leadership, quality, development & workforce management

PowerPoint Presentation

A PRESENTATION FROM Ndipendoh Kingsly M20161LEADERSHIP & WORK FORCE MANAGEMENT (HCM 302)

1PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-2016

THE RESPONSIBILITIES OF A LEADER

A leader must dream and visualize the future for the next years.

A good leader does not end at dreaming but also converts his dreams into Specific Measurable Achievable Realistic and Time bound goals and further converts the goals into stepwise tasks.

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PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-20162

PREPARE A PRESENTATION ON; LEADERSHIP &

WORKFORCE MANAGEMENT

3TASK


Basic IntroductionThe responsibilities of a leader.The process of becoming a leader.Some notions in leadershipThe importance of a vision in leadership.Attributes of a good leader.Conclusion

4OUTLINE OF PRESENTATIONPART 1-LEADERSHIP


Leadership is the ability to guide, direct or influence people.

A leader is someone who guides or directs others towards a purposeful destination.

Management is a process which brings together resources and unites them to collectively achieve objectives in the most efcient possible manner.

5GENERAL INTRODUCTION


THE RESPONSIBILITIES OF A LEADERLeadership is the responsibility of releasing others into their own responsibilities.

One becomes a leader when he understands why he is in an organization.

A leader has the responsibility to harness and develop inherent values in the subordinates rather than suppressing or oppressing such values.6


THE RESPONSIBILITIES OF A LEADER

Leadership is probably about knowing where you are going and asking others to follow you.

Its is a leaders responsibility to transform a vision into a reality.

Good leaders have to identify their vision, write them down and make it clear to the followers.

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Self-discovery:If a leader has never discovered who he is, then his leadership will probably be centered on opinions and copy work. Your leadership should be unique.

Self-discovery is a prerequisite for either accepting, refusing leadership tasks or embarking on specific leadership skill developments.8THE PROCESS OF BECOMING A LEADER


Self-development/Capacity Building: A leader cannot go faster than the information he carries. Self-development is finding your gift and developing the gift.Unnecessary competition, conflicts and envy in leadership is probably because leaders have not yet developed or identified their competencies.A good leader will not boarder when others are excelling because he knows his competency and destination.9THE PROCESS OF BECOMING A LEADER


Some questions to answer prior to assuming leadership responsibilities include;What does my presence represent in this institution?What can I do and who is following me?What can I do for the next generation to continue? 10THE PROCESS OF BECOMING A LEADER


Nepotism and gerontocracy are threads in leadership who can do a task and not who should do a task is the language of good leadership.

Time is like a rushing river and a leader is like a compass directing the allocation of time and resources. once the compass is pointing to the north, others will easily know the direction of the south.11NOTIONS IN LEADERSHIP


A good leader lives a selective life, leaders are not called to be everywhere, but are called to coordinate and delegate responsibilities.

A good leader maximizes the perspectives of subordinates but not necessarily their permission to execute the rightful tasks.12NOTIONS IN LEADERSHIP


Things that look big today will become very small tomorrow, being current is the currency in leadership, quality attracts quantity.

A written vision helps the leader to focus his energy; there are times, a leader will confess it is well even in tears, times when there is no fruit on the tree, a good vision gives hope for the tomorrow. 13NOTIONS IN LEADERSHIP


THE IMPORTANCE OF A VISION IN LEADERSHIPThe opinion of subordinates may be like an ocean where there is barely a place to put the foot but once a leader has a Vision, he will have a direction and will hardly lose his way.

People may laugh at a vision and make fun of it but a good vision speaks, nothing is an excuse, vision does not respect color or personality.14


THE IMPORTANCE OF A VISION IN LEADERSHIPWhen leaders meet challenges, Vision enables them to soar toward the sun even when the clouds overshadow, vision creates the energy necessary for the destination.

Vision is a cord of unity that binds people together for achievement, it provides explanations for actions and decisions taken in an organization.15


CHARACTERISTICS OF A GOOD VISIONA good vision is challenging because it is the answer that befits poverty

A good vision should be clear concise and simple. This will help the leader to know the sacrifices needed for accomplishment.

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ATTRIBUTES OF A LEADERA leader is possessed by his visions and is not afraid of confrontations.

A good leader identifies and addresses his mistakes before thats of others, he addresses his failures allowing others to see their wounds. Good leaders are quick to appreciate, praise and encourage even the little achievements of others. 17


ATTRIBUTES OF A LEADER

True leaders are interested are genuinely interested in other people especially their fundamental challenges and achievements.

Leaders handle both praises and critics with equal grace.

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ATTRIBUTES OF A LEADERLeaders do that which is right and not things that are popular.

A leader lives on his edge; every time he is thinking and looking forward for alternatives to the present principles and procedures.

True leaders are equally followers those who want to learn must learn to follow19


ATTRIBUTES OF A LEADER

Good leaders are persons of honesty, there is probably no other time that a leader can be honest than when he is leading the subordinates.

A leader is someone people will naturally want to be around him, true leaders take the group from where it is to where it is supposed t be.20


Outcomes: Upon completing this presentation, students should be able toIdentify the strength of a workforce in an organization.Execute job analysis, job descriptions and advertisements for job vacancy in an organization.Organize and execute job interviews and the recruitment process.Execute progressive discipline as managers in organization.Execute adequate performance feedback as managers

21PART 2:WORKFORCE MANAGEMENT


Definition of terms/basic concepts.Case scenarioCritical steps in the recruitment and selection of employees.Compare and contrast job orientation, training, and development.The roles of motivation and rewards in employee performance feedback.Steps involved in progressive discipline.22OUTLINE OF PRESENTATIONPART 2-WORKFORCE MANAGEMENT

A herd of sheep led by a lion will surely succeed but a herd of lions led by a sheep will surely fail.


WORK FORCE MANAGEMENT Management is a process which brings together resources and unites them in such a way that, they collectively achieve goals or objectives in the most efcient possible manner. Managers are people who perform management activities; thus anyone who has a task to accomplish or a goal to achieve is a manager as well.

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THE MANAGEMENT PROCESSThree fundamentals of the management process are; Activities that managers perform, Resources that managers is entitled to, and Levels at which managers make decisions. Every action taken by a manager involves at least one aspect of each of the three dimensions.

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Management Activities

The rst of four managerial activities is planning, which is predetermining a course of action based on ones vision /goals.

Managers should consider factors when planning, like their internal and external environments.

The director of a hospital will develop plans to predetermine the professional services he might offer based on the workers available and the number of competitors available.

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Managing nonhuman resources consists of such activities as inventory, nancial management, etc.

This presentation deals with managing people known by the formal name human resources management.

Workforce management is an essential duty for any manager who must interact with or supervise others.

Workforce management is important because it can make the difference between a smoothly running organization and a dysfunctional, or unsuccessful one26



Case scenarioKingsly has just accepted a position as a pharmacy director for a 200-bed community hospital in a fast-growing suburb of Bamenda city.

Kingsly has a doctor of pharmacy degree and 3 years of work experience as staff pharmacist at another hospital across town.

Kingslys responsibility in his new position is to take care of the operations of the inpatient pharmacy department and an ambulatory care pharmacy. 27



He is responsible for supervising approximately 20 full- and part-time employees on the day and evening shifts.

After just 1 month on the job, Kingsly is faced with several personnel problems. Three pharmacists have left the department recently for other jobs.

Many of the remaining pharmacists and technicians have expressed dissatisfaction with their jobs by complaining constantly about the smallest problems.

Two frequent comments made by employees are Its not my job and I dont get paid enough for this.28



Some of the discontent has even led to serious arguments.

Two times in the last week Kingsly had to break up shouting matches between employees.

In addition to their complaining, the pharmacists show little initiative and appear to be only going through the motions of their jobs.

Technicians are not supervised properly and are allowed to disappear from the department for extended periods.

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To top it off, nursing administration has led several formal complaints regarding rude behavior and poor service by pharmacy personnel.

The tenures of pharmacists and technicians in their positions range from 5 to 20 years, making Kingsly the only newcomer to the department.

Prior to his arrival, the pharmacy director, a man who retired recently after 20 years of service to the hospital, gave minimal feedback or guidance to employees.

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The former pharmacy director avoided confrontations, so he typically let personnel problems simmer until they got out of control.

Without much guidance from their director, pharmacy employees developed bad work habits and unprofessional behaviors.

Kingsly would like to turn things around in the pharmacy department but is not sure where to begin.

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Questions to be addressed by this presentation. Explain how poor work force management has caused Job stress and Personnel shortages in this scenario.

Describe Kingsly's workforce tasks and highlight key elements associated with each.

Justify the impact of job descriptions and performance standards in solving this situation.

Explain why workforce management is a crucial element of a organizational image in the eyes of its customers.32



Workforce management (WFM) is dened as the process of achieving organizational objectives through the management of people.

Tasks associated with WFM include Recruiting, Training, Developing, and Firing employees.33



When these tasks are done well, employees know their responsibilities and receive sufcient feedback to meet them successfully.

When these tasks are done poorly, employees are given little or inconsistent direction in theirtasks and often are frustrated in their jobs.

Many problems at job sites result at least partially from the fact that employees quite often are poorly managed. 34



Overwork, stress owing to unclear directives from management, poor teamwork, insufcient training, inadequate feedback about productivity and quality of work performance, and conicts between people, etc are indications of poor WFM.

It can also be argued that low yields in organizations result from poor personnel management.

A manager may contribute to low output byemphasizing quantity of work over quality of work.35



RECRUITMENT AND PLACEMENTRecruitment and placement of personnel are two of the most important tasks of a manager.

If a manager gets competent, self-motivated professionals, issues such as motivation and performance are less of a problem.

Good hiring practices also diminish employee dissatisfaction and turn-over by matching the right person with the right job.36



Managers need to exercise great care in recruitment and retention of employees because they represents the organization and the entire profession. Employees can also be a source of competitive advantage in the market as good employees can generate signicant revenue for a rm by maintaining just a loyal customer based relationship drawing them from competitors.

In addition, satised patients are more likely to recommend an institution to friends and family.37



Choosing the wrong employee for a position can be quite expensive, especially If that employee leaves after a short time, the employer must bear the cost of recruiting, selecting, and training a replacement.

Hiring employees who are unproductive can be a nightmare for managers as well.

Many of such employees are able to keep their jobs by riding the line between minimal acceptability and termination. 38



Problem employees also can take up signicant managerial time in counseling, dispute mediation, and oversight.

Therefore, it is essential that managers do all they can to choose the right employees.

Employers who treat employees well have fewer problems with job turnover because employees do not want to leave.39



THE RECRUITING PROCESSRecruiting consists of all activities associated with attracting the most qualied candidates to ll vacancies.

Proactive recruitment may be executed by creating avenues for voluntary services to young graduates who are potential employees to be approached once an opening occurs.

Proactive recruiters should build a desirable work environment by improving conditions such as employee rewards and recognition, inclusion of employee input into work decisions, benets, and quality of daily work life.40



After choosing the advertising medium, an advertisement should be written. When writing any advertisement, it is important to keep it simple. It should not make false promises and should not use hyperbolic rhetoric or technical jargon. It should only capture the eye of qualied candidates and persuade them to contact theManager.41



ApplicationOne of the rst steps in hiring is for a candidate to ll out a job application which serve two purposes thus;

The rst is to help screen unqualied candidates. Applications can identify whether candidates have the necessary training, degrees, and experience for the job.

The second purpose of applications is to provide back-ground about the candidate for the interview.42



PlacementPlacement involves studying applications, screening, interviewing, selection, and hiring human resource.

Managers may be assisted in this process by others in advertising positions, evaluating applications/paperwork, screening candidates, checking referees, and to make the nal choice.43



Screening: Applicants are screened to see if they meet the requirements of the job.

Screening is a process that attempts to weedout unqualified applicants from the pool ofpotential candidates.

Common screening criteria include lack of jobqualifications, applications with missing information, and negative applicant history (e.g,frequent changes in employment).44



Screening criteria are developed from job analyses which is a systematic reviews of the requirements of the job. Job analyses may identify some of the following aspects of a job:Behaviors, tasks, and outcomes required of the employee on the job.Skills, capabilities, and knowledge required.Physical requirements.Required information, technology, and resources.Expected interpersonal relationships.Budget and managerial responsibilities45



The job analysis provides useful information forboth employees and managers.

For managers, information from the job analysis is used in writing job descriptions, interviewing/screening candidates, and setting performance criteria.

For employees, information from the job analysis tells employees how work is to be done and the outcomes expected.46



INTERVIEWING PROCESS.

When qualified candidates are identified, interviews are scheduled.

Preparation for an interview is as important for the interviewer as it is for the candidate.

The following is a suggested list of interview preparation steps:47



Send information about the position to the candidate. It is helpful to provide candidates with specific information about the job description and standards for performance to help them prepare for the interview.

Identify interview objectives. It is important toask yourself what you want to achieve with the interviews. For example, if you have acute, immediate needs, you may only consider candidates who are available immediately.

However, if your interest is long term, you may be willing to wait for an excellent candidate to graduate from school or complete a commitment made to another employer.48



Examples of a position description and performance standards is in the table below.

In developing interview questions, pay attention to assessing the requirements of the job specified in the performance standards.

While studying the applications/resumes, look for accomplishments and credentials on which you want the candidate to expand.

Also note frequent job changes, gaps in employment, inconsistencies in history, or incomplete information on references about which you want to learn more.49



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Schedule a quiet, uninterrupted interview as it shows disrespect to the candidate if you permitinterruptions and distractions from giving your full attention to the interview.

Most interviews follow a relatively predictable number of steps.

The first step consists of introductory small talk designed to put the candidate at ease.51



Rather than jumping immediately into the questioning, a few minutes may be spent developing some rapport with the candidate.

After the small talk, interview questions are posed of the candidate. When the questioning phase is finished, the interviewer describes and promotes the job to the candidate.

At this point, candidates may be also aloud to ask questions to the interviewer about the job.

At the end of the interview, applicants either meet with other interviewers or are given a tour of the facilities. 52



The traditional interview engages candidates in a general discussion about themselves. A common question might be, Tell me a little about yourself or your strengths and weaknesses?

Situation interviews direct applicants to describe how they would handle a difficulty imaginary situation. For e.g. , You are the pharmacy manager, and one of your employees has just told you that another worker is stealing merchandise. What would you do?53Types of Interview approaches

Situation interviews assess candidates problem-solving capabilities and communication.PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-201653

Stress interviews attempt to replace thepolite conversation seen in traditional interviews with a deliberate attempt by theinterviewer to unnerve the candidate with blunt questions.

e.g., Why would a woman like you want to work here ?,

It attempts to discern candidate preparation and ability to handle stress.54



Behavioral interviews try to evaluate an applicant s past behavior, experience, and initiative by asking for specifics about past events and the candidate s role in those events.

Classic behavioral questions start with Give me an example when you ... or Describe your worst ...

In many cases interviewers employ more than one stylein an interview.55

Behavioral interviewing is based on the assumption that past behavior best predicts future behavior.


Other tools used by some employers to select candidates are standardized personality and skills tests.

Their use stems from a belief that persons with certain personality traits (e.g., one who employs a particular leadership style) may be best

Similarly, a person may have to demonstrate one or more particular abilities on a skills test to minimally qualify for a job.

The use of standardized tests has limitations, and thus such tests may not be used to a great extent in all cases. 56



Most interviewers have limited experience and are prone to common interview mistakes caused by lack of preparation.

Another typical mistake occurs when the interviewer does most of the talking and does not give the candidate an opportunity to speak. It is hard to learn much about a candidate when the interviewer is talking.

57Common mistakes from the interviewers



In other situations, interviewers treat the interview as an inquisition designed to squeeze the candidate into revealing their flaws.Although this may reveal some insights about the candidate, it is also likely to drive the candidate to another employer.

Finally, some interviewers assume that the candidate wants the position, so no attempt is made to sell its benefits .

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Any of these mistakes can result in either losing a desirable candidate or choosing the wrong one.PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-201658

Selecting CandidatesDuring the interview process, it is important to keep good notes about each candidate. This is essential for keeping details about candidates organized and for documenting the selection process in case any claimsof discrimination should occur. It is better to save note taking until immediately after the interview to avoid distracting the candidate during the interview. It is also helpful to develop an interview checklist to structure interview notes. Table 9-3 lists several interview mistakes candidates make frequently that can exclude them immediately from further consideration.59



The nal choice of the interviewer often comes down to how well the following questions can be addressed;

Can this person do the basic job?

This addresses the ability of the candidate to contribute to the organizations performance.

For instance, a good clinical pharmacist who has little dispensing experience may not be chosen for a position in a community pharmacy setting. 60

Although good clinical skills may be helpful in a community position, basic dispensing capabilities are essential.


How well do the candidates skills and capabilities mesh with the organizations needs?

Sometimes the best employee for a position does not have the greatest credentials or the most talent.

In many circumstances, the best employee is the one who can ll skill deciencies in the organization and complement the talents of other employees.

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Will the candidate make my job easier?

Everyone has some self-interest in the selection of a candidate. Successful applicants often highlight how they will be able to solve problems of individuals and the organization. Would I want to work with this person?

This question deals with the rapport between the applicant and the interviewer.

If the rapport is good, the chances of selection are enhanced signicantly.

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Once an applicant accepts a position, the hard part of workforce management begins because recruitment is just the rst step in the WFM.

Once hired, employees must be given the necessary required training/orientation and feedback necessary to do their jobs.

There are many reasons on the table below why employees may not perform their tasks as they should.

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They dont know what they are supposed to do.They dont know why they should do it.They dont know how to do it.They think something else is more important.There are no positive consequences for doing it.6410 Reasons Why Employees Do Not Always Do What They Are Supposed to Do



10 Reasons Why Employees Do Not Always Do What They Are Supposed to Do

There are no negative consequences for not doing it.

They are rewarded for not doing it.

They are punished for doing what they are supposed to do.

They are not and will never be capable to perform as desired.

They have personal problems that get in the way

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A quick scan of the list above summarizes that employees either do not know;

what they are supposed to do or

How to do it and/or

How they benet from doing it.

Managers must communicate to employees what is expected of them, train them to do it, and provide feedback about how well they are doing and how they might improve.

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The remainder of this presentation addresses how employees can achieve these goals.


TRAINING ANDDEVELOPMENTA managers job is to help staff members succeed at their jobs.

Training is meant to improve employee performance with current tasks and jobs, whereas development prepares employees for new responsibilities and positions.

Therefore, training is essential for meeting current needs, and development is an investment in future needs.67



Employee training benets the organization by improving the quality and quantity of work provided by employee.

For the employee, it can make the job more interesting and meaningful and lead to greater morale and sense of accomplishment

Excellent organizations invest in the training and development of their employees.

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Training can be in two primary forms: orientation training and job training.

The process of orientation training entails welcoming new employees and presenting a positive rst impression, provide information that will permit them to settle into their new responsibilities, and establish early expectations of performance and behavior.

It also involves familiarizing new employees with the companys mission, goals, cultural norms, and expectations. 69Forms of training



Things covered in orientation training include; coworker introductions,

A tour of the facilities,

Discussion of employee benets,

Review of policies and procedures,

Discussing performance objectives for his job,

It is a good idea to develop a checklist that covers all orientation topics to ensure that nothing is overlooked.

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Although applicants are trained professionals, the changing nature of practice, requires continual training throughout as skills to perform may diminished over time.

Job training is a responsibility of both the individual and the organization.

For example, a pharmacist may be asked by an employer to receive on-the-job training in customer-service methods to fulll a perceived employer need. 71



Job rotation is designed to give an individual broad experience through exposure to different areas of the organization.

for example, In a pharmacy, new technicians can be trained in lling carts, outpatient dispensing, intravenous admixture preparation, inventory management, billing and working in one or more satellite pharmacy units.72

Some organizations formally or informally may employ a type of training called job rotation (also known as cross-training).


Such training would diversify employees skills, allowing them to work in any number of areas should one be short-staffed, and may help to improve their self-esteem and sense of contribution to the organization.

Summarily, Job training can be used to develop; Habits , Knowledge , Skills , Procedures Policies, etc required to function at the optimum.

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Development

Development requires a long-term focus by preparing for future needs of the individual or organization.

Professional development typically consists of answering the following questions:

What is my present situation? Where do I want to be? What skills, knowledge, and training do I need to get where I want to be?74



Development differs from training in that it requires a greater intensity of education and instruction.

Professional development may require formal education and structured experiences such as college courses, multiday seminars and certicate programs.

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PERFORMANCE FEEDBACKTypes of Performance Feedback

While training and development prepare employees for current and future jobs, performance feedback communicates how well they are doing in their jobs and how they can improve.

Managers commonly provide employee feedback in three ways. 76



The rst and most important is the day-to-day feedback provided on the job.

This refers to the verbal and visual messages provided daily to employees through conversations, body language, and behaviors.

Other forms of managerial feedback are provided less frequently and often long after the behavior occurred.

The following is a list of suggestions for providing useful daily feedback to employees:77

Daily communication is the most effective performance feedback because it is immediate and often.


Practice management-by-walking-around (MBWA).

This management approach consists of getting out of the ofce and interacting with employees once in a while.

When practicing MBWA, listen more than talk.

The purpose of MBWA is to learn what is happening within the organization and to solicit input and advice from others. 78

That information is then acted on to improve the organization and the work of employees.


Focus on the positive. Encourage people by catching them doing something right, not catching them doing something wrong.

Surprise them with positive comments specic to an action that you want them to continue doing,

for example, I liked how you went out of your way to listen to the concerns of that customer and nd exactly the right solution for her needs.79



Take notes when people make suggestions or you make promises, write them down.

Provide a deadline for getting back to them about any documented issue.

Then keep your promise to get back to them by that deadline.

Make individuals see your presence as helpful.

Try not to waste peoples time, interrupt their work, complicate things, or do anything that makes their day-to-day job more difcult. 80

The purpose of MBWA is to assist and support employees, not tocriticize and inspect their work.


A second form of feedback comes through the employees annual /semiannual performance reviews.

Annual performance reviews act as long-term planning sessions where managers help employees to review their previous progress, identify successes and areas that need improvement, and establish goals and objectives for the next year.

Annual performance reviews augment and summarizes feedback provided by managers on a day-to-day basis.81



The nal form of managerial feedback comes from reviews scheduled ad hoc in response to certain particularly good or bad performances.

Good ad hoc performance reviews are designed to provide recognition for outstanding performance and may be accompanied by some award or gift.

Bad ad hoc reviews are designed to address unacceptable employee behavior or performance immediately. 82

These negative ad hoc reviews are part of a process called progressive discipline.


Progressive discipline is dened as a series of acts taken by management in response to unacceptable performance by employees.

The role of progressive discipline is to escalate the consequences of poor employee performance incrementally with a goal of improving that behavior.

Responses by management to undesirable behavior become progressively severe until the employeeeither improves, resigns, or is terminated from the position. 83PROGRESSIVE DISCIPLINE



Although punitive in nature, the purpose of progressive discipline is not to punish.

Rather, the aim is to make explicit to an employee the consequences of unsatisfactory behavior in order to encourage improved behavior.

Indeed, improved behavior is always the preferred outcome, never the loss of an employee through resignation /termination. 84



Progressive discipline may be initiated in response to employee behaviors such as:

Discourtesy to customers or coworkers,Tardiness, Absenteeism, Unsatisfactory work performance, andViolation of policies. 85



Progressive discipline usually consists of the following steps: Verbal warning, Written warning, Suspension, and Termination.

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A verbal warning is a formal oral reprimand about the consequences of failing to perform as expected.

A manager might verbally warn an employee that she is performing below expectations in regard to tardiness and that if performance is not improved, further disciplinary action may be warranted.

Verbal warnings are relatively common and often the only action needed to correct unacceptable employee performance.87

Reprimand is a rebuke given for having done something wrongPRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-201687

Written WarningIf an employee does not respond to a verbal warning, a more formal written warning is issued.

A written warning is the rst formal step in progressive discipline that may result in eventual discharge of the employee.

It differs from verbal warnings, which are relatively informal acts that only require the manager to note the time and place of the reprimand and what was discussed88



A written warning is a legal document that can end up as evidence in a court case.

Therefore, written warnings should be crafted carefully with help from superiors and the human resources department.

The written warning should describe the unacceptable behavior, previous warnings, specic expectations of future behavior to be achieved by a precise deadline, and the consequences of not meeting expectations.

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If an employee is discharged and any disciplinary step is handled inappropriately, the employer can be sued successfully for nancial damages by the employee.


For example, You were verbally warned about tardiness on January 10 of this year.

You have continued to be tardy at a rate above that specied in your performance standards.

If you are late for work more than twice within the next month, you will be suspended for one day without pay.

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As shown by this example, it is essential for a manager to keep good records of previous warnings because they will be used as the basis for potential written warnings.


Suspensions are punitive actions meant to demonstrate the seriousness of a situation.

Sometimes written warnings do not result in improved employee performance and need to be backed up by actions.

Suspensions are meant to act as a nal warning that current behavior is unacceptable.

Like written warnings, they must be crafted carefully to include previous warnings, requirements for future actions, and consequences for not improving behavior (e.g., termination)91



TERMINATION OF EMPLOYEESSome managers are hesitant to terminate employees because it can be a difcult circumstance for all involved.

For the terminated employee, it can have a tremendous impact on self-esteem, reputation, and personal nances.

For the manager, it can be an emotional event that results in an unpleasant confrontation. 92



It can also lead to legal action for the business and individual manager.

However, if employees are provided clear performance standards and the procedures for progressive discipline are observed, ring bad employees usually is not difcult procedurally.

This means that every step leading up to the termination must be appropriate and documented.

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Therefore, some managers avoid dealing with such situations by insisting wrongly that laws and rules make it impossible to re anyone.


Procedures for terminating employees differ depending on the circumstances.

For new employees who are on probation the process of progressive discipline does not need to be followed.

The employee can be terminated at any time if it is clear that the employee will not succeed in the job.

For employees who do not fall into the preceding categories, termination should not come as a surprise. 94

Probation is a trial period for assessing new employees.The steps of verbal warning, written warning, and suspension are not necessary before termination during this period. The same is true for employees who commit acts that can lead to immediate termination, such as ghting on the job, drug or alcohol use at work, stealing, vandalism, or periods of absence without notice.PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-201694

Following progressive discipline, procedures should give employees explicit expectations of what is going to occur when performance is not improved.

Many employees will resign before being terminated. Employees who do not resign are asked to attend a termination meeting.

Prior to the termination meeting, the manager must be certain that all the following statements are true:95



The employee is not being terminated for anythingbut poor job performance or breaking major rules(e.g., theft or ghting). The reason for termination can be stated in measurable, factual terms. The employee has been given specic feedback regarding the performance deciency in measurable, factual terms. The organizations policies and procedures regarding discipline have been observed and actions documented.

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The employee has been given ample opportunity to correct the poor performance.

Employee treatment is consistent with similar situations of employee performance.

If there is no human resource department with whom to confer, a lawyer should be consulted.

Most businesses have a procedure for terminating employees, so the manager simply follows that procedure. 97

Most termination procedures require that a witness be present during the meeting to verify conversations and actions


This is better achieved by being direct and tothe point by stating something such as;

You have not achieved the performance objectives specied in our last meeting, so we have decided to terminate you from your position.

The employee may respond in multiple ways (e.g., anger, tears), but your response should be neutral.

You should not argue with or criticize the employee or engage in any negotiations.98

The primary goal of the termination meeting is to terminate the employee compassionately and in a manner that maintains the employees dignity and self- respect.


It is essential to state that this decision is nal.

Let the employee vent any frustrations, but do not permit abusive or violent behavior.

Be ready to discuss a severance package or direct the person to the human resources department, and then end the meeting.

Since an employee may be upset and not thinking very clearly after termination, it is useful to offer recommendations on what he or she should do next.

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severance package is compensation for loss of job/money paid as compensation, on the basis of length of service, to an employee whose job ceases to exist. Vent is a release or expression of strong feelings or emotions, or a chance to do this.


For instance, the employee may not need to complete his shift, his belongings may be packed and left for him to pick up the next day.

After termination, several nal steps need to be concluded.

Documentation of nal actions should be completed and led.

Finally, the manager should reect on how the process went and what changes may be necessary to prevent further terminations.

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All people involved should be reminded about the condentiality of discussions and actions.


101REVISITING THE SCENARIOAPPLICATION OF PRESENTATION


The scenario depicts an all too common situation in organizations, in which employees lack direction and guidance in their jobs. As a result, the quality and quantity of work suffers, and the work environment becomes intolerable. Without workforce management, even professionals can lose direction.The concept of management consists of a wide range of complex tasks that involve either managing people or managing nonhuman resources such as property and information.102



Kingslys problems in the scenario revolves around workforce management. There appear to be three related problems: There are three pharmacist position vacancies that need to be lled, Employee morale is low, and Current employee productivity and behavior are unacceptable.103



Kingsly has identied several specic employee behaviors that hinder the performance of the pharmacy, including; Frequent arguments, Excessive complaints, Pharmacists not supervising technicians, andRude behavior and poor service to nursing.

He has decided to focus on these problems rst.104

A herd of sheep led by a lion will surely succeed but a herd of lions led by a sheep will surely fail.PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-2016104

Kingslys rst step should be to examine the current job and performance descriptions of the employees to see if they address the problem behaviors described.

If they do, then he can use them to illustrate that specic behaviors are documented as unacceptable.

If job descriptions and performance standards do not address problem behaviors, then they need to be updated. 105



With clearly dened duties and performance standards for all employees, Kingsly can start a dialogue with employees about expected behavior using specic examples.

For instance, if a pharmacist states that it is not her job to supervise technicians, Kingsly can review the performance standards that relate to her supervisory duties.

Kingsly needs to communicate clear expectations of employees and provide feedback in day-to-day discussions, annual reviews, and disciplinary actions. 106



Kingsly should realize that changing entrenched employees is a long process, so he should be patient and persistent.

Some employees may not accept his efforts immediately and may refuse to alter their conduct.

Kingsly will have to apply pressure through progressive discipline to encourage them to change or nd a new employer. 107



If he is consistent and fair, most employees willgo along with and even embrace the changes.

With successful change, employee morale should also increase and the turnover rate slow down.

108



QUESTIONS FOR DISCUSSION

What are the potential advantages and limitations of afrmative action to an organization?

What knowledge and skills are managers like us looking for in employees?109



How effective would you be at terminating an employee for poor job performance? Justify

Which interview method do you think is most effective? Least effective? Explain.

When should the job search process for pharmacist jobs start for pharmacy students? What actions should be taken?

110



Think about your last job search and employment. Rate your employers performance in the areas of:Recruitment and selectionInterviewingOrientation and trainingPerformance feedback

111



What type of performance feedback have you received from previous employers? Describe a specic example in which an employer did a particularly good or bad job of providing feedback.

What questions might an interviewer ask of a candidate for the job described in Table below?

112



113


CONCLUSIONGood Leadership and work force management (WFM)is an important requirement for providing excellent managerial services.

Personnel who are well managed are more likely to be satised in their jobs, effective, and productive.

114



Good Workforce Management in health care enhances the likelihood that patients will be better served and achieve better health outcomes.

Any employee who is serious about serving patients andthe profession needs to be committed to good workforce management.

115

A herd of sheep led by a lion will surely succeed but a herd of lions led by a sheep will surely fail.PRESENTATION IN LEADERSHIP AND WORKFORCE MANAGEMENT BY: NDIPENDOH KINGSLY, PATCHA MARY & MUKERE VIVIAN-2016115

THANKS FOR YOUR KEEN ATTENTION, 116


REFERENCESDonnelly JH, Gibson JL, Ivancevich JM. 1995. Human resource management. In Fundamentals of Management, Vol 13, p. 444. Chicago: Irwin. Fitz-Enz J. 1997. Its costly to lose good employees.Workforce 76:51.Fournies FF. 1999. Why Employees Dont Do What TheyreSupposed to Do and What to Do About It. New York:McGraw-Hill.HoldfordDA. 2003.Marketing for Pharmacists.Washington, DC: American Pharmaceutical Association.Occupational Safety & Health Administration (OSHA), U.S. Department of Labor. 2007. Available at www. osha.gov/; accessed on August 15, 2007.Medley HA. 1984. Sweaty Palms: The Neglected Art of Being Interviewed. Berkley, CA: Ten Speed Press.Reynoso J, Moores B. 1995. Towards the measurement of internal service quality. Int J Serv Ind Manag 6:64.Tkaczyk T, Harrington A,MoskowitzM, Levering R. 2003.The 100 best companies to work for in America. Fortune 147:127.UmikerW. 1998.Management Skills for the New Health Care Superviser. Gaithersburg, MD: Aspen Publishers.Weinberg CR, Brushley CD. 1997. Stop the job hop! Chief Executive 122:44.117


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