Creating a Proper Creating a Proper Workplace Workplace
EnvironmentEnvironment
March 2006March 2006
HIRING PROCESSHIRING PROCESS
Maintaining Positive Workplace Maintaining Positive Workplace EnvironmentEnvironment
Getting it Back!Getting it Back!
Communication!Communication! Communication!Communication! Communication!Communication!
HIRING PROCESSHIRING PROCESS
JOB DESCRIPTIONSJOB DESCRIPTIONS
What is expected of employee?What is expected of employee?
QualificationsQualifications
ExperienceExperience
Essential FunctionsEssential Functions
Provide Job Description to ApplicantsProvide Job Description to Applicants
Have the Job Description Available While Have the Job Description Available While Interviewing CandidatesInterviewing Candidates
Last Question: Do you have any Last Question: Do you have any concerns about meeting the concerns about meeting the
responsibilities listed on the job responsibilities listed on the job description?description?
MAINTAINING POSITIVEMAINTAINING POSITIVEWORKPLACE ENVIRONMENTWORKPLACE ENVIRONMENTHold Administrators AccountableHold Administrators Accountable
Superintendent, Human Resources Superintendent, Human Resources Director, and Business Administrator Director, and Business Administrator
Cannot Do It AloneCannot Do It Alone
Certificated Administrators Need to Certificated Administrators Need to Improve People Management SkillsImprove People Management Skills
PP Provide a positive working environmentProvide a positive working environment
RR Recognize, reinforce and reward Recognize, reinforce and reward individual individual effortsefforts
II Involve and engage everyoneInvolve and engage everyone
DD Develop the potential of your workforceDevelop the potential of your workforce
EE Evaluate and hold managers Evaluate and hold managers accountableaccountable
Work z: Benefits of a Great work EnvironmentWork z: Benefits of a Great work Environment
CommunicationCommunication ConsistencyConsistency CourtesyCourtesy
CommunicationCommunicationDo your employees hear what you Do your employees hear what you
are are saying?saying?
Have you communicated goals Have you communicated goals objectives and procedures clearly?objectives and procedures clearly?
ExerciseExercise
Why Do New Hires Fail?Why Do New Hires Fail? 40% of new hires fail within 18 months40% of new hires fail within 18 months 26% fail because they cannot accept 26% fail because they cannot accept
feedbackfeedback 23% fail because they do not understand 23% fail because they do not understand
the responsibilitiesthe responsibilities 17% fail because they have the wrong 17% fail because they have the wrong
temperament for the jobtemperament for the job 11% fail because they lack technical skills11% fail because they lack technical skills
statistics provided by Leadership statistics provided by Leadership IQIQ
How Do We Interpret What We Hear? How Do We Interpret What We Hear?
ArticleArticle
We hear faster than We hear faster than someone can speaksomeone can speak
Our brain creates Our brain creates mental pictures of what mental pictures of what we hearwe hear
We take side trips – We take side trips – daydreamdaydream
Our brain searches for Our brain searches for correct meaningcorrect meaning
Focusing on internal Focusing on internal and external and external distractionsdistractions
We do not always We do not always interpret the word in interpret the word in the way it was meantthe way it was meant
The way something The way something sounds can be even sounds can be even more important than more important than what is being saidwhat is being said
Jumping to Jumping to conclusions or conclusions or prejudices prevents us prejudices prevents us from listeningfrom listening
Obstacles To Good Listening (Communication)
FocusFocus
Take NotesTake Notes
Ask QuestionsAsk Questions
CONSISTENCYCONSISTENCYTreat Employees FairlyTreat Employees Fairly
Give Praise When It Is DeservedGive Praise When It Is Deserved
If a position or person In the office or dept. If a position or person In the office or dept. has rank – state it from the beginninghas rank – state it from the beginning
Flexibility is necessary, but do not go Flexibility is necessary, but do not go beyond benefits covered in the collective beyond benefits covered in the collective bargaining agreement or company policybargaining agreement or company policy
EVALUATIONSEVALUATIONS
Managers must complete evaluations Managers must complete evaluations at least on an annual basisat least on an annual basis
Evaluation should be based upon Evaluation should be based upon employee’s ability to complete employee’s ability to complete
responsibilities associated with the responsibilities associated with the job descriptionjob description
Avoid Evaluation InflationAvoid Evaluation Inflation
COURTESYCOURTESYAsk for feedback - Communication should not be one wayAsk for feedback - Communication should not be one way
If employee needs discipline or corrected, do it in private (generally not a public issue)If employee needs discipline or corrected, do it in private (generally not a public issue)
Unsatisfactory EvaluationUnsatisfactory EvaluationProvide Corrective ActionProvide Corrective Action
If employee does not respond positively If employee does not respond positively Move to dismissMove to dismiss
EMPLOYEE FEEDBACKEMPLOYEE FEEDBACKClimate SurveyClimate Survey
-- Identifies issues important Employee Groups Identifies issues important Employee Groups -- Identifies employee group satisfactionIdentifies employee group satisfaction-- Results can be skewedResults can be skewed
(on-going collective bargaining)(on-going collective bargaining)Employee Evaluation of Administrators Employee Evaluation of Administrators
-- Another source to identify administrator Another source to identify administrator strengths & strengths & weaknessesweaknesses-- Do Employee evaluations agree with DistrictDo Employee evaluations agree with District-- Results can be skewedResults can be skewed
(collective bargaining, employee discipline, (collective bargaining, employee discipline, policy policy enforcement) enforcement)
MOTIVATORSMOTIVATORS(Business Model)(Business Model)
Conceptual – Deal with Facts/RealtyConceptual – Deal with Facts/RealtyAesthetic – Visual Awareness of Their Aesthetic – Visual Awareness of Their
EnvironmentEnvironmentEconomic – Common interest in economic Economic – Common interest in economic
gaingainPower & Authority – Enjoy influence and Power & Authority – Enjoy influence and
seek positions of powerseek positions of powerSocial – Concern for others; equal Social – Concern for others; equal
opportunity enhances an organizationopportunity enhances an organizationDoctrine – Support tradition and customs; Doctrine – Support tradition and customs;
LoyaltyLoyaltySuccess Performance Solutions (scales for each category 0 – Success Performance Solutions (scales for each category 0 –
100)100)
INCENTIVESINCENTIVES
-- BonusesBonuses
-- Safety AwardsSafety Awards
-- Gift CertificatesGift Certificates
-- Paid Time OffPaid Time Off
Incentives can be difficult in a union Incentives can be difficult in a union atmosphereatmosphere
GETTING BACK!!GETTING BACK!!
FIRST RULE:FIRST RULE:
Never Let It Go!Never Let It Go!
This Rule is not realisticThis Rule is not realistic
PromotionPromotion
TransferTransfer
You Change JobsYou Change Jobs
NEGATIVE WORKPLACE NEGATIVE WORKPLACE ENVIRONMENTENVIRONMENT
Generally the result of some type of Generally the result of some type of conflictconflict
Office PoliticsOffice Politics
Personality Conflicts Between EmployeesPersonality Conflicts Between Employees
Between Employee & SupervisorBetween Employee & Supervisor
Union SentimentUnion Sentiment
Employee Just Does Not Like Working for Employee Just Does Not Like Working for A LivingA Living
YouYou Take Control! Take Control!If you are new to the position as Supervisor – inform If you are new to the position as Supervisor – inform
your Department employees that you will review your Department employees that you will review the procedures and the entire operation of the the procedures and the entire operation of the DepartmentDepartment
Following that review you will advise the employees Following that review you will advise the employees of any recommended changesof any recommended changes
Mini Entry PlanMini Entry Plan
Do Not set an arbitrary deadline unless it is requiredDo Not set an arbitrary deadline unless it is required
CONFLICT RESOLUTIONCONFLICT RESOLUTION
Methods:Methods:
1.1. NegotiationNegotiation
2.2. MediationMediation
3.3. ArbitrationArbitration
4.4. LitigationLitigation
Negotiation…….Self ControlNegotiation…….Self Control
Mediation……….Third Party ControlMediation……….Third Party Control
Arbitration………No ControlArbitration………No Control
Litigation………..No ControlLitigation………..No Control
RESOLVE OFFICE RESOLVE OFFICE CONFLICTSCONFLICTS
DICTATOR:DICTATOR: Risk High TurnoverRisk High Turnover
NEGOTIATOR:NEGOTIATOR: Tell the parties to Tell the parties to resolve it resolve it
themselvesthemselves
Risk GridlockRisk Gridlock
MEDIATOR:MEDIATOR: You are the mediatorYou are the mediator
OBJECTIVE CRITERIAOBJECTIVE CRITERIA
What are the issues?What are the issues?
Are they work related?Are they work related?
If non-work related, issue stops at the If non-work related, issue stops at the workplace doorworkplace door
Put yourself in their places!!Put yourself in their places!!
SEPARATE THE PEOPLE FROM SEPARATE THE PEOPLE FROM THE PROBLEMTHE PROBLEM
What is fact?What is fact?
What is perception?What is perception?
Advise parties to deal with factsAdvise parties to deal with facts
CONSIDER SUBSTANTIVE CONSIDER SUBSTANTIVE ISSUESISSUES
WAGESWAGES
BENEFITSBENEFITS
HOURSHOURS
WORK RESPONSIBILITIESWORK RESPONSIBILITIES
Getting To Yes, Without Giving InGetting To Yes, Without Giving In
CONSIDER RELATIONSHIP CONSIDER RELATIONSHIP ISSUESISSUES
1.1. Balance of emotion and reasonBalance of emotion and reason
2.2. Ease of communicationEase of communication
3.3. Degree of trust and reliabilityDegree of trust and reliability
4.4. Degree of mutual understandingDegree of mutual understanding
Getting to Yes Without Giving Getting to Yes Without Giving InIn
IDENTIFY OPTIONS TO IDENTIFY OPTIONS TO RESOLVE ISSUESRESOLVE ISSUES
1.1. Distribute responsibilitiesDistribute responsibilities
2.2. Provide opportunities for improvementProvide opportunities for improvement
3.3. Enforce policies everydayEnforce policies everyday
Organization comes first!Organization comes first!
If the solution solves the employees’ If the solution solves the employees’ problem, but hurts the organization, problem, but hurts the organization, then it is not a solution.then it is not a solution.
GOALSGOALS1. Define the problem.1. Define the problem.2.2. Identify a mutually acceptable Identify a mutually acceptable
solution that is good for the solution that is good for the employees and the organization.employees and the organization.
3.3. Develop or re-develop a working Develop or re-develop a working relationship.relationship.
Employees do not have to like each Employees do not have to like each other, but they must work together other, but they must work together to achieve Department/ to achieve Department/ Organization goals.Organization goals.
Do Not Ignore Employee Issues!Do Not Ignore Employee Issues!
If they cannot resolve it themselves – If they cannot resolve it themselves – you must decide based upon the you must decide based upon the facts and what is good for the facts and what is good for the organization.organization.
HIGHLY EFFECTIVE PEOPLEHIGHLY EFFECTIVE PEOPLE
1.1. Be ProactiveBe Proactive2.2. Begin With The End In MindBegin With The End In Mind3.3. Put First Things FirstPut First Things First4.4. Think Win-WinThink Win-Win5.5. Seek First To Understand Then To Be Seek First To Understand Then To Be
UnderstandUnderstand6.6. SynergizeSynergize7.7. Sharpen The SawSharpen The Saw
The 7 Habits of Highly Effective People, Franklin The 7 Habits of Highly Effective People, Franklin CoveyCovey
PRINCIPLES OF LEADERSHIPPRINCIPLES OF LEADERSHIP
1.1. PathfindingPathfindingNo involvement, No commitmentNo involvement, No commitment
2.2. AligningAligningThe parts affect the whole, and the whole The parts affect the whole, and the whole affects the partsaffects the parts
3.3. EmpoweringEmpoweringDifferent needs, different approachesDifferent needs, different approaches
4.4. ModellingModellingTrust is built from the inside outTrust is built from the inside out
The 4 Roles of Leadership, Franklin CoveyThe 4 Roles of Leadership, Franklin Covey
COMMUNICATIONCOMMUNICATION
Consistency in a changing workplaceConsistency in a changing workplace
CourtesyCourtesy
Control – Balanced ControlControl – Balanced Control