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Effective People Management: A Presentation to OCSAA Doreen Harvey, Human Resources Consultant Adrian Miedema, Partner, Dentons Canada LLP February 10, 2014 © 20141February 10, 2014 “We take our lead from Christ, who is the source of everything we do.” - Ephesians 4:15
Today’s Webinar 1. Effective hiring practices (Getting the right people on the bus) 2. Effective management (Keeping the right people on the bus) Communications Clarifying expectations 3. Managing problem employees Performance issues Persons with disabilities/chronic sick leaves 4. Terminations © 20142February 10, 2014
© 20143 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=4684152697260005&mid=F153366DFBEE74BDB18CF1533 66DFBEE74BDB18C&view=detail&FORM=VIRE3#view=detail&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C February 10, 2014
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 © 2014 4 Common Pitfalls in Effective People Management February 10, 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 © 2014February 10, 2014
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 Good to Great © 2014 6February 10, 2014
Communications 7 © 2014February 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 February 10, 2014
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 © 2014 24 February 10, 2014
Critical Conversations 1. Identify the issue 2. Have a specific example(s) to illustrates the behaviour or situation that needs to change. 3. Describe your emotions about the issue.* 4. Clarify what’s at stake.* 5. Identify your contribution to this problem. 6. Indicate your wish to resolve the issue. 7. Invite the person to respond. * Fierce Conversations: Susan Scott, 2002 © 201434February 10, 2014
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 © 2014 11 February 10, 2014
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 © 2014 12 February 10, 2014
How to Discipline (cont’d) Progressive: Verbal warning Written warning Suspension Dismissal Outline future corrective action Fully document © 2014 13 February 10, 2014
© 201414 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
© 201415 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
Managing Problem Employees Performance Issues “Harassment” allegations resulting from performance management © 2014February 10, 201416
Managing Problem Employees Chronic absenteeism / sickness Human Rights Code: disability discrimination / duty to accommodate © 2014February 10, 201417
Terminations Employment Standards Act obligations “Common law” notice Exceptions: Employment contract Resignation Just cause © 2014February 10, 201418
Terminations Contractual restrictions on termination: check your contracts and policies Special considerations for teachers Human rights considerations © 2014February 10, 201419
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 © 2014 20February 10, 2014
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