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Laurie Myers & Mary Fleming Human Resources. “Management is nothing more than motivating other people.” ~ Lee Iacocca, Former CEO/Chair Chrysler Corporation.

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Presentation on theme: "Laurie Myers & Mary Fleming Human Resources. “Management is nothing more than motivating other people.” ~ Lee Iacocca, Former CEO/Chair Chrysler Corporation."— Presentation transcript:

1 Laurie Myers & Mary Fleming Human Resources

2 “Management is nothing more than motivating other people.” ~ Lee Iacocca, Former CEO/Chair Chrysler Corporation

3 Objectives Module I: Being the Boss To help you achieve results through effective supervision of your team. Module II:Employment Laws & Legal Updates Avoid legal pitfalls. Module III:Workforce Alliance Policies & Procedures Ensure compliance of all organizational policies and procedures.

4 Introductions Name Position Work Location Experience as a Supervisor What would you like to walk away with or gain from this training?

5 Why Supervisor Training? Legal issues and/or litigation could affect your department. The actions of supervisors will be considered by the law to be the actions of the employer in most circumstances. Potential for supervisors to be held personally liable or at least sued for actions taken in a supervisory role, i.e. discrimination, harassment, hostile work environment, intentional infliction of emotional distress or defamation, etc.

6 Why Supervisor Training? Burdens and disruptions that legal disputes and lawsuits can cause for entire departments, for the individuals involved, and for the supervisors themselves when litigation involves a member of their department. Employees don’t leave the job. They leave their boss. What else?

7 Quiz 1. At what age is discrimination? 2. What is the FLSA? 3. Who administers Title VII, Civil Rights Act? 4. How much FMLA is an employee allowed? 5. After how many days of absence is a medical note required? 6. Why is an Open Door Policy important? 7. Who is GINA? 8. When interviewing, what questions am I allowed to ask without getting in trouble? 9. I figure that if my employee needs help, they’ll ask. Is that a problem? 10. When should I call HR?

8 “A genuine leader is not a searcher for consensus but a molder of consensus.” ~ Dr. Martin Luther King, Jr.

9 Being the Boss What does management mean to you? More administrative work, more supervising, and more managing with less involvement in the activities of the work group. Think back. Who was your favorite boss? Why? Who was your least favorite boss? Why? Are you a micromanager? When is that appropriate? When is it okay to let employees work on their own?

10 Supervisory Style Relationship-CenteredIntegrated SeparatedTask-Centered Relationships Tasks High LowHigh Low

11 Supervisory Style Relationship-Centered Helpful and secure work atmosphere Relationships and recognition Participative decision making Supporting and encouraging Sympathetic listeners Trusting, positive attitudeIntegrated SeparatedTask-Centered Relationships Tasks High LowHigh Low

12 Supervisory Style Relationship-Centered Group oriented Group oriented Helpful and secure work atmosphere Helpful and secure work atmosphere Relationships and recognition Relationships and recognition Participative decision making Participative decision making Supporting and encouraging Supporting and encouraging Sympathetic listeners Sympathetic listeners Trusting, positive attitude Trusting, positive attitudeIntegrated SeparatedTask-Centered Individual oriented Structures and directs the work Individual accountability Defines, solves problems themselves Know how to get things done Leads by example Relationships Tasks High LowHigh Low

13 Supervisory Style Relationship-Centered Group oriented Group oriented Helpful and secure work atmosphere Helpful and secure work atmosphere Relationships and recognition Relationships and recognition Participative decision making Participative decision making Supporting and encouraging Supporting and encouraging Sympathetic listeners Sympathetic listeners Trusting, positive attitude Trusting, positive attitudeIntegrated Separated Delegates Fair and objective Rarely emotionally involved Little time developing people Doesn’t push for output Monitor goals, activities, outputTask-Centered Individual oriented Individual oriented Structure and direct the work Structure and direct the work Individual accountability Individual accountability Defines, solves problems themselves Defines, solves problems themselves Know how to get things done Know how to get things done Leads by example Leads by example Relationships Tasks High LowHigh Low

14 Supervisory Style Relationship-Centered Group oriented Group oriented Helpful and secure work atmosphere Helpful and secure work atmosphere Relationships and recognition Relationships and recognition Participative decision making Participative decision making Supporting and encouraging Supporting and encouraging Sympathetic listeners Sympathetic listeners Trusting, positive attitude Trusting, positive attitudeIntegrated Structures work Structures work Cooperative achievement of goals Cooperative achievement of goals Involves others in decisions Involves others in decisions Stresses accountability and performance Stresses accountability and performance Provides feedback Provides feedback Encourages open discussion Encourages open discussion Seen as personally interest in individuals and their development Seen as personally interest in individuals and their development Separated Delegates Fair and objective Rarely emotionally involved Little time developing people Doesn’t push for output Monitor goals, activities, outputTask-Centered Individual oriented Individual oriented Structure and direct the work Structure and direct the work Individual accountability Individual accountability Defines, solves problems themselves Defines, solves problems themselves Know how to get things done Know how to get things done Leads by example Leads by example Relationships Tasks High LowHigh Low

15 Supervisory Style Relationship-Centered Group oriented Helpful and secure work atmosphere Relationships and recognition Participative decision making Supporting and encouraging Sympathetic listeners Trusting, positive attitudeIntegrated Structures work Cooperative achievement of goals Involves others in decisions Stresses accountability and performance Provides feedback Encourages open discussion Seen as personally interest in individuals and their development Separated Delegates Fair and objective Rarely emotionally involved Little time developing people Doesn’t push for output Monitor goals, activities, outputTask-Centered Individual oriented Structure and direct the work Individual accountability Defines, solves problems themselves Know how to get things done Leads by example Relationships Tasks High LowHigh Low

16 Supervisory Effectiveness Any style can be effective when matched to the right person Consider the Maturity Level Job Maturity Personal Maturity

17 Supervisory Effectiveness High Job and Low to Moderate Personal Maturity Relationship-Centered High Personal and Low to Moderate Job Maturity Integrated Low Job and Low Personal Maturity Task-Centered High Job and High Personal Maturity Separated

18 Supervisor’s Role A supervisor’s role is to ensure that all work gets done in a timely and efficient manner consistent with all aspects of company policy.

19 Supervisor’s Responsibilities Represent the company to team members Represent yourself and your team to senior management Responsible to yourself The supervisor represents the company to his/her team members and represents the team members to his/her higher ups.

20 Supervisor’s Tasks Plan and prioritize short and long term projects. List tasks. Sequence tasks. Set the timetable for completion. Match employees to tasks based on skill, ability, interest, resources, etc. Identify the need for additional resources. Identify potential roadblocks and pursue their resolution.

21 Delegate Effectively Ensure their completion Support team members Uncover and resolve problems

22 Develop Team Members Develop career objectives and goals for team members. Objective – what do we want to accomplish? Goal – how are we going to do that?

23 “Management is all about managing in the short term, while developing the plans for the long term.” ~ Jack Welch, former CEO/Chair General Electric

24 Develop Team Members Talk with each team member about his/her interests, skills, long term goals. Provide learning opportunities appropriate for each individual. Work with each person to create a development plan.

25 Model Desired Behavior Treat staff fairly and respectfully. Be honest and ethical. Admit your mistakes. Positively support organizational goals. Take responsibility. Deliver on your promises. Set a good example. What are some primary leadership qualities? Be punctual. Be accountable for your own actions. Model a respectful, positive overall attitude. Be polite and caring. Dress professionally. REMINDER: Employees don’t leave companies, they leave their boss.

26 Make Yourself Accessible Establish critical communications with team members. Empower team members to share their problems and/or solutions. Keep office door open whenever possible. Humanize the work environment. Show personal interest in team members.

27 Make Yourself Accessible Walk around department periodically checking up on team and monitoring progress. Recognize and take advantage of “Coachable Moments”. Have regular contact meetings with team members.

28 “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” ~ Anne M. Mulcahy, former CEO/Chair of Xerox Corporation

29 Encourage Teamwork & Direct Problem Solving Give the team the responsibility for identifying recurring problems. Allow the team the opportunity to develop potential solutions to problems. Foster input from all team members. Facilitate the team’s efforts to reach an acceptable solution.

30 Be Consistent Fairness in delegation of duties, goals, pay, appraisals, discipline, etc. Don’t play favorites. Avoid discrimination.

31 Communicate Downward Enables your team to: Understand decisions made by others, especially when the decisions mean changes for the team. Understand the business climate and what is expected of them. Buy-in to decisions that affect them.

32 Communicate Downward Communicate ongoing organizational and departmental goals/successes with your team. Don’t whitewash unpleasant assignments.

33 Communicate Upward Communicate ongoing organizational and departmental goals/successes with senior management. Communicate your team’s concerns and point of view to your manager/director and listen to his/her response. Create a connection between the team and the supervisor’s manager/director. Keep the manager/director informed of important information.

34 Department Meetings Hold meetings only when necessary. Keep meetings brief and to the point. Set a time limit for each meeting. Have an agenda to stay on track.

35 Discipline Effectively Provide timely feedback. When you see it, say it. Poor performance: Not meeting objectives and/or goals in a timely manner. Excessive errors/findings in work product. Poor behavior: Absenteeism/excessive tardiness Customer complaints Insubordination Violation of company policy/procedure

36 Discipline Effectively Places the responsibility for the problem and the solution on the individual. Provides for a positive outcome rather than a punitive one. Solves, rather than exacerbates the problem.

37 Characteristics of an effective disciplinarian include: Setting clear expectations. Being sensitive to individual situations. Being empathetic. Being consistent. Listening. Putting responsibility for both the problem and the solution on the employee. Offer assistance to the employee in his/her efforts to correct behavior or performance.

38 Two-Minute Challenge Use this process when you are on a dead-end road to turn around an employee before you lose them. 1. State what you’ve observed. 2. Wait for a response from the employee. 3. Remind them of the goal. 4. Ask for a specific solution. Ask again if necessary. 5. Agree together. Stay calm and positive. 6. Follow-up.

39 Praise Liberally Provide timely feedback. When you see it, say it. When possible, convey your praise in person, face to face. Don’t undercut praise with a concluding note of criticism. Avoid generalities in favor of the details of the achievement. Words seem hollow if you’re not sincere in why you’re praising. Reward risk and/or progress towards goals as well as results.

40 “ Management is about arranging and telling. Leadership is about nurturing and enhancing.” ~ Tom Peters, American writer on business management practices, best known for In Search of Excellence

41 Objectives Module I: Being the Boss To help you achieve results through effective supervision of your team. Module II:Employment Laws & Legal Updates Avoid legal pitfalls. Module III:Workforce Alliance Policies & Procedures Ensure compliance of all organizational policies and procedures.

42 Coming Soon… Module II – Wednesday, June 26 th Employment Laws & Legal Updates Module III – Wednesday, July 10 th Workforce Alliance Policies & Procedures

43 Questions?


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