Presentation on theme: "Supervisors Role and Functions Public Works Institute April 8, 2014 Shawn D. Graff City of Lee’s Summit, MO."— Presentation transcript:
Supervisors Role and Functions Public Works Institute April 8, 2014 Shawn D. Graff City of Lee’s Summit, MO
Objectives Understand the roles of a supervisor Hiring the right people Evaluating performance Employee development Relationships Planning Workplace safety 2
“Congratulations on becoming a supervisor, now don’t screw it up.” Bob Hartnett 3
Roles of Supervisor Boss Trainer Role Model Advisor Counselor Mentor Motivator Friend Servant Delegator 4
“If civilization is to survive, we must cultivate the science of human relationships - the ability of all peoples, of all kinds, to live together, in the same world at peace.” 5 Franklin D. Roosevelt
Relationships (cont.) What would your agency be like without relationships? 6
7 Relationships (cont.) Getting to know people. Listening Asking questions and observing / analyzing people’s behavior. Do not decide whether or not we “like” them or approve of their actions.
8 Relationships (cont.) We need to understand ourselves so that we can manage ourselves more effectively. We need to understand our impacts upon others so that we can manage our relationships with them. We need to understand those who think and act differently than us so we can work productively with them and not conflict with them.
9 All relationships either add to or subtract from a person’s life. The bottom line in leadership is not how far we advance ourselves, but how far we advance others. This is achieved by serving others.
“It is a fine thing to have ability, but to discover ability in others is the true test.” Elbert Hubbard 10
Hiring Start with the right people Past: Hire someone based on technical competency. Present: Hire someone based on their “perceived” character. A “bad hire” today will lead to managing difficulties and team issues. Hire someone that wants to “move up” within the organization. Hire someone with a backbone. 11
Hiring (cont.) Review the job application and résumé. Develop a job description and know what skills are required. Identify personal biases to guard against. Identify questions to ask. Identify topics you want to discuss. Make sure you know what questions are and are not legal to ask of candidates. Consult HR department for guidance. 12
Hiring (cont.) Introduce yourself. Use the applicant’s name. Create an informal, comfortable atmosphere. Review the job description and provide other information about the job. Ask appropriate questions; listen carefully to answers. Give applicants time to ask about the job. Use a standard form to record your thoughts as soon after the interview as possible. 13
Hiring (cont.) Tools First and second round interviews Behavior based questions Ask around, does anyone know the candidate Background checks References Personality profiles 14
“By the work one knows the worker.” Jean de la Fontaine 15
Evaluations Enables you to develop criteria and job standards that can be analyzed objectively Helps standardize how you and employees evaluate performance Provides an opportunity for employees to give supervisors feedback. 18
Evaluations (cont.) Give the employee plenty of notice beforehand. Find a private, quiet, neutral location. Eliminate physical barriers to create a comfortable atmosphere. Review the employee’s list of duties, performance standards or goals, and completed appraisal report. Encourage the employee to prepare by reviewing this information and reflecting on his or her job performance. 19
Evaluations (cont.) State the purpose of the interview and specific goals for the meeting. Review the appraisal point-by-point. Discuss specific aspects of performance; give examples. Note good or outstanding performance. Be constructive in providing negative feedback. 20
Evaluations (cont.) Keep discussion focused on job-related issues. Focus on what was learned to improve future performance. Encourage the employee to talk, and listen to what he or she has to say. Conclude with a summary of the major points and plans for the next appraisal period. 21
Informal Evaluations (cont.) One on one discussions Pat on the back Private Group setting Training Rewards program 22
“There is nothing so useless as doing efficiently that which should not be done at all.” Peter F. Drucker
Planning What needs to be done Who will do the work The order of the tasks When the work must be completed What support will be needed to complete it What the expected quality of the results will be.
Planning (cont.) Daily Weekly Monthly Annually Long Range
Planning (cont.) A clear statement of the specific work goals to be accomplished A step-by-step description of the tasks requiring completion A schedule that details the people and supplies that are needed to reach the goals A description of ways to measure progress and results
Planning (cont.) State goals List objectives, tasks, and activities Streamline the work Schedule resources Check on progress
Planning (cont.) Specific Measurable Attainable Results based Time bound Extending Rewarding
Workplace Safety When an employee is injured, you Have to stop the work to take care of the injury Have to figure out how to take up the slack until the employee can return to the job May have to ask remaining employees to do more work, likely with no benefit to them. 30
Workplace Safety (cont.) When an employee is injured, they Must endure physical pain and emotional upset Must cover costs and practical difficulties of recuperation and rehabilitation Could be faced with a devastating financial burden. 31
Workplace Safety (cont.) 4,383 workers will killed on the job in 2012 Construction industry fatal four Falls 36% Struck by object 10% Electrocutions 9% Caught in/between 2% Transportation accidents account for more than two out every five fatal work injuries. 767 workers were killed as a result of violence 32
Workplace Safety (cont.) Learn as much as you can about the program Ensure that your work unit is familiar with safety policies and regulations Volunteer to participate in efforts to review or update the program. Instead of reacting to accidents, develop strategies to avoid them 33
Four Causes of Accidents 1.People: lack of training, carelessness 2.Equipment: faulty; used to perform tasks for which it was not designed 3.Materials: things that are sharp, heavy, hot, toxic 4.Environment: poor air quality and circulation, poor ergonomics, improperly designed workstations 34
The Goal We want our employees to: Come to work ready and Energized Work hard and earn their wage Strive to provide excellent customer service Work in a safe environment Be a part of the team Be creative and feel empowered Feel their work has a sense of purpose Act as the experts in their field Learn, grow, move up 35