addressing tomorrows workforce today – engaging, mentoring ... · myth #1: a supervisor cannot be...
TRANSCRIPT
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ADDRESSING TOMORROWS
WORKFORCE TODAY –
ENGAGING, MENTORING,
SUPPORTING AND
SUPERVISING PEOPLE IN A
PEER ENVIRONMENT
Servant Leadership and Hunter’s Model of Employment Role Autonomy Levels ©
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Presenters
Gloriana
Hunter, Ed. D.
Experience
Worked in behavioral health (psychosocial support) in Arizona since 2005. Started as a community-based peer support
specialist.
Currently managing 4 community-based recovery centers for Recovery Empowerment Network.
Education Ed. D. from Argosy University
MBA from University of Laverne
Passion Supporting entry-level workers to find vocational
strength.
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Presenters (Cont’d)
Susi Morales,
BS / BHT
Experience
Worked in behavioral health (psychosocial support) since 2001.
Started as a volunteer WRAP© facilitator
In 2015, opened the Peer and Family Referral Center, an Arnold Expansion partnership between MMIC and Recovery Empowerment Network.
Education Bachelor’s of Science in Sociology (minor in
psychology) from Arizona State University (currently working toward M.Ed.)
Passion partnering with others to help them realize their
goals.
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Equal people, different jobs.
Engaging Employees
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Preventable Turnover
Micromanagement results in 28% higher
rate of dissatisfied employees. (LinkedIn.com, 2015)
15%10.3%
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Why this matters…
Successful peer
professionals
significantly reduce
workplace stigma.
Employee turnover has significant cost
to employers
Research supports a correlation between
servant leadership and employee
commitment to supervisors
Employee commitment to supervisors
plays a major role in employee retention
(Sokoll, 2013)
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Why this matters, x2…
Employee commitment to supervisors is
linked to increased productivity (Sokoll,
2014).
Supervisors positive attitudes toward
human equality in the workplace is
linked to employee commitment and
reduced turnover (Hunter, 2015)
Occupational stability is a dimension of
wellness (SAMHSA.gov, n.d.)
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Why this matters…
Meet Letajan.
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Easiest way ever to become a Hero Mentor
Mentoring
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Servant Leadership
Leadership
myth #1:
A supervisor
cannot be
people-centric
and maintain
high standards,
because
employees will
take advantage.
(Hess, 2013)
Common characteristics of a servant-leader:
Lead by example
Exhibit humble behavior
Mind those p’s and q’s
Vigilance
Communicate expectations
Support autonomy
Good intentions and words are not enough. The best leaders understand that daily behaviors count (Hess, 2013).
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Servant Leadership
Employee
commitment to
supervisors has
been discovered
to play a major
role in employee
retention
(Vandenberghe &
Bentein, 2009).
Potential benefits of servant leadership behaviors:
improved employee trust,
loyalty, and
satisfaction with supervisors
Servant leadership’s values and behaviors are focused on helping people The distinctive, central focus and base of servant leadership behaviors is serving the needs of followers (Hess, 2010).
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Leadership takes discipline.
Supporting and Supervising
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
![Page 22: Addressing Tomorrows Workforce Today – engaging, mentoring ... · myth #1: A supervisor cannot be people-centric and maintain high standards, because employees will take advantage](https://reader033.vdocument.in/reader033/viewer/2022050510/5f9b240b3c12a34e360b173d/html5/thumbnails/22.jpg)
Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
![Page 24: Addressing Tomorrows Workforce Today – engaging, mentoring ... · myth #1: A supervisor cannot be people-centric and maintain high standards, because employees will take advantage](https://reader033.vdocument.in/reader033/viewer/2022050510/5f9b240b3c12a34e360b173d/html5/thumbnails/24.jpg)
Lift VariablesPrevious organizational experience in other roles
Demonstrates comfortability company’s culture (company culture fitness)
Solid understanding of role expectations
Demonstrates ability to perform tasks within expectations
Willingness to pursue continued informal learning and formal education regarding role
High EQ: Intrinsic (Knowing and being comfortable with self)
High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)
???
Drag VariablesNew to organization
Demonstrates difficulty with company’s culture(company culture fitness
Unclear about role expectations
Unable to consistently perform tasks to expectations
Does not actively pursue continued informal learning and formal education regarding role
Low EQ: Intrinsic (Uncertain and uncomfortable with self)
Low EQ: Intrinsic (Uncertain and uncomfortable with self)
???
Hunter’s Model of Employment Role Autonomy Levels© 2016
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Lift VariablesPrevious organizational experience in other roles
Demonstrates comfortability company’s culture (company culture fitness)
Solid understanding of role expectations
Demonstrates ability to perform tasks within expectations
Willingness to pursue continued informal learning and formal education regarding role
High EQ: Intrinsic (Knowing and being comfortable with self)
High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)
???
Drag VariablesNew to organization
Demonstrates difficulty with company’s culture(company culture fitness)
Unclear about role expectations
Unable to consistently perform tasks to expectations
Does not actively pursue continued informal learning and formal education regarding role
Low EQ: Intrinsic (Uncertain and uncomfortable with self)
Low EQ: Intrinsic (Uncertain and uncomfortable with self)
???
Hunter’s Model of Employment Role Autonomy Levels© 2016
Symbol
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
Bill Smith
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
Sally Jones
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Coaching Equipping
Training Guiding
Exp
erie
nce
in R
ole
Time in RoleHunter’s Model of Employment Role Autonomy Levels© 2016
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Nutshell Servant Leadership
A supervisor’s calling is to understand
the employee’s skill level and provide
them with the tools necessary for their
role.
Become a master toolbox with a
plethora of simple and advanced tools.
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Call to Action
This model works to create a
partnership between PSWs and
leadership
Provides leadership with a roadmap to
support PSW ownership over their
occupational roles
Identifies PSW strengths and areas for
growth in vocational development.
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We would like to thank the Center for Applied Behavioral Health Policy and Recovery Empowerment Network for giving us the time and opportunity to submit this presentation.
Questions?
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References