1. Creating a Proper Workplace Environment March 2006

2. HIRING PROCESS Maintaining Positive Workplace Environment Getting it Back!

3. Communication! Communication!

4. HIRING PROCESS JOB DESCRIPTIONS What is expected of employee? QualificationsExperience Essential Functions

5. Provide Job Description to Applicants Have the Job Description Available While Interviewing Candidates Last Question: Do you have any concerns about meeting the responsibilities listed on the job description?

6. MAINTAINING POSITIVE WORKPLACE ENVIRONMENT Hold Administrators Accountable Superintendent, Human Resources Director, and Business Administrator Cannot Do It Alone Certificated Administrators Need to Improve People Management Skills

7. PProvide a positive working environment RRecognize, reinforce and reward individual efforts IInvolve and engage everyone DDevelop the potential of your workforce EEvaluate and hold managers accountable Work z: Benefits of a Great work Environment

8. Communication Communication Consistency Consistency Courtesy Courtesy

9. Communication Do your employees hear what you are saying? Have you communicated goals objectives and procedures clearly? Exercise

10. Why Do New Hires Fail? 40% of new hires fail within 18 months 40% of new hires fail within 18 months 26% fail because they cannot accept feedback 26% fail because they cannot accept feedback 23% fail because they do not understand the responsibilities 23% fail because they do not understand the responsibilities 17% fail because they have the wrong temperament for the job 17% fail because they have the wrong temperament for the job 11% fail because they lack technical skills 11% fail because they lack technical skills statistics provided by Leadership IQ

11. How Do We Interpret What We Hear? Article

12. We hear faster than someone can speak We hear faster than someone can speak Our brain creates mental pictures of what we hear Our brain creates mental pictures of what we hear We take side trips – daydream We take side trips – daydream Our brain searches for correct meaning Our brain searches for correct meaning Focusing on internal and external distractions Focusing on internal and external distractions We do not always interpret the word in the way it was meant We do not always interpret the word in the way it was meant The way something sounds can be even more important than what is being said The way something sounds can be even more important than what is being said Jumping to conclusions or prejudices prevents us from listening Jumping to conclusions or prejudices prevents us from listening Obstacles To Good Listening (Communication)

13. Focus Take Notes Ask Questions

14. CONSISTENCY Treat Employees Fairly Give Praise When It Is Deserved If a position or person In the office or dept. has rank – state it from the beginning Flexibility is necessary, but do not go beyond benefits covered in the collective bargaining agreement or company policy

15. EVALUATIONS Managers must complete evaluations at least on an annual basis Evaluation should be based upon employee’s ability to complete responsibilities associated with the job description Avoid Evaluation Inflation

16. COURTESY Ask for feedback - Communication should not be one way If employee needs discipline or corrected, do it in private (generally not a public issue) Unsatisfactory Evaluation Provide Corrective Action If employee does not respond positively Move to dismiss

17. EMPLOYEE FEEDBACK Climate Survey -Identifies issues important Employee Groups -Identifies employee group satisfaction -Results can be skewed (on-going collective bargaining) Employee Evaluation of Administrators -Another source to identify administrator strengths & weaknesses -Do Employee evaluations agree with District -Results can be skewed (collective bargaining, employee discipline, policy enforcement)

18. MOTIVATORS (Business Model) Conceptual – Deal with Facts/Realty Aesthetic – Visual Awareness of Their Environment Economic – Common interest in economic gain Power & Authority – Enjoy influence and seek positions of power Social – Concern for others; equal opportunity enhances an organization Doctrine – Support tradition and customs; Loyalty Success Performance Solutions (scales for each category 0 – 100)

19. INCENTIVES -Bonuses -Safety Awards -Gift Certificates -Paid Time Off Incentives can be difficult in a union atmosphere

20. GETTING BACK!! FIRST RULE: Never Let It Go! This Rule is not realistic PromotionTransfer You Change Jobs

21. NEGATIVE WORKPLACE ENVIRONMENT Generally the result of some type of conflict Office Politics Personality Conflicts Between Employees Between Employee & Supervisor Union Sentiment Employee Just Does Not Like Working for A Living

22. You Take Control! If you are new to the position as Supervisor – inform your Department employees that you will review the procedures and the entire operation of the Department Following that review you will advise the employees of any recommended changes Mini Entry Plan Do Not set an arbitrary deadline unless it is required

23. CONFLICT RESOLUTION Methods: 1. Negotiation 2. Mediation 3. Arbitration 4. Litigation

24. Negotiation…….Self Control Mediation……….Third Party Control Arbitration………No Control Litigation………..No Control

25. RESOLVE OFFICE CONFLICTS DICTATOR:Risk High Turnover NEGOTIATOR:Tell the parties to resolve it themselves Risk Gridlock Risk Gridlock MEDIATOR:You are the mediator

26. OBJECTIVE CRITERIA What are the issues? Are they work related? If non-work related, issue stops at the workplace door Put yourself in their places!!

27. SEPARATE THE PEOPLE FROM THE PROBLEM What is fact? What is perception? Advise parties to deal with facts

28. CONSIDER SUBSTANTIVE ISSUES WAGESBENEFITSHOURS WORK RESPONSIBILITIES Getting To Yes, Without Giving In

29. CONSIDER RELATIONSHIP ISSUES 1. Balance of emotion and reason 2. Ease of communication 3. Degree of trust and reliability 4. Degree of mutual understanding Getting to Yes Without Giving In

30. IDENTIFY OPTIONS TO RESOLVE ISSUES 1. Distribute responsibilities 2. Provide opportunities for improvement 3. Enforce policies everyday Organization comes first! If the solution solves the employees’ problem, but hurts the organization, then it is not a solution.

31. GOALS 1. Define the problem. 2.Identify a mutually acceptable solution that is good for the employees and the organization. 3. Develop or re-develop a working relationship. Employees do not have to like each other, but they must work together to achieve Department/ Organization goals.

32. Do Not Ignore Employee Issues! If they cannot resolve it themselves – you must decide based upon the facts and what is good for the organization.

33. HIGHLY EFFECTIVE PEOPLE 1. Be Proactive 2. Begin With The End In Mind 3. Put First Things First 4. Think Win-Win 5. Seek First To Understand Then To Be Understand 6. Synergize 7. Sharpen The Saw The 7 Habits of Highly Effective People, Franklin Covey

34. PRINCIPLES OF LEADERSHIP 1. Pathfinding No involvement, No commitment 2. Aligning The parts affect the whole, and the whole affects the parts 3. Empowering Different needs, different approaches 4.Modelling Trust is built from the inside out The 4 Roles of Leadership, Franklin Covey

35. COMMUNICATION Consistency in a changing workplace Courtesy Control – Balanced Control