Personnel Management from a BRD’s Seat

1. Personnel Management from a BRD’s Seat 1-1

2. Can you turn a non-desirable hire into a productive employee? Howdo you?

3. Group Activity- Onboarding • Analyze the onboarding model • Acting as a BRD, write a 10-step onboarding model for a FMWR program manager • Chart your answers

4. Fort Honor New Employee Orientation Family & MWR Team Member Orientation (TMO) Facility/Program Onboarding Our Focus

5. Definition of Onboarding The process of integrating and acculturating new employees into the organization and providing them with the tools, resources, and knowledge to become successful and productive. Partnership for Public Service. (2008). Getting On Board: A Model for Integrating and Engaging New Employees.

6. Principles for Successfully Managing New Team Members • Onboarding is a process, not an event • Onboarding is a team effort • Onboarding is planned and structured • Why is onboarding more than filling a job?

7. Personnel Management Discussion • Anita Jannsen, G9 NAF HRO • Daryl Harris, G9 NAF HR • Dave Starratt, G9 SJA Office • Mike Gaskey, G9 EEO

8. Review Why is onboarding more than filling a job?

9. Team Trust Retrieved from https://www.youtube.com/watch?v=lwuouSVtWAE

10. Trust Behaviors • Define the behaviors. • Why are they important? • What can you do? • What other behaviors can you think of that may increase or decrease trust in the workplace? • Group 1 • Clearly state expectations • Accountability • Group 3 • Respect others • Communication • Group 2 • Transparency • Admit your mistakes • Group 4 • Align actions with words • Ask for input on decisions about specific employee

11. Group Discussion Questions Group 1 Group 2 Group 3 Group 4

12. Putting Theory into Practice 5-9

13. Performance Standards S pecific M easurable A ttainable R esults-oriented T ime-framed 5-13

14. SMART Performance Standards • Are these SMART standards? Why or why not? • Research a new idea about fitness. • Research a new idea about fitness and write an article for the Family & MWR website. • Research new and innovative fitness ideas and share two (2) with customers on Family & MWR website/quarter. • Research new and innovative fitness ideas and share two (2) with customers on Family & MWR website/quarter. To Exceed: Share three (3) new and innovative fitness ideas with customers/quarter. 5-14

15. Breakout Exercise • Write two (2) SMART performance standards for a Cook Supervisor (NS-7404-08) • Chart your performance standards • Choose a spokesperson 5-15

16. Team Trust Why would writing SMART performance standards instill team trust? 5-15

17. Coaching and Mentoring “The ability to change constantly and effectively is made easier by high-level continuity.” -Michael Porter, Harvard Business School

18. Coaching and Mentoring Coaching What is it? • Task-based guidance • Supervisor-employee relationship • Goal of improved performance

19. Coaching and Mentoring • Mentoring • What is it? • An opportunity to guide • A long-term relationship • Real world results

20. Coaching and Mentoring • Training + coaching (mentoring) led to an increase of 88% in productivity, vs. 23% from training alone. • -Centre for Management and Organizational Effectiveness • 79% of Millennials see mentoring as crucial to their career success. • -Huffpost, “Four Key Benefits of Workplace Mentoring Initiatives, March 2017

21. Coaching and Mentoring • Benefits of Coaching and Mentoring: • Promotes positive organizational culture • Lessens employee turnover • Develops leadership/management skills • Builds the bench • Increased motivation/morale • Early identification of potential obstacles • Better prepared and bonded team

22. Breakout Exercise • Review scenario • As the BRD, determine appropriate feedback/guidance to provide the program manager • Be prepared to brief the large group 7-22

23. Scenario #1 Your Golf Program Manager has come to you about a concern. Carl Speckle is a laborer. He has been an employee for six months. The manager asked him to fix a problem on the first green because a garrison tournament is scheduled for this weekend. The manager knows he stayed late last night working. He inspected the green first thing in the morning and saw that Carl fixed the problem. Unfortunately, the manager also noticed several empty beer bottles and a remnant of marijuana on the green. He asked Carl about it and he admitted he had a few drinks while working late but denied smoking marijuana. How do you guide the manager?

24. Scenario #2 Your Library Manager called you with a concern. Mel Gibbens went on an angry tirade one evening in the staff breakroom. He yelled to nobody in particular about patrons who don’t put books back appropriately and co-workers who aren’t pulling their weight. A customer overhears the rant and immediately complains to you. Mr. Gibbens is a 10-year employee with an excellent work record. He believes he is going through a divorce. Your manager is notoriously non-confrontational and does not like to get into people’s private matters. How do you guide the manager?

25. Scenario #3 Your ITR Manager approached you regarding an interesting situation. A new female employee approached her and said she is concerned because her co-worker, Anthony Butters, sent an inappropriate picture to her last night on her smart phone. She showed you the picture and you confirmed that it is Mr. Butters in a skimpy bathing suit and it was sent from his phone. The manager asked Mr. Butters about it. He denied sending the picture at first but eventually admitted it. Mr. Butters said he thought it was OK because he is friends with the new female employee and saw it as casual flirting. He also said he sent the picture while he and she were off duty. You check your records and see that Mr. Butters and the rest of the staff recently completed SHARP and EEO training. Mr. Butters is a 5-year employee with satisfactory evaluations who received a letter of reprimand 6 months ago for repeatedly showing up to work late. How do you guide the manager?

26. Scenario #4 The BOSS president has approached you in the last several months on an on-going issue. The MWR BOSS advisor is slacking on their duties. He has been lazy about supporting events and has not been communicating with the BOSS president. On the rare occasion he attends an event, he typically shows up late and is the first to leave. You (the BRD) have previously suggested talking to the BOSSadvisor to address any concerns/issues. Your president has documented these conversations, yet there has been no change in their actions. The problem is becoming visible to the CSM and she has approached you (the BRD) at the last “Right Arm Night” about why she did not see the MWR BOSS advisor at the July 4th Celebration and stated, “I thought MWR was supposed to be supporting our Single Soldiers!” What are your next steps?

27. Personnel Management Resources • AR 215-1 NAF Overview • AR 215-3 NAF Personnel Policy • Chapter 7 • Supervisor/Manager (Advice but not direction) • Human Resources/CPAC (Review) (AR 215-3, para 7-8a) • Staff Judge Advocate (Coordination) (AR 215-3, para 7-8a) If ever unsure on your interpretation of a regulation, contact your local Human Resources and/or CPAC as they are your subject matter experts. 8-6

28. Personnel Management from a BRD’s Seat 1-1

29. BRD Tag Out!