Transcript Creating a Proper Workplace Environment

Creating a Proper
Workplace Environment
March 2006
HIRING PROCESS
Maintaining Positive Workplace Environment
Getting it Back!
Communication!
 Communication!
 Communication!

HIRING PROCESS
JOB DESCRIPTIONS
What is expected of employee?
Qualifications
Experience
Essential Functions
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?
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
P
R
Provide a positive working environment
Recognize, reinforce and reward individual
efforts
I
Involve and engage everyone
D
Develop the potential of your workforce
E
Evaluate and hold managers accountable
Work z: Benefits of a Great work Environment
Communication
 Consistency
 Courtesy

Communication
Do your employees hear what you are
saying?
Have you communicated goals
objectives and procedures clearly?
Exercise
Why Do New Hires Fail?
40% of new hires fail within 18 months
 26% fail because they cannot accept
feedback
 23% fail because they do not understand
the responsibilities
 17% fail because they have the wrong
temperament for the job
 11% fail because they lack technical skills

statistics provided by Leadership IQ
How Do We Interpret What We Hear?
Article
Obstacles To Good Listening
(Communication)
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We hear faster than
someone can speak
Our brain creates mental
pictures of what we hear
We take side trips –
daydream
Our brain searches for
correct meaning
Focusing on internal and
external distractions
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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
Jumping to conclusions or
prejudices prevents us
from listening
Focus
Take Notes
Ask Questions
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
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
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
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)
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)
INCENTIVES
Bonuses
Safety Awards
Gift Certificates
Paid Time Off
Incentives can be difficult in a union
atmosphere
GETTING BACK!!
FIRST RULE:
Never Let It Go!
This Rule is not realistic
Promotion
Transfer
You Change Jobs
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
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
CONFLICT RESOLUTION
Methods:
1.
2.
3.
4.
Negotiation
Mediation
Arbitration
Litigation
Negotiation…….Self Control
Mediation……….Third Party Control
Arbitration………No Control
Litigation………..No Control
RESOLVE OFFICE CONFLICTS
DICTATOR:
Risk High Turnover
NEGOTIATOR: Tell the parties to
resolve it themselves
Risk Gridlock
MEDIATOR:
You are the mediator
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!!
SEPARATE THE PEOPLE FROM THE
PROBLEM
What is fact?
What is perception?
Advise parties to deal with facts
CONSIDER SUBSTANTIVE ISSUES
WAGES
BENEFITS
HOURS
WORK RESPONSIBILITIES
Getting To Yes, Without Giving In
CONSIDER RELATIONSHIP ISSUES
1.
2.
3.
4.
Balance of emotion and reason
Ease of communication
Degree of trust and reliability
Degree of mutual understanding
Getting to Yes Without Giving In
IDENTIFY OPTIONS TO RESOLVE
ISSUES
1.
2.
3.
Distribute responsibilities
Provide opportunities for improvement
Enforce policies everyday
Organization comes first!
If the solution solves the employees’
problem, but hurts the organization, then
it is not a solution.
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.
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.
HIGHLY EFFECTIVE PEOPLE
1.
2.
3.
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7.
Be Proactive
Begin With The End In Mind
Put First Things First
Think Win-Win
Seek First To Understand Then To Be
Understand
Synergize
Sharpen The Saw
The 7 Habits of Highly Effective People, Franklin Covey
PRINCIPLES OF LEADERSHIP
1.
2.
3.
4.
Pathfinding
No involvement, No commitment
Aligning
The parts affect the whole, and the whole affects the
parts
Empowering
Different needs, different approaches
Modelling
Trust is built from the inside out
The 4 Roles of Leadership, Franklin Covey
COMMUNICATION
Consistency in a changing workplace
Courtesy
Control – Balanced Control