2 BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To WorkMore part-timers, more staff to manageMore management time to support range of impairmentsMore long term sickness absence issuesNot enough resources for training & development tailored to individual needsNo 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 jobHas been in the job for less than six weeksNeeds support workers, fares to work and communicator support at interviewProportionate costs if employee:Has been in the job for six weeks or moreneeds 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 costsemployers with 10 to 49 employees will pay the first £300 and 20 per cent of costs up to £10,000employers with 50 to 249 employees will pay the first £500 and 20 per cent of costs up to £10,000large 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
7 Giving Constructive Feedback Give feedback in a concerned and supportive mannerInclude both positive and negative observationsFocus on the behaviourBe specificEncourage change by sharing ideasEnd with a summary
8 Setting ObjectivesSpecificMeasurableAgreedRelevantTime Related
9 Barriers to Good Verbal Communication LanguagePhysicalPsychologicalPersonalitiesPreparation/ Information
10 Motivating Staff Being Supportive Listen Give Praise and Encouragement Give Criticism ConstructivelyEncourage ResponsibilityDelegate
11 Motivating Staff Provide Training Set Realistic Targets Ensure Good Communication channelsRespond Immediately to Complaints and CommentsShow Respect
13 BOF Findings Management Committees/Boards: Lack experience of employmentHave limited access to support, training and advice to assist their developmentLack skills, knowledge & experience to offer effective HR support to CEOsLack 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 BoardOne thing that is not good about your BoardWhat 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 YOURorganisation and how can they be avoided?
17 Tips for managing conflict 1. Acknowledge the conflict2. Try to establish the cause of the conflict3. Develop mutual understanding and respect for difference of opinion4. Identify the need for a solution by all parties
18 Do they have too much information or not enough? Information SharingWhich 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 beTimely – needs to be up-to-date and when it is neededClear – if technical then explain so everyone understandsConcise – facts, bullet points and graphsRelevant – only what the board needs to knowGood quality – based on reliable evidence,include different points of viewAccessible - to every member according totheir needs
20 A motivated Organisation Keeping everyone motivated is keyThink about what motivates youThink about what motivates your staffThink about what motivates TrusteesThink about what motivates your VolunteersHow can you build on this to meet their needs and the needsof your organisation?
21 6 top tips for keeping trustees, staff and volunteers motivated1. Identify and use skills and experience2. Recognise achievements and celebrate them3. Involve people in discussions and future plans4. Provide training and support when appropriate5. Create a sense of belonging6. Make your organisation a rewarding and fun place to be
23 A prescription for improving board effectiveness Traffic LightA prescription for improving board effectivenessDraw 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 becausethey are not helpful to the organisationYellow - things we could start doing becausethey would help the organisationGreen - things we could continue doingbecause they benefit the organisation
24 To help your board engage in self-examination: Flipchart ReviewTo 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 chartBoard members then select 3 post-it notes in order of priority – 1, 2, 3 from each sideTogether identify which ones you plan to act on in the short, medium and long termDiscuss