting miles or work from a mobile location.
Environmental impact – Executive Order 13514, signed by President Obama in October 2009, requires agencies to meet a standard reduction of greenhouse gas emissions by 2020. This teleworking value can support agencies’ efforts in meeting that goal and help the environment. Employees are also able to use less transportation, thus reducing their carbon footprint.
Continuity of operations (COOP) – A disruption in business operations can cost millions in lost productivity. We’ve seen evidence of this in unexpected office closures due to harsh weather in the past, as well as during the government shutdown late last year. Agencies can avoid this by ensuring that their staff is able to do their jobs from home or other remote locations.
Productivity – Many teleworkers report an increase in productivity and an increase in actual amount of time spent working when they telework due to less distractions and the elimination of the time required to commute to and from the office.
Recruitment/retention – As employees try to find the right work/life balance, many are praising the ability to telework as a means to achieving that perfect balance. This flexibility helps agencies retain their top talent and avoid the high cost of recruiting, onboarding, and training new employees.
Real estate – Desk sharing and hotel spaces are two ways agencies can reduce the amount of office space required by its employees. Federal workers can collaborate with one another and coordinate their schedules so each can utilize the same office space on varying days of the week, eliminating the need for more desk space.
Utilities – In turn, when agencies eliminate the need for so much office space, utilities such as gas, electric, and water are reduced and the agency is able to save on those costs. During Telework Week 2012, USDA asked eligible employees to telework one day per week. Following that week, the agency calculated the cost savings on utilities to be equivalent to what 50 homes would use over the course of one week. Imagine if more agencies adopted this policy more often!
Telework Week 2014 just around the corner! Last year, over 136,000 government employees participated in Telework Week saving $12.3 million in commuting costs, reclaiming 665,936 hours back into their day, eliminating 7,892 tons of pollutants from the air, and saving 12.1 million driving miles. Now isn’t that better than a two-hour delayed start time? Pledge to telework the week of March 3-7 and reap the benefits for both you and your agency.
Share how teleworking has saved your agency money.
Change is a constant. Like it or not, it is inevitable that at some point throughout your career, you will experience a change that forces you to rethink everything; your goals, your strategy, your outlook, maybe even your job. Nobody is exempt from change. Despite whatever GS level you currently hold or where you reside on the corporate ladder, change will find a way to squeeze onto your to-do list. When most people think of change, they think of current events that unenthusiastically impact an agency from the outside in, much like the shutdown or sequestration. The change that I’m referring to is change that comes from the inside and, if leaders are paying attention, has the opportunity to transform the way an agency, even the government, does business. The change agents that initiate these transformations are called intrapreneurs.
Intrapreneur is not a new marketing buzzword. Most people have heard of these idea generating, passionate, radical thinkers. Many companies, like Google and Apple, encourage their employees to spend time thinking outside the box to come up with the next innovative idea. The challenge, when you’ve been lucky enough to uncover a forward thinker within your organization, is preventing leadership from the unbearable internal resistance that can cause intrapreneurs to take their ideas and run. This is the last thing that government agencies need to happen while they try to obtain and retain the talent they already possess. If you are lucky enough to have an intrapreneur working at your agency, there are steps you can take to make sure they don’t jump ship at the first opportunity.
Allow Employees Time to Think – There may be an intrapreneur right under your nose and you may not even realize it. Heck, they may not even realize it! A good leader encourages and coaches individuals to instill forward thinking. Inspire your staff. Build confidence. Empower their originality. Lead change.
Nurture New Ideas – A new idea doesn’t have to derail the overall strategy of the agency. Often times, leaders dismiss what could have been a more efficient and innovative concept, that contributed to the accomplishment of the agency’s mission, simply because it’s outside the routine way the organization does business. As a leader, recognize that your ideas are not the only good ideas that come out of your department. Work with your staff, don’t dictate, about how their ideas could or couldn’t work for your agency.
Incorporate Innovative Ideas into Daily Tasks – Not all ideas will work for your agency but when a thought-out concept is brought to the table, don’t immediately dismiss it unless you’ve given it a test run. Try incorporating innovative ideas into the daily tasks that are already working for your agency. By changing the routine up just a bit, you might uncover a more efficient way of performing a task or accomplishing a goal. Taking small steps to test out a new idea can set a leader’s mind at ease by avoiding a significant set-back that could occur by taking the idea full throttle too soon. It can also make the intrapreneur feel valued, trusted, and supported knowing that their idea spurred a positive change within the agency.
People often resist change when they’re not a part of the change process. Create a culture where intrapreneurship thrives and ground-breaking ideas are encouraged and the idea generators will want to support the mission.
Are you an intrapreneur? How does your agency allow for intrapreneurship at your agency?
Change is inevitable. Change is good. Change is bad. Change is coming. I don’t like change. Whatever your viewpoint is about change, it’s a reality of life. Change happens in our professional lives, in our personal lives, when we’re children, and when we’re adults. It surrounds us. The key is how you as an individual react to change. A reader recently sent me a story about the bald eagle’s 150 days of “rebirth” that allows the bird to have an additional thirty years of life. Well, it turns out that the story is an urban legend but the message got me thinking about our ability to endure change in our lives and the “lows” we discipline ourselves through in order to come out on the other side a better, more fulfilled person.
Probably the biggest implementor of change is the Federal Government with issues ranging from voting for a new leader in the latest election to censorship on internet search engines. OPM Director, John Berry recently delivered the commencement speech at the University of Maryland. His comments were rather inspiring. He discussed the changes that have incurred in government over the past 30 years touching base on how public officials, both Republican and Democrat used to work together to get things done and how “thinking through solutions and arriving at compromises that make the best sense for our country” was what inspired federal leaders. If you haven’t listened to his comments on YouTube or read the entire speech, I highly encourage you to do so.
So how do we make change a positive success in our lives rather than a daunting task? In the book, Who Killed Change, co-authors share 13 foundations that can support your change effort.
- Culture – defines the predominant attitudes, beliefs and behavior patterns that characterize the organization
- Commitment – builds a person’s motivation and confidence to engage in the new behaviors required by the change
- Sponsorship – a senior leader who has the formal authority to deploy resources toward the initiation, implementation and sustainability of the change; ultimately responsible for the success of the change
- Change Leadership Team – actively leads the change into the organization by speaking with one voice and resolving the concerns of those being asked to change
- Communication – creates opportunities for dialogue with change leaders and those being asked to change
- Urgency – explains why the change is needed and how quickly people must change the way they work
- Vision – paints a clear and compelling picture of the future after change has been integrated
- Plan – clarifies the priority of the change relative to other initiatives and responsibilities; works with those being asked to change to develop a detailed and realistic implementation plan, then to define and build the infrastructure needed to support the change
- Budget – analyzes proposed changes from a financial perspective to determine how best to allocate limited resources and ensure a healthy return on investment
- Trainer – provides learning experiences to ensure those being asked to change have the skills needed to follow through with the change and succeed in the future organization
- Incentive – recognizes and/or rewards people to reinforce desired behaviors and results that enable change
- Performance management – sets goals and expectations regarding behaviors and results that enable change, tracks progress toward the goals and expectations, provides feedback and training and formally documents actual results versus desired results
- Accountability – follows through with people to ensure their behaviors and results are in line with agreed upon goals and expectations and that leaders are walking the talk, and institutes consequences when behaviors or results are inconsistent with those that enable change
There you have it, 13 reinforcements that you can work on this summer to make some changes for the better.
What changes, if any, do you plan on making in the next 150 days?