Effective People
Management:
A Presentation to OCSAA
“We take our lead from Christ, who is the source
of everything we do.”
- Ephesians 4:15
Doreen Harvey, Human Resources Consultant
Adrian Miedema, Partner, Dentons Canada LLP
February 10, 2014
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Today’s Webinar
1.
Effective hiring practices (Getting the right people on the bus)
2.
Effective management (Keeping the right people on the bus)
3.
4.
Communications
Clarifying expectations
Managing problem employees
Performance issues
Persons with disabilities/chronic sick leaves
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=F153366DFBEE74BDB18CF1533
66DFBEE74BDB18C&view=detail&FORM=VIRE3#view=detail&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C
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Common Pitfalls in Effective People
Management
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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The Performance Management
Cycle
Performance Planning
• Clarifying expectations
• Getting the ‘final exam’
Employee Development
• Creating a Development Plan
• Rolling out the plan
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Performance Coaching
• On-going feedback &
communications;
• Working towards an ‘A’
Performance Evaluation
• Regular Reviews – informal and
formal
• Rewards & recognition
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Good to Great
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
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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 Conversations
1. 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
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