supervisor orientation - montgomery college...-dana caspersen (international conflict specialist,...
TRANSCRIPT
Office of Human Resources and Strategic Talent Management
October 15, 2020
SUPERVISOR ORIENTATION
Start Smart. Manage Smart.
1
Agenda
2
• Welcome
• Recap of Morning 2
• Employee and Labor Relations
• Wellness Break
• Managing Conflict
NEW SUPERVISOR ORIENTATION
Start Smart. Manage Smart.
Employee & Labor Relations
Department
ELR
Employee & Labor Relations (ELR)Meet the ELR Team
Carol
Kliever
Manager
Elline S.
Damirdjian
HR Specialist II
Labor Analyst
Santo
Scrimenti,
JD
Director
Rowena
D’Souza
Risk
Management/
HIPPA
Privacy
Farah Vivas
HR Specialist I
Leaves
Suzanne
Howard
Admin.
Aide
AgendaWays We Can Help
Collective Bargaining Agreements at MC
• AAUP
• AFSCME
• SEIU
Complaint and Grievance Resolution
Policy & Procedure
Internal Investigations
Exit Process/Off Boarding
Three Unions at MC
Collective Bargaining AgreementsKey Areas
Union
Article
&
Section
CBA
vs
P&P
Eligibility
Union President
Shop Steward
AAUP American Association of University Professors (AAUP): full-time
faculty union established in the late 1970’s
MC AAUP Union President: Harry Zarin
Membership/Eligibility: (520+)
• Eligible Member: Immediately, all F/T Faculty
• Dues Paying Member/Voluntary Service Contribution: Optional
Contract: Effective 2015-2024 (eight years)
• Reopeners: Salary, Appendix I (overload pay), EAP, other
mutually agreed to terms.
• LMCC: Labor Management Collaboration Committee (8X)
Article 2: Management Functions- Prerogatives/Rights
Workload: 36 ESH max per A/Y or 20 ESH max per Semester
AFSCME American Federation of State, County, and Municipal Employees,
AFL-CIO, Council 67, Local 2380 (AFSCME): staff union
established in 1998
MC AFSME Union President: Christopher Standing
Membership/Eligibility: (521)
• Eligible Member: See Appendix I (Job Title), few exceptions
• Dues Paying Member: Optional
• Part-Time Employees: Work at least 20 hrs. but fewer than 40 hrs.
Contract: Effective 2019-2023 (three years)
• Reopeners: Negotiate changes and two additional sections.
• LMCC: Labor Management Collaboration Committee (6X)
Article 2: Management Functions- Rights
SEIU Service Employees International Union, Local 500, (SEIU): part-time
faculty union established in 2008
MC SEIU President: Victoria Baldassano
Contract: Effective 2020- 2023 (three years)
• LMCC: Labor Management Collaboration Committee (6X)
Membership/Eligibility: (1000)
• Eligible Member: successfully completed nine ESH of credit courses see
CBA, Section 1.3 (A)
Good Faith Consideration: (GFC)
• Assignment- Once per Academic Year, Spring & Fall (1/25-2/15)
• Eligibility: Employees who have been assigned courses with a CRN for three (3) semesters
within the immediately preceding three (3) academic years and who are in good standing.
Workload: 23 ESH max per A/Y or 11.5 ESH per Semester
What do employees want in a supervisor?
Communication
Recognition
Strong Leadership
Coaching and Training
Safe space for failure
Accountability
Put people first
Managing in a Union EnvironmentItems to remember
The CBA is a legal binding document that governs how the College interacts
with unionized employees.
CBA’s allow some employees to be designated as “shop stewards,” people
who are available on shift to advise and assist their fellow union members.
While supervisors may disagree with the shop stewards on specific issue, it is
important to always deal honesty and fairly with them. Treat others as you
want to be treated.
In a unionized setting, an employee has the right to request the presence of a
union (shop) steward whenever an employee is subject to an investigatory
interview, which might lead to discipline. The shop steward does not have the
right to be disruptive or argue on behalf of the employee.
The College controls the work environment and supervisors are held
responsible for the results.
Coaching Employees
13
A conversation or a disciplinary interaction?
When?
Public or private?
Performance problem or the person?
One- or two-sided solutions?
Monitor and feedback?
Document?
Ways We Can HelpThe College's Employee and Labor Relations team is
here to support healthy and productive work
relationships that promote the mission of the
college. We provide guidance and strategies to prevent
and de-escalate workplace conflicts. Clear and open
channels of communication between employees and
managers are basic principles of sound employee
relations.
On occasion, employees and managers differ on
important questions or employment policies. When that
happens, guidelines and procedures have been
established to provide employees and managers the
tools needed to evaluate and resolve the problem.
Complaint Resolution
If you have a conflict or a disagreement with another
member of the College Community, what should you
do?
Calmly have a conversation with that person.
If that does not resolve the issue, then go to the next level
supervisor/manager.
Next step would be to work with your HRIC.
(Ashley, Carla, Leslie)
Last step is to contact ELR.
Grievance Resolution
• What is a grievance for a non-bargaining employee?
‒A grievance is a complaint in relating to working conditions,
disciplinary actions or alleged violations of policy and/or procedures
that do not have a specific complaint procedure.
• What is a grievance for a bargaining employee?
‒A “grievance” is an allegation by an employee and/or the Union that
Management has violated an express provision of the Contract and
that the employee was wronged.
Policies and Procedures
Policies at Montgomery College are adopted by the Board of
Trustees.
Procedures are issued by the College President.
Our official policies and procedures are segmented out into
seven chapters which can be found on our MC website.
Policy and procedure modifications
o Chapter I - Board of Trustees
o Chapter II - Organization
o Chapter III - Personnel
o Chapter IV - Student Affairs
o Chapter V - Educational Program
o Chapter VI - Fiscal and Administrative Affairs
o Chapter VII - Facilities
Ways We Can Help
Policies & Procedures (P&P)
• Enforcement and Interpretation
‒ Each of you now has the responsibility to administer the P&P fairly to
all students and employees.
If you have any questions regarding a policy or procedure feel free to contact:
• Elline Damirdjian, Labor Analyst, Employee and Labor Relations at 240-567-
5497 or email at [email protected]
• Carol Kliever, Interim Manager, Employee and Labor Relations at 240-567-4435
or email at [email protected]
• Santo Scrimenti, Interim Director, Employee and Labor Relations at 240-567-
5361 or email at [email protected]
Internal Investigations
• Violation of Policy or Procedure
‒ Some of the items that we typically investigate are Title VI, Title VII and
Title IX allegations. In addition to those, we also investigate
fraud/waste/abuse of resources, harassment, and retaliation.
• Ways to report issues/violations
• Supervisor,
• Ethics Point-(via phone or online),
• ELR
‒ ELR handled over 50 complaint cases last year that came through our
EthicsPoint System. The largest number of complaints reported were
Other matters, Title VII and employee misconduct
• Confidentiality
Exit Interview & Process
• ELR
• Class & Comp
• NES
• Employee
• Benefits
• ELR/Manager
• NES
• Exit Interview
• Survey
• Clearance
• ELR
• NES
• Clearance
• Resignation Letter/email
• Manager
• ELR
• NES
• Exit Interview
• Survey
• Clearance Separation Termination
End of Contract
or
Grant
Retirement
EXIT Interview & Process Exit Interviews: Termination, Resignation, Retirement, End of Contract/Grant
Process: ELR (Elline) will start the exit process and communication
• Resignation: Employee will email resignation letter/email to ELR/Mngr.
• Retirement: Benefits dept. will inform ELR
• Termination/End of Contract: ELR will handle the exit process
• Most of separated employees will complete On- Line Survey, termination
checkout form for clearance, and meet with ELR for exit interview.
• Exit Interview Report: 36 Pages data analysis
• During first half of 2019 (Jan-June), 72 employees exited the College,
79% of separated employees were interviewed by ELR department either
face to face (76%) or by phone (2%).
• In addition, almost 80% of separated employees were invited to complete
the on-line survey, close to 60% completed the survey.
2020 YTD Off Boarding at MC1/1/20 to 10/12/20
Total YTD
• 1/1/20-10/14/20
• 87 Employees
Reason
• 37 Retirement
• 36 Resignation
• 14 Others (Termination/Death)
Position
• 4 Administrators
• 1 Chair
• 23 Faculty
• 59 Staff
TEST YOUR ELRKNOWLEDGE
TEST YOUR UNION/CBA KNOWLEDGE
1. Union/Bargaining Agreement
a) How many CBA’s/unions at MC
b) Names/List them
c) Employee type for each union
TEST YOUR ELR KNOWLEDGE
2. Complaint & Grievance
a) Definition of Grievance for Union vs non-union
b) First step before filing a complaint/grievance
TEST YOUR OFF BOARDINGEXIT INTERVIEW KNOWLEDGE
3. You Received
Resignation/Retirement
Letter/Email?
a) What you should do?
Questions??
BREAK
https://drive.google.com/file/d/1VIJhWeEnIcszuMYcfG7KO4nG8JWLQJch/view
Managing Conflict in the Workplace
“Leaders do not avoid, repress, or deny
conflict, but rather see it as an opportunity.”
- Warren Bennis (scholar in leadership studies)
Managing Conflict in the Workplace
Learning Objectives
• Define conflict
• Recognize the positive aspects of conflict and the
negative effects of poorly managed or unresolved conflict
• Understand why conflict management is part of new
supervisory training
• Identify common sources of conflict in the workplace
Managing Conflict in the Workplace
Learning Objectives
• Understand how different styles respond to conflict
• Begin to explore tools and techniques for resolving conflict
• Determine ways in which you can reduce or prevent
conflict in your role as supervisor
• Learn about MC resources to help with conflict
management
Managing Conflict in the Workplace
Defining Conflict
CONFLICT is...
Managing Conflict in the Workplace
Defining Conflict
The Merriam-Webster Dictionary defines conflict, in part,
as: “a fight, battle, or war,” as well as “competitive or
opposing action of incompatibles: antagonistic state or
action (as of divergent ideas, interest, or persons).”
Yet, conflict itself is neither negative nor positive
Instead, it is how well it is managed that accounts for
whether we perceive it to be good or bad
Managing Conflict in the Workplace
Defining Conflict
Conflict is often seen as a negative action or construct:
Managing Conflict in the Workplace
Negative Effects of Poorly Managed Conflict
Conflict is seen as negative when it is not managed well and
leads to…
Damaged relationships
Wasted resources (time,
energy, money)
Decreased employee
productivity
Decreased employee
engagement
Increased health problems
Damaged team and
untrusting culture
Increased stress and
withdrawal
Increased absenteeism and
turnover
Managing Conflict in the Workplace
Positive Aspects of Conflict
Conflict is seen as positive when it is managed well, where it
Brings problems to light
Allows opportunity for
growth and learning
Helps bring people/work
team together
Brings about necessary
change
Improves communication
Increases creativity and problem-solving
Energizes people
Increases commitment to work
Improves workplace culture
Helps identify potential future leaders
Improves self-knowledge/awareness
Any others?
“Conflict is a place of possibility.” - Dana Caspersen (international conflict specialist, author, and performer)
Managing Conflict in the Workplace
Why is Conflict Management Part of New Supervisor
Orientation?
There are many reasons, including:
Managing conflict is critical to your being successful in your new role as supervisor
- Your role is mainly to ensure the work environment runs smoothly and
employees work successfully in coordination with one another, regardless of
what else is going on
Learning to manage conflict in a timely, respectful, and effective way:
- Builds and strengthens relationships with individual employees and the team,
as a whole
- Helps resolve issues that are interfering with work productivity
Managing Conflict in the Workplace
Why is Conflict Management Part of New Supervisor
Orientation?
and including:
Grows the trust your employees have in you as their leader
Unaddressed and unresolved conflict in the workplace leads to decreased
morale, engagement and, workplace productivity
Conflict management is not something usual part of career/job training,
yet, once you are a supervisor, you are expected to be able to know how
to do it (with or without help)
Other ideas?
Managing Conflict in the Workplace
Why is Conflict Management Part of New Supervisor
Orientation?
Managing and navigating different kinds of workplace conflict are learnable skills
With will (desire) and skill (practice/learning), you will be able to acquire and master these important leadership abilities
Managing Conflict in the WorkplaceFive Common Sources of Conflict in the Workplace
Sources Examples
1. Relationship Personality, style, conflict style,
thrown together and forced to get
along
2. Values Politics, religion, ethics, norms
3. Task How to get things done,
incompatible goals, divided
resources, perceived roles
4. Communication Tone, hierarchy/power structure,
amount/type/frequency, non-verbal
cues, level of engagement
5. Leadership Absent, uninformed, inconsistent,
unappreciative, ineffective conflict
style
Source: https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
What is your conflict style? (Which column had the highest
number?)
I. Competing
II. Collaborating
III. Compromising
IV. Accommodating
V. Avoiding
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
TKI Conflict Handling Behavior Model
Source: http://www.genesofleadership.com/wp-content/uploads/2014/11/tki-interactive-graphic.gif.
Source: https://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
Competing style: “My way or the highway” or “I am right, you are
wrong”
Creates classic win/lose situation
The party asserting strength and power wins the conflict
Creates a “loser”
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
Competing style:
Source: Negotiation Styles: When to Use Which Style, document provided by Melissa Broderick, Ombudsperson, HMS/HSDM/HSPH.
Often Inappropriate When:
collaboration has not yet been attempted;
cooperation from others is important;
used routinely for most issues;
self-respect of others is needlessly diminished.
Often Appropriate When:
an emergency looms;
you are sure you are right, and being right matters more than preserving relationships;
a quick decision and action are needed;
when one’s position, authority, or rights are being challenged.
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Collaborating style: “Two heads are better than one” or “Let’s find
a win/win solution”
Achieves win/win outcomes
Expands the range of possible options
Requires time and effort of those involved to work through difficulties
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
Collaborating style:
Often Appropriate When:
the issues and relationship are both significant;
cooperation is important;
creative solutions are important;
reasonable hope exists to address concerns.
Often Inappropriate When:
time is short;
the issues are unimportant;
you’re over-loaded;
the goals of the other person are certainly wrong.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
Compromising style: “Let’s make a deal” or “Let’s meet half way”
Everyone is expected to give up something to get to resolution
Minimally acceptable to all
Relationships are undamaged (in one way)
Less commitment to outcome
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Compromising style:
Often Appropriate When:
Cooperation is important but time or resources are limited;
When finding some solution, even less than the best, is better than a complete stalemate;
When efforts to collaborate will be misunderstood as forced.
Often Inappropriate When:
finding the most creative solutions possible is essential;
when you can’t live with the consequences.
Managing Conflict in the WorkplaceUnderstand How Different Styles Respond to Conflict
Avoiding style: “Leave well enough alone” or “What conflict?”
Parties seek to push conflict “under the rug”
Results in parties withdrawing from situation
Could create lose/lose situation, especially where there is no clearing of the air
Appearance of neutrality is maintained
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Avoiding style:
Often Appropriate When:
the issue is trivial;
the relationship is insignificant;
time is short and a decision is not necessary;
you have little power but still wish to block the other person.
Often Inappropriate When:
you care about both the relationship and the issues involved;
used habitually for most issues;
negative feelings may linger;
others would benefit from caring.
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Accommodating style: “Kill them with kindness” or “You are right, and I am wrong”
Smooths over the conflict
Maintains harmony by acceding to the other party
One party might be fine, but often the other party is not
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Accommodating style:
Often Appropriate When:
you really don’t care about the issue;
you are powerless but have no wish to block the other person;
when you realize you are wrong.
Often Inappropriate When:
you are likely to harbor resentment;
used habitually in order to gain acceptance;
when others wish to collaborate and will feel like enforcers if you accommodate.
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
“If the only tool you have is a hammer, you tend to see each problem as a nail.”
- Abraham Maslow (20th century American psychologist)
--------------
Think about the options you have and what you can do to
influence a conflict outcome. Consider…
Your perspective on conflict and be aware of your natural/preferred conflict management style
How each conflict style might be suited to a particular situation
Trying out different styles (even though you will, at first, likely default to your preferred/natural style) in different conflict scenarios (or even the same scenario)
Managing Conflict in the Workplace
Understand How Different Styles Respond to Conflict
Questions to ask yourself:
How important is my relationship to this person?
How important is the issue to me or to the team?
How much time do I/we have to deal with this issue?
How emotional am I feeling right now?
Managing Conflict in the Workplace
55
Skills you can use every day:
Once you are ready to have the conversation, follow these
tips:
Be an active listener
Paraphrase what you heard the person say
Ask if your understanding is correct
Allow for silence, give the other person time to talk.
Managing Conflict in the Workplace
56
Skills you can use every day
Keep listening!
Identify mutual purpose/common ground - something you
all want
Be observant: watch for signs of emotion, anger
Be prepared to take a step back and make plans to revisit
the issue.
Managing Conflict in the Workplace
57
Skills you can use every day:
Use a contrast statement: State what you don’t want first,
then what you do want.
• Example: I don’t want to put this off too much longer,
and I do want resolution. However we may not come to
that today. Let’s take some time to think about another
angle and meet again tomorrow.
• Don’t wait too long. Avoidance will only take you back
to where you started.
Managing Conflict in the Workplace
58
Skills you can use every day:
Ensure that all parties agree on the resolution and there is
a clear path forward.
• Who is going to do what, when and how.
• Be sure to follow through!
Managing Conflict in the Workplace
Determine Ways to Reduce or Prevent Conflict as
Supervisor
As supervisor, you can also reduce conflict in your area by:
Setting a good example as a responsible and effective leader and worker
Communicating clear standards and directions
Setting ground rules for respectful communication
Providing clear and transparent rationales for your decisions
Making sure employees have both the training and resources to do their
jobs
Training your staff on conflict resolution
Source: Conflict Management Toolkit, University of Mary Washington, at:
https://www.slideserve.com/nevina/conflict-management-toolkit.
Managing Conflict in the Workplace
Determine Ways to Reduce Conflict as Supervisor
As supervisor, you can also reduce conflict in your area by:
Getting to know your employees
Looking out for signs of conflicts/problems/changes in behavior
Addressing misconduct quickly to ensure issues are current and
anger/frustration does not fester
Treating employees fairly and equitably, applying rules consistently
Giving performance feedback regularly
Get advice from HRSTM if needed regarding disciplinary actions or crucial
conversations
Managing Conflict in the WorkplaceResources at MC to Help
You are never alone in handling conflict at MC
Managing Conflict in the WorkplaceResources at MC to Help
There are numerous resources at the College that can help
COLLEGE OMBUDS
Allison Whaley
240-234-0567You can also seek out
- Your supervisor
- HRSTM (Internal consultant or employee and labor
relations)
- ELITE (for Crucial Conversations and other training)
- Office of the Ombuds
Managing Conflict in the WorkplaceResources at MC to Help
IOA Code of Ethics:
The Office of the Ombuds operates in accordance with the Office of the Ombuds Charter, Code of Ethics, and Standards of Conduct of the International Ombuds Association:
Voluntary
Confidential*
Impartial/Neutral
Informal
Independent
Managing Conflict in the WorkplaceResources at MC to Help
A general guideline about contacting the ombuds:
If you have an issue/problem/situation/question that is impeding your ability to work or lead effectively or productively
No matter how big or how small the problem is, it is always an appropriate time to reach out
Can get help with conflict coaching, facilitated conversations, and more
Managing Conflict in the WorkplaceRecommended Reading
Brown, Brene, Dare to Lead, Random House, 2018.
Eddy, Bill, BIFF: Quick Responses to High-Conflict People, Their Personal Attacks, Hostile Email
and Social Media Meltdowns, HCI Press, 2011.
Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without
Giving In, Penguin Books, 2011.
Gentile, Mary C., Giving Voice To Values: How to Speak Your Mind When You Know What’s
Right, Yale University Press, 2010.
Goleman, Daniel, Emotional Intelligence, Bantam Books, 1995.
Lencioni, Patrick, The Five Dysfunctions of a Team, Jossey-Bass, 2002
Patterson, Kerry, Joseph Grenny, Ron McMillan, Al Switzler, Crucial Conversations: Tools for Talking
When Stakes Are High, McGraw-Hill, 2011.
Stone, Douglas and Sheila Heen, Thanks for the Feedback: The Science and Art of Receiving
Feedback Well, Penguin Books, 2015.
Stone, Douglas, Bruce Patton, and Sheila Heen, Difficult Conversations: How to Discuss What
Matters Most, Penguin Books, 2000.
Managing Conflict in the Workplace
Thank You and Best Wishes
with Your Team!
67
Thank You!HRSTM would like to thank you for your time and
participation in attending the Supervisor Orientation.
We value your feedback and look forward to your comments/feedback. They will help us to enhance
future supervisor orientations.
See you next Tuesday!