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Managing Your Staff. BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work.

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Presentation on theme: "Managing Your Staff. BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work."— Presentation transcript:

1 Managing Your Staff

2 BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work More part-timers, more staff to manage More management time to support range of impairments More long term sickness absence issues Not enough resources for training & development tailored to individual needs No appropriate training interventions

3 Access To Work – new rules Up to 100 per cent of the approved costs if employee: Is unemployed and starting a new job Has been in the job for less than six weeks Needs support workers, fares to work and communicator support at interview Proportionate costs if employee: Has been in the job for six weeks or more needs special equipment

4 Access To Work – new rules The precise level of cost sharing is determined as follows: employers with 1 to 9 employees will not be expected to share costs employers with 10 to 49 employees will pay the first £300 and 20 per cent of costs up to £10,000 employers with 50 to 249 employees will pay the first £500 and 20 per cent of costs up to £10,000 large employers with 250 or more employees will pay the first £1,000 and 20 per cent of costs up to £10,000

5 Your role as manager Support Knowledge Judgements Decisions Power Management

6 Effective Supervision Tailored to individual needs Regular & Consistent Open Communications Enabling & Empowering Giving & receiving feedback Giving clear instructions Setting & Agreeing objectives

7 Giving Constructive Feedback Give feedback in a concerned and supportive manner Include both positive and negative observations Focus on the behaviour Be specific Encourage change by sharing ideas End with a summary

8 Setting Objectives S pecific M easurable A greed R elevant T ime Related

9 Barriers to Good Verbal Communication Language Physical Psychological Personalities Preparation/ Information

10 Motivating Staff Being Supportive Listen Give Praise and Encouragement Give Criticism Constructively Encourage Responsibility Delegate

11 Motivating Staff Provide Training Set Realistic Targets Ensure Good Communication channels Respond Immediately to Complaints and Comments Show Respect

12 Working with your Board

13 BOF Findings Management Committees/Boards: Lack experience of employment Have limited access to support, training and advice to assist their development Lack skills, knowledge & experience to offer effective HR support to CEOs Lack of resources to improve the situation

14 Working with your Board What is the role of the Board? What is the role of the Chair? what makes a good Chair? What is the role of the Treasurer? what makes a good Treasurer? What other officer posts are useful?

15 Working with your Board One thing that is good about your Board One thing that is not good about your Board What kind of support would you like to get and from whom?

16 Handling Conflict – A case study Good Company is a DPO that works with adults through a range of drop-in and befriending services. Following recent cuts in LA funding the organisation became short of funds and urgently needed a cash injection. The chief officer saw an opportunity to access some funding which would mean the charity would have to work with teenagers. Because the deadline for the funding was before the next board meeting, he applied for the funding without consulting with the board or staff about the implications. This created a conflict between the board and chief officer over the direction of the organisation and the impact on already overworked staff and volunteers. 1 What are the implications for the future of Good Company? 2 What are some of the potential areas of conflict in YOUR organisation and how can they be avoided?

17 Tips for managing conflict 1. Acknowledge the conflict 2. Try to establish the cause of the conflict 3. Develop mutual understanding and respect for difference of opinion 4. Identify the need for a solution by all parties

18 Information Sharing Which are the three most important sources of information your board needs to have on a regular basis? Do they have too much information or not enough? What different sources of information work best for your board?

19 Information should be Timely – needs to be up-to-date and when it is needed Clear – if technical then explain so everyone understands Concise – facts, bullet points and graphs Relevant – only what the board needs to know Good quality – based on reliable evidence, include different points of view Accessible - to every member according to their needs

20 A motivated Organisation Keeping everyone motivated is key Think about what motivates you Think about what motivates your staff Think about what motivates Trustees Think about what motivates your Volunteers How can you build on this to meet their needs and the needs of your organisation?

21 6 top tips for keeping trustees, staff and volunteers motivated 1. Identify and use skills and experience 2. Recognise achievements and celebrate them 3. Involve people in discussions and future plans 4. Provide training and support when appropriate 5. Create a sense of belonging 6. Make your organisation a rewarding and fun place to be

22 Quick Team Building Activities

23 Traffic Light A prescription for improving board effectiveness Draw a large traffic light on a flip chart. With the Board think in terms of behaviours and write by the appropriate coloured light some things to consider: Red - things we could stop doing because they are not helpful to the organisation Yellow - things we could start doing because they would help the organisation Green - things we could continue doing because they benefit the organisation

24 Flipchart Review To help your board engage in self-examination: Draw a line down the middle of a flipchart and head one side – Things we should keep and the other side Things we should change Board members can then write ideas on post-it notes and stick them on the appropriate side of the chart Board members then select 3 post-it notes in order of priority – 1, 2, 3 from each side Together identify which ones you plan to act on in the short, medium and long term Discuss

25 Any Questions


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