Challenges of Staff Supervision – Day Two

1. Challenges of Staff Supervision – Day Two Presented for VCU – Non-profit Learning Point by Sarah Harvey

2. DAY ONE (12/5): Introductions Course Objectives Challenge of Leadership Mission Statements Developing SMART Goals Communicating to Others DAY TWO (12/12): Performance Management Coaching and Feedback Discussion on Team Motivation Participant Practice Sessions Agenda

3. Homework Review

4. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

5. Skill Practice: Feedback Exercise • What makes feedback positive? • What makes it negative?

6. Purpose of Feedback • To Motivate • To Correct

7. Why is Feedback Important? Motivational: • Improves productivity • Finding qualified talent outside the organization will become increasingly more difficult • Less risk in developing a known performer • An excellent way to recognize good performers • Encourages others to excel • Says: “This organization values, and is willing to invest in its employees”

8. Why is Feedback Important? Developmental: • Supervising others is not easy • A Problem Employee can be particularly difficult: • complain, goof off, spread rumors, display anger and can negatively impact organization-wide productivity • actions can harm the morale of others they work with and can undermine management authority or leadership • Isolate the source to one individual, you can then deal with the problem before it gets out of control • The problem only gets worse if not addressed!

9. Break

10. Skill Practice: Ongoing Feedback

11. Progressive Discipline: Use The Principles of “Just Cause” • Develop fair rules & consequences • Clearly communicate policies • Conduct a fair investigation • Balance consistency & flexibility • Use corrective - not punitive - action

12. The Formal Disciplinary Meeting • Be specific about what the employee did wrong • Be clear about what the employee must do to improve • Advise the employee of the official nature of the discipline • Inform the employee about future consequences

13. Lunch Break

14. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

15. Types of Review Discussions • Self-Review • Manager Only • Write it together • 360 Reviews • Annual/Quarterly Review • Introductory Period for new employees

16. Performance Appraisals BEFORE the Performance Review: • Prepare ahead of time by gathering data • Agree on a meeting time in advance • Write information on appropriate form • Choose discussion time and location wisely • Consolidate feedback into broad categories

17. Performance Appraisals DURING the Performance Review discussion: • Provide overview or purpose statement • Use the whole year - not just recent performance • Create a dialogue - ask for input • Avoid words like “but”, “never”, and “always” and repeating the same words (e.g. good work, great) • Focus on the job, not the personality • Summarize key points • Restate action plans • Have employee sign the form

18. Performance Appraisals AFTER the Performance Review: • Follow-up with the employee to see how plans are proceeding within the given time frames • Offer the employee assistance in achieving objectives and encourage discussion of successes

19. ThePerformance Management Cycle Set Expectations Coaching & Feedback Annual Performance Review Communicate Expectations Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance

20. Break

21. What Motivational Techniques Can Do for You • Develop skilled, productive workers • Encourage high-quality performance • Create an effective team • Help employees find greater job satisfaction – raise morale • Reduce absenteeism and turnover • Prepare employees for advancement • Prepare your department to meet future needs

22. What Motivates Your Employees? • All employees need motivation • Money isn’t the only motivator • Motivators vary from person to person • Motivators must be tailored to meet each employee’s needs and goals

23. Good supervision Clear goals Accurate and timely feedback Interesting work Challenges Responsibility Recognition Respect To be informed To be listened to To be treated fairly To be given opportunities for growth and advancement To have control over their own work To participate in decision-making To be a member of an efficient team What Employees Want from Their Jobs

24. 7. Self-actualization 6. Aesthetic 5. Cognitive 4. Esteem 3. Belongingness 2. Safety 1. Physiological Maslow’s Hierarchy of Needs

25. Motivation Case Studies

26. Vision Direction Commitment Accessibility Trust Motivation Begins with Leadership

27. Link to Expectations, Goals, and Standards • Maintain high expectations • Set reasonable goals • Establish consistent standards

28. Recognized Value and Involvement • Participation • Delegation • Ownership • Information

29. Fairness in Distribution of Awards • Just • Objective • Established Criteria • Involvement of employees

30. Minimum administration Timely results Timely rewards Keep It Simple

31. Continuous Improvement • Set goals together • Encourage employees to provide feedback • Review progress • Recognition and communication • Set new goals

32. Rewards and Recognition • What works well? • Expectations are clear (SMART Goals) • Employees receive feedback • Managers eliminate barriers • Match between responsibilities and abilities • Opportunities for advancement and personal growth

33. Thank You! Sarah Harvey Employee Centric Contact info: Sarah@employeecentric.com 804-513-5672