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Week 11: Personnel Week 11: Personnel management and management and
supervisionsupervision
UTA SSW, UTA SSW, Generalist Macro PracticeGeneralist Macro PracticeProfessor Dick SchoechProfessor Dick Schoech
Copyright Copyright (permission required before use)(permission required before use)
Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale optionsoptions
Review Previous ClassesReview Previous Classes Generalist macro practice, history, change Generalist macro practice, history, change
process, roles, levels of interventionprocess, roles, levels of intervention Theories, values, perspectivesTheories, values, perspectives The community as clientThe community as client Conditions as problems/opportunitiesConditions as problems/opportunities Assessing social conditions/communitiesAssessing social conditions/communities Intervening in social conditionsIntervening in social conditions Organization as client & Administration Organization as client & Administration
overviewoverview Assessing organizationsAssessing organizations Personnel ManagementPersonnel Management LeadingLeading Societal & political practiceSocietal & political practice
Management Contingency Approach Management Contingency Approach (text 118)(text 118)
Purpose/goals
Politicalforces andinstitutions
Socioculturalforces andInstitutions
Technologicalforces andInstitutions
Economicforces andInstitutions
Tasks People/manager
Structure
Technology
Inputs of resources,policy, theories,values, etc.
Outputs of servicesprovided, behaviorschanged, goals met,rules/ethicsfollowed, etc.
Environment
Key Contingencies Involved Key Contingencies Involved in Personnel management in Personnel management
People People Involves how jobs are structured, e.g., skill level, Involves how jobs are structured, e.g., skill level,
professionalism required, responsibilities, etc.professionalism required, responsibilities, etc. TasksTasks
What tasks are assigned to various types of peopleWhat tasks are assigned to various types of people
TechnologyTechnology How much technology will be used to support peopleHow much technology will be used to support people
CommentComment Managers have more control over people than Managers have more control over people than
structure & goals, but less control than over structure & goals, but less control than over technologytechnology
Key Personnel FunctionsKey Personnel Functions
1.1. Structure work Structure work (job analysis, design system)(job analysis, design system)
2.2. Insure objectives accomplishedInsure objectives accomplished
3.3. Analyze jobs, recruit, screen, select, train & Analyze jobs, recruit, screen, select, train & supervise staffsupervise staff
4.4. MotivateMotivate
5.5. Guide and mentorGuide and mentor
6.6. Employee relationsEmployee relations
7.7. Appraise, provide feedback, discipline, Appraise, provide feedback, discipline, terminateterminate
8.8. Prevent burnout--career ladders vs. dead end Prevent burnout--career ladders vs. dead end jobsjobs
9.9. Abide by legal requirementsAbide by legal requirements (EO/AA) (EO/AA) §§
1 & 2. Structure work & Insuring 1 & 2. Structure work & Insuring outcomesoutcomes
Maintaining moraleMaintaining morale Maintaining quality work environmentMaintaining quality work environment Ease staff/management interactionsEase staff/management interactions Open communicationsOpen communications Career planning and career laddersCareer planning and career ladders Manage by objectivesManage by objectives Manage by exception Manage by exception §§
Personnel function #3: Job Personnel function #3: Job analysisanalysis
Task analysis looks at each task done Task analysis looks at each task done to help you mold like tasks into a job to help you mold like tasks into a job descriptiondescription
Job descriptions Job descriptions DutiesDuties Qualifications (must be related to duties)Qualifications (must be related to duties) BenefitsBenefits
Personnel function #3: Personnel function #3: RecruitRecruit
Important area often overlookedImportant area often overlooked Recruit to get diversity & good Recruit to get diversity & good
choiceschoices Advertise in multiple communities Advertise in multiple communities
representative of your client populationrepresentative of your client population Listservs, monster.com, etc.Listservs, monster.com, etc.
Use your networking skillsUse your networking skills
Personnel function #3: Personnel function #3: ScreenScreen
Initial screening Initial screening Interviewing: Questions mustInterviewing: Questions must
Be job relatedBe job related Be consistently asked to allBe consistently asked to all Best=role play job situation with Best=role play job situation with
employeesemployees Reference checksReference checks
What they say and don’t say – reading What they say and don’t say – reading between the linesbetween the lines
Personnel function #3: Personnel function #3: SelectSelect
Determine potential employee needsDetermine potential employee needs In human services, often focus on the In human services, often focus on the
total benefit “package”, not salarytotal benefit “package”, not salary Meet relevant committees of agencyMeet relevant committees of agency Negotiate and write contract letterNegotiate and write contract letter
Personnel function #3: Personnel function #3: TrainTrain
Orient and train as soon as possibleOrient and train as soon as possible Train on vision, agency culture, Train on vision, agency culture,
procedures, etc.procedures, etc. Key to worker satisfaction and Key to worker satisfaction and
retentionretention Mentor using existing employeesMentor using existing employees
Personnel function #3: Personnel function #3: SuperviseSupervise
MotivateMotivate Prevent burnout Prevent burnout Guide, mentorGuide, mentor Provide feedback (30, 60, 90 days)Provide feedback (30, 60, 90 days) Appraise performanceAppraise performance
Function #4: MotivateFunction #4: Motivate Task analysis to see if jobs are rewarding and to Task analysis to see if jobs are rewarding and to
determine the person/task fitdetermine the person/task fit Incentives systems Incentives systems
HertzbergHertzberg Satisficers Satisficers (pay, policy fairness, good (pay, policy fairness, good supervision, social relationships, working conditions, office, supervision, social relationships, working conditions, office, benefits, hours)benefits, hours)
MotivatorsMotivators (sense of accomplishment, advancement, ability (sense of accomplishment, advancement, ability to gain increased responsibility, recognition, potential to to gain increased responsibility, recognition, potential to grow and develop)grow and develop)
McClelland:McClelland: Workers motivated by (1) need for Workers motivated by (1) need for achievement, (2) power (3) affiliationachievement, (2) power (3) affiliation
MBO: make people responsible for outcome--do not MBO: make people responsible for outcome--do not micromanage process)micromanage process)
TQM: Design systems that help do the jobTQM: Design systems that help do the job
Function #5: Guide & Function #5: Guide & mentormentor
Daily then weekly meetingsDaily then weekly meetings Manage the results, not the processManage the results, not the process Attend to the personAttend to the person Use team projects and debriefingsUse team projects and debriefings
Function #6: Employee Function #6: Employee relationsrelations
First 15 minutes are the most important. First 15 minutes are the most important. Make person feel at home, wanted, & part of Make person feel at home, wanted, & part of agencyagency
Maintaining moraleMaintaining morale Maintaining quality work environmentMaintaining quality work environment Ease staff/management interactionsEase staff/management interactions Open communicationsOpen communications Career planning and career laddersCareer planning and career ladders Manage by exceptionManage by exception
Function 7: Appraise Function 7: Appraise performanceperformance
Schedule periodic meetingsSchedule periodic meetings Have agreed upon system & criteriaHave agreed upon system & criteria Have employee self evaluateHave employee self evaluate Address results/behaviors vs. Address results/behaviors vs.
process/personalities (3:1 praise to criticism)process/personalities (3:1 praise to criticism) Avoid ranking of employees/ system Avoid ranking of employees/ system
responsible for 80-90% of performance (TQM)responsible for 80-90% of performance (TQM) Get employees’ signed written responseGet employees’ signed written response Contract for performance changes to:Contract for performance changes to: Remedy areas needing attentionRemedy areas needing attention Build areas in which they want to growBuild areas in which they want to grow
Function #8: Provide feedback, Function #8: Provide feedback, Discipline/TerminateDiscipline/Terminate
Use consistent & timely feedbackUse consistent & timely feedback Have a legally reviewed processHave a legally reviewed process Have documentation over timeHave documentation over time Employee should know what is Employee should know what is
comingcoming Terminate quickly, do not rehashTerminate quickly, do not rehash Refer problems to EAPRefer problems to EAP
#7. Prevent Burnout: #7. Prevent Burnout: SymptomsSymptoms
Attitude: cynical, negativeAttitude: cynical, negative Emotions: overwhelmed, unappreciated, Emotions: overwhelmed, unappreciated,
lethargic, maybe ashamedlethargic, maybe ashamed Interpersonal: irritable, overreact, Interpersonal: irritable, overreact,
problem with spouse & friendsproblem with spouse & friends Health: disturbed sleep, digestive Health: disturbed sleep, digestive
problems, headachesproblems, headaches Work: Below-par performance, low Work: Below-par performance, low
energy energy §§
Function #7: Prevent Function #7: Prevent BurnoutBurnout
Recruit for person job fitRecruit for person job fit Restructure work to be fulfilling Restructure work to be fulfilling Monitor workload — do not overload hard workersMonitor workload — do not overload hard workers Prioritize (focus on #1 tasks) & delegatePrioritize (focus on #1 tasks) & delegate Separate work from home (don’t take work home)Separate work from home (don’t take work home) Expressions frustrations at work & forget themExpressions frustrations at work & forget them Allow yourself to play and laugh at workAllow yourself to play and laugh at work Get proper nutrition, sleep, & exercise , e.g., daily walkGet proper nutrition, sleep, & exercise , e.g., daily walk Take breaks (stretches, meditations) & vacationsTake breaks (stretches, meditations) & vacations Set aside time for significant others (family, friends)Set aside time for significant others (family, friends) Develop a non-work hobby, writing poetry, gardeningDevelop a non-work hobby, writing poetry, gardening Avoid responsibility with no authorityAvoid responsibility with no authority Make small changes & be good to and reward yourselfMake small changes & be good to and reward yourself Others you have discovered :-) Others you have discovered :-) §§
Legal RequirementsLegal Requirements EOAA EOAA
Equal Opportunity & Affirmative Action CommissionEqual Opportunity & Affirmative Action Commission Must not give preferential treatmentMust not give preferential treatment Must not discriminate based on age, religion, Must not discriminate based on age, religion,
political affiliation, ethnicity, disability, weight, political affiliation, ethnicity, disability, weight, sexual preferences, marital status, birth control, sexual preferences, marital status, birth control, origin, etc.origin, etc.
Affirmative ActionAffirmative Action Must have plan to rectify past discrimination by Must have plan to rectify past discrimination by
new hires, advancement, & retentionnew hires, advancement, & retention Comparable WorthComparable Worth
Equal pay for work of equal valueEqual pay for work of equal value Labor union relationsLabor union relations
Treat labor as a partner (TQM)Treat labor as a partner (TQM) §§
Summary: Personnel Summary: Personnel ManagementManagement
Staff is the client/consumer of managersStaff is the client/consumer of managers
Key to all types of managementKey to all types of management Communicating a vision Communicating a vision Having well defined plans & measures of Having well defined plans & measures of
achievementachievement Continuous quality improvement (TQM)Continuous quality improvement (TQM) Drive out fear of discussing problems (TQM)Drive out fear of discussing problems (TQM) Treat people with dignity and respectTreat people with dignity and respect Give authority with responsibility Give authority with responsibility Empower rather than accumulate powerEmpower rather than accumulate power Ounce of prevention = pound of cure Ounce of prevention = pound of cure §§
Working with VolunteersWorking with Volunteers
Highly underutilized resourceHighly underutilized resource Highly abused resourceHighly abused resource Treat like special employees (include in Treat like special employees (include in
org chart, training, required supervision)org chart, training, required supervision) Use best staff for volunteer managerUse best staff for volunteer manager Requires special skills in recruiting, Requires special skills in recruiting,
matching and supervisionmatching and supervision