PA7420: Public Policy Development

Assistant Professor Nuttakrit Powintara, Ph.D.

 “Policy Development” Concept

Turbulence

Policy
Original
Policy - Dynamic of world / regional Development
/ country Process
- Crisis
- Natural Disaster
- Technological Disruption
- Change in Law
/ Environment
- Change in Citizen need
- etc.
 Four Phases of Policy Development

What were flaws of former policy ?

1 Identify
What really want to do ?

2 Develop Policy via conversation / research

Get broader feedback

3 Share Policy
Communicate to team / stakeholder

4 Review to ensure that it is efficient & effective

 Policy Development Precess

*Throughout each phase : communicate to stakeholders and team members ;

and determine and pursue optimal level of engagement

Phase 1 : Identify

Notify
An issue is identified
Initiator
No
Board weights NO of
Policy
Clarify problem and suitability of Policy
desired outcome issue for the
NOTS
policy URE
Explore other
Limited, targeted options
YES
consultation

Phase 2 : Develop Policy

Committee Board directs
Mandate the staff to
Communicate
Letter from make operational
Decision
the Board policy
Phase 2 : Develop Policy

Committee Board directs

Mandate the staff to Communicate
Letter from make operational Decision
the Board policy

Notify High level notification to

Relevant team members / staff
Government
Agencies

Initial, targeted consultation with team

Committee members, stakeholders and possibly Analysis
Research a focus group with the public

Redraft Committee
by Board Update Policy
Committee Edits to the Draft
Board

If bylaw,
Board approves Check with relevant
for the consultation government agencies
 Phase 3 : Share Policy

Notify staff / team members

and stakeholders

Acknowledge Input Received

Staff / team member Input Analysis Final Draft

and stakeholder
consultation

Notify relevant Govt. Agencies

yes Additional
NO

Consultation

yes Board response

to draft
Redraft Board Edits
by Committee

Implement Board approves

Policy
Communicate Policy
Phase 4 : Review

Assess Policy
Relevant Irrelevant
Relevance
Revise Retire the Policy
as Required
(e.g. 3+years)

NO
 Understand Human Resources
for serving Policy Development Process
… It is based on asking rather than telling, on provoking thought
rather than giving directions and on holding a person accountable
for his or her goals …

- Forbes -
TYPE A or TYPE B
Personality
 Understanding Your Employees

Rarely Perfectionist
understand the
mistake made Feel insecure
by others
Workaholic Social Acceptance is very
Rigidly important for type-B person
Organized Optimistic

Type A Personality Good at problem Type B Personality

solving
Low level of
Multitasking
stress
Anxious Steady

Outgoing Patience

Impatience Less
Have tendency to cut others off Competitive
Enjoy exploring
in conversation
idea and
Love Spotlight
concept
Ambitious Creative

Rarely Procrastinate
Push themselves
Sensitive with deadline
 Checking Roughly on who is type A or type B in personality

Dress when possible Dress when possible

Suit-and-Tie Packed Lunch Box (e.g. Japanese Lunch Box)

VS VS
T-shirt with Jeans Grab-and-Go (e.g. Fast Food)

Coffee Style To Do list Style

Ice Blended Coffee with whip and extra caramel Neat To-Do list using software or on device
VS VS
Hot Americano ‘Post it’ all over the monitor of computer
How to manage type A and type B personality employees

Type A Personality Employee

Give them an opportunity to lead

Let them be self-motivated

Type B Personality Employee

Best fit for ‘high interaction with customers or suppliers’

Spend time working directly with personality type B employee

Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Birth years: 1946 - 1964 Birth years: 1965 - 1980 Birth years: 1981 - 2000

Influencers: Influencers: Influencers:

Vietnam War Energy Crisis Terrorist Attacks

Cold War End of Cold War 9/11 Terrorist Attack
Civil Rights Downsizing Child Focused World
Space Travel Activism HIV/AIDS
Increase Divorce Rate

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Core Values: Core Values: Core Values:

Anti-War Balance Very competitive

Optimistic Diversity Avid customer
Equal Rights Entrepreneurial Like personal attention
Equal Opportunities Fun Now !
Work Highly Educated Self-Confident
Want to “Make a Difference” Independent Street Smarts
Personal Gratification Self-Reliance Socialability
Team Oriented Skepticism Highly Torelant
Involvement Suspicious in Boomer’s Values Realism
Extremely Loyal to their children ThinkGlobally Diversity
High Job Expectation Optimistic

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Attribute: Attribute: Attribute:

Ability to handle crisis Adaptable Focus is children/family

Ambitious Flexible Haven’t Live without computer
Live to work Focus on Results Focus on change using technology
Good communication skills Results Driven Eager to spend money
Willing to take on responsibility Free Agents Globalism
Loyal to careers and employers Independent Ambitious BUT not entirely focused
Pragmatic Innovative (Think outside the box)
Work/Life Balance Loyal to peers
“ME FIRST” Attitude in work life
Respect given for competency not title

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Dealing with Money: Dealing with Money: Dealing with Money:

Buy now, Pay later Cautious Earn to Spend

Conservative
Save, Save, Save !!!

Focus : Focus : Focus :

Relationships and Results Tasks and Results Global and Networked

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

% of workplace: % of workplace: % of workplace:

45 % 40 % 10 %

Work Ethics : Work Ethics : Work Ethics :

Driven Balance Ambitious

Workaholic Work Smart and with Great Output Multitasking
Work Long Hours to Establish Self-Worth Not Work on Longer Hours Tenacity
Eliminate the Task

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Work is … : Work is …: Work is …:

An Exciting Adventure A Difficult Challenge Fulfillment

Work and then Retire Just a Job Flexible Work Arrangement

Preferred Work Environment: Preferred Work Environment: Preferred Work Environment:

Flat Organizational Hierarchy Efficient Highly Creative

Democratic Access to Information Collaborative
Equal Opportunity Fast Paced Positive

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Keys to Working with: Key to Working with: Key to Working with:

Want to hear that their ideas matter Want independence in the workplace Prefer a team-oriented workplace
and informality
Before they do anything, they need Want to work with bright & creative people
to know why it matters, how it fits Give them time to pursue other
into the big picture and what interests They expect to be treated respectfully
impacts it will have on whom
Allow them to have fun at work Pay close attention to helping them navigate
Don’t take criticism well work and family issues
Give them the latest technology
They expect their work, and Interactive work environment
themselves to matter

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Messages that Motivate: Messages that Motivate: Messages that Motivate:

“You are valued.” Do it your way !!! You are worked with bright and
“You are needed.” creative people

Motivated by: Motivated by: Motivated by:

Being valued, needed Freedom Working with other bright people

Time off Time off

Sources: http://www.wmfc.org
Birth years | Influencers | Core Values | Attributes | Dealing with Money | Focus | % of workplace | Work Ethics | Work is … | Preferred Work Environment
Keys to Working with | Messages that Motivate | Motivated by … | Mentoring

Different Generations of Employees

Baby Boomers Generation X Millennials

Mentoring: Mentoring: Mentoring:

Allow flexibility, Be more hands off Honor their optimism and welcome and
Show them how you can help them
nurture them
Pre-assess their comfort level with They work with you, not for you
Challenge them & Respect them
technology before new projects
Provide learning and development
opportunities Offer customization-a plan specific to them

Be prepared to answer “why” often Spend time providing information and

guidance
They are eager to improve and expect
you to follow through with information Allow options, including work from home
and flex time

Sources: http://www.wmfc.org
Possible Toxic Employees
and Possible Antidotes
 The Hot Mess

Worst Traits
unreliable imcompetent - Disorganization
- Lack of Credibility
- Resistance to change

Hot Mess Antidotes

- Offer extra training
Whether they don’t know - Foster awareness with frequent checking
capacity to do their job, - Provide support
they bring everybody
down with them
 The Slacker

Worst Traits
Avoid - Lack of regard for deadlines
working - Wasting time using social media / online
- Bad timekeeping
- Absenteeism
- Low Motivation

Slacker Antidotes
- Provide clear expectation
- Impose unscheduled visits and review
- Recognize and reward effort
Don’t care what other
People think
 The Socialite

y
Funn Worst Traits
- Loud and Distracting
- Lack focus
- Immature approach to work
- Unprofessional affect

Socialite Antidotes
- Provide regular redirection
- Be clear about appropriate behavior
- Define social times and activities for staff
ta ining
r
Treat their
job as Ente
if it’s his/h
er
own perso
nal
party
 The Martyr

Worst Traits Insists on doing

- Complain often everything themselves
- Nonconstructive attitude
- Come to work when sick and infects everywhere else
- Prone to burnout
- Undermine the confidence of team members

Martyr Antidotes
- Foster a collaborative rather than competitive workplace
- Introduce stress management measure
- Incentive teamwork over individual effort Bring
an im
ard to
Working too h ba
the te lance to
es
prove themselv am
Three Types of Burnout
Three types of Burnouts

1. Overload Burnout

Cause:
The employee works frantically until exhaustion.

Effect:
Emotional venting
- e.g. complaining about the boss exploding at a coworker

3. Worn-out Burnout
2. Boredom Burnout
Cause:
Cause: The employees faces too much
The employee sacrifices personal stress and too many demands.
development for unrewarding tasks
Effect:
Effect: - Collapse
Avoidance - The employee gives up and loses
motivation to push through.
 Sad but True

Sometimes a company’s happiest employees are its lowest performs

!! Study indicated that

!
“Low performing employees reported high level
! of engagement than high-performing peers"
!
They were also more likely to report
42 % of surveyed companies their company as a “great place to
work”.
“… The path in front of you is rarely a straight line. It’s
full of bumps … Embrace the bumps in the road…”

~ Ellen Bennett ~
 Test your understanding
and Creativity

- Designing solutions / ways to get all “relevant staff /

team members / stakeholder” ready for each policy
development process