effective people management: a presentation to ocsaa doreen harvey, human resources consultant...
TRANSCRIPT
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Effective People Management:
A Presentation to OCSAA
Doreen Harvey, Human Resources Consultant
Adrian Miedema, Partner, Dentons Canada LLP
February 10, 2014
© 2014
“We take our lead from Christ, who is the source of everything we do.”
- Ephesians 4:15
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Today’s Webinar1. Effective hiring practices (Getting the right people on the bus)
2. Effective management (Keeping the right people on the bus)
Communications
Clarifying expectations
3. Managing problem employees
Performance issues
Persons with disabilities/chronic sick leaves
4. Terminations
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Effective Hiring
“People are not your most important asset, the RIGHT people are.”
– J. Collins; Hire slowly, fire quickly
Hire people:
Who ‘get’ your culture & values
Who don’t have to be tightly managed (vs. guiding and teaching);
hire self leaders
With passion for the role
Define the process & implement
See:http://www.bing.com/videos/search?q=The+right+people+by+jim+collins&docid=4684152697260005&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C&view=detail&FORM=VIRE3#view=detail&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C
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Lack of a clear vision Expectations not clear for employee Hiring the wrong people Little or no communication or feedback Poor delegation Managers not coaching and developing their staff Problems ignored or not resolved early enough
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Common Pitfalls in Effective People Management
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The Performance Management Cycle
Performance Planning• Clarifying expectations• Getting the ‘final exam’
Performance Coaching• On-going feedback & communications; • Working towards an ‘A’
Employee Development• Creating a Development Plan• Rolling out the plan
Performance Evaluation• Regular Reviews – informal
and formal• Rewards & recognition
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Fly-wheel concept:
Aligns people by clarifying the vision
Consecutive ‘pushes’ in the same direction
No single, defining event, no ‘killer concept’ or program but big and small ‘pushes’
Adds up to sustained and spectacular results
Good to Great
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Communications
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What is Critical Feedback?
Honest communications
Telling people how their behaviour affects us/others.
Delivering a difficult message
Speaking the truth in love
Searching for the truth and confronting it
The application of Matthew 18
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Critical Conversations - Premise
Be supportive and motivating
Demonstrate integrity, truth, kindness and respect
Foster learning: powerful
Be aware of developing a link with person, not cutting off communications
Seek the truth in the situation
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Critical Conversations1. Identify the issue
2. Have a specific example(s) to illustrates the behaviour or situation that needs to change.
3. Describe your emotions about the issue.*
4. Clarify what’s at stake.*
5. Identify your contribution to this problem.
6. Indicate your wish to resolve the issue.
7. Invite the person to respond.
* Fierce Conversations: Susan Scott, 2002
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Discipline
What is discipline?
“Disciple” means “to teach”; therefore it is teaching in a way that modifies behaviour
Ensuring the person clearly understands what is expected
Determining if the person knew what was expected but chose to do otherwise
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How to Discipline Effectively
Investigate the situation Meet in private Be brief/specific & consistent Address issues as soon as you can Give a clear warning, if a warning is necessary Create a “Performance Improvement Plan” if this makes sense
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How to Discipline (cont’d) Progressive:
Verbal warning
Written warning
Suspension
Dismissal
Outline future corrective action
Fully document
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Performance Improvement Programs Try to uncover the reason for the decline in performance
Create a plan!
Catch it early
Identify performance issue, its causes and a way forward
Identify how the organization may have contributed to the problem
Set out expectations
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Performance Improvement Programs (cont’d)
Create plan with timeline for deliverables/outcomes and dates for follow up meetings
Review your leadership style and discuss with employee as this may change in the course of the PIP
Give staff member the opportunity to turn things around
Document
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Managing Problem Employees
Performance Issues
“Harassment” allegations resulting from performance management
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Managing Problem Employees
Chronic absenteeism / sickness
Human Rights Code: disability discrimination / duty to accommodate
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Terminations
Employment Standards Act obligations
“Common law” notice
Exceptions:
Employment contract
Resignation
Just cause
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Terminations
Contractual restrictions on termination: check your contracts and policies
Special considerations for teachers
Human rights considerations
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What Works...
Hiring the right people
Effective communications & feedback
Clear expectations
A commitment to people development
A culture that supports and fosters staff engagement
Addressing issues early and with grace, honesty
Trust & respect
Servant leadership
© 2014