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Effective People Management: A Presentation to OCSAA

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1 Effective People Management: A Presentation to OCSAA
“We take our lead from Christ, who is the source of everything we do.” - Ephesians 4:15 Doreen Harvey, Human Resources Consultant Adrian Miedema, Partner, Dentons Canada LLP February 10, 2014 February 10, 2014 © 2014

2 Today’s Webinar Effective hiring practices (Getting the right people on the bus) Effective management (Keeping the right people on the bus) Communications Clarifying expectations Managing problem employees Performance issues Persons with disabilities/chronic sick leaves Terminations February 10, 2014 © 2014

3 Effective Hiring “People are not your most important asset, the RIGHT people are.” – J. Collins; Hire slowly, fire quickly Hire people: Who ‘get’ your culture & values Who don’t have to be tightly managed (vs. guiding and teaching); hire self leaders With passion for the role Define the process & implement See:http://www.bing.com/videos/search?q=The+right+people+by+jim+collins&docid= &mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C&view=detail&FORM=VIRE3#view=detail&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C February 10, 2014 © 2014

4 Common Pitfalls in Effective People Management
Lack of a clear vision Expectations not clear for employee Hiring the wrong people Little or no communication or feedback Poor delegation Managers not coaching and developing their staff Problems ignored or not resolved early enough February 10, 2014 © 2014

5 The Performance Management Cycle
Performance Planning Clarifying expectations Getting the ‘final exam’ Performance Coaching On-going feedback & communications; Working towards an ‘A’ Employee Development Creating a Development Plan Rolling out the plan Performance Evaluation Regular Reviews – informal and formal Rewards & recognition Marion to do next few slides February 10, 2014 © 2014

6 Good to Great Fly-wheel concept:
Aligns people by clarifying the vision Consecutive ‘pushes’ in the same direction No single, defining event, no ‘killer concept’ or program but big and small ‘pushes’ Adds up to sustained and spectacular results How many of you are familiar with ‘Good to Great’ by Jim Collins? Looked at what universal distinguishing characteristics cause a company to go from good to great? Using benchmarks, Collins and a team of researchers identified a set of elite companies that made the leap to great results. The results included generating cumulative stock returns that beat the general stock market by an average of seven times I fifteen years, better than twice the results delivered by a composite index of the world’s greatest companies. The team looked closely at these companies to determine what was different and after 5 years they discovered the key determinants of greatness – why some organizations make the leap and others don’t. One of these principles is the “flywheel concept.” February 10, 2014 © 2014

7 Communications February 10, 2014 © 2014

8 What is Critical Feedback?
Honest communications Telling people how their behaviour affects us/others. Delivering a difficult message Speaking the truth in love Searching for the truth and confronting it The application of Matthew 18 One of the biggest challenges we face as managers and employees is how to give critical feedback to people in positions of authority. I am seeing this more and more as a fatal flaw in leaders. February 10, 2014 © 2014

9 Critical Conversations - Premise
Be supportive and motivating Demonstrate integrity, truth, kindness and respect Foster learning: powerful Be aware of developing a link with person, not cutting off communications Seek the truth in the situation February 10, 2014 © 2014

10 Critical Conversations
Identify the issue Have a specific example(s) to illustrates the behaviour or situation that needs to change. Describe your emotions about the issue.* Clarify what’s at stake.* Identify your contribution to this problem. Indicate your wish to resolve the issue. Invite the person to respond. * Fierce Conversations: Susan Scott, 2002 Let’s try an example: I have an employee who is very difficult to work with, in fact, toxic. She ‘bites the head off’ people who ask her questions, and she works in Customer Service. She feels that she’s always ‘putting out’ for others and that she’s not appreciated. The trouble is, people won’t work with her, so customer issues go unresolved, or they find other ways around her. Here’s the conversation I could have with her: Jane, I want to talk to you about how others feel about working with you. They are afraid of you. I’ve been told by 2 individuals that they avoid asking you a question about an order because you often ‘bite their heads off.’ Your response makes them feel frustrated and hurt. They also can’t get their work done because you have the answers. If we can’t resolve this, ultimately the customer will not get the service they expect and longer term it will affect our business. I should have mentioned this to you before when I first noticed this. However, I thought it would blow over. I’m sorry I didn’t confront you earlier because I think the problem wouldn’t have become so big. I want to resolve this issue and work with you to help you appreciate your colleague’s perspective. You are an important member of the team, have lots of great experience that others can benefit from. What are your thoughts on this? How do you think we can proceed? February 10, 2014 © 2014

11 Discipline What is discipline?
“Disciple” means “to teach”; therefore it is teaching in a way that modifies behaviour Ensuring the person clearly understands what is expected Determining if the person knew what was expected but chose to do otherwise February 10, 2014 © 2014

12 How to Discipline Effectively
Investigate the situation Meet in private Be brief/specific & consistent Address issues as soon as you can Give a clear warning, if a warning is necessary Create a “Performance Improvement Plan” if this makes sense February 10, 2014 © 2014

13 How to Discipline (cont’d)
Progressive: Verbal warning Written warning Suspension Dismissal Outline future corrective action Fully document February 10, 2014 © 2014

14 Performance Improvement Programs
Try to uncover the reason for the decline in performance Create a plan! Catch it early Identify performance issue, its causes and a way forward Identify how the organization may have contributed to the problem Set out expectations February 10, 2014 © 2014

15 Performance Improvement Programs (cont’d)
Create plan with timeline for deliverables/outcomes and dates for follow up meetings Review your leadership style and discuss with employee as this may change in the course of the PIP Give staff member the opportunity to turn things around Document February 10, 2014 © 2014

16 Managing Problem Employees
Performance Issues “Harassment” allegations resulting from performance management February 10, 2014 © 2014

17 Managing Problem Employees
Chronic absenteeism / sickness Human Rights Code: disability discrimination / duty to accommodate February 10, 2014 © 2014

18 Terminations Employment Standards Act obligations “Common law” notice
Exceptions: Employment contract Resignation Just cause February 10, 2014 © 2014

19 Terminations Contractual restrictions on termination: check your contracts and policies Special considerations for teachers Human rights considerations February 10, 2014 © 2014

20 What Works... Hiring the right people
Effective communications & feedback Clear expectations A commitment to people development A culture that supports and fosters staff engagement Addressing issues early and with grace, honesty Trust & respect Servant leadership February 10, 2014 © 2014


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