Managing Staff

1. Managing Staff Angela Douglas Genetics Director Cheshire and Merseyside Genetics Services

2. Choosing your Team Recruitment Process Managing Conflict Developing Trust Disciplinary and Grievance Managing Change Communicate Support Decision making The Context • Understanding People • Why People behave the way they do • Motivation • Power and Influence • Leadership and Management • Managing Performance • Working Effectively • Performance Management • Improving Performance 2

3. Understanding People • As a Prerequisite to Managing People you have to understand them First • People have different values and different goals – Reality to be welcomed not a difficulty to be overcome • Need to get most out of Staff in the interest of your Service • Source of various talents, of multiple perspectives and complementary styles • Requires the ‘situational approach’ 3

4. Understanding Behaviour-Why People Behave the Way they do • Situations arise because people see things from different perspectives • Values – Underlying drivers which influence our attitudes and behaviour • Goals – People often work towards achieving their own goals which may not necessarily be the Service goals • Quality of your personal relationships has a direct bearing on your effectiveness as a manager 4

5. Understanding People- Why People Behave the Way they do • When dealing with people • Look at the Causes of their behaviour not just the symptoms • Take account of other peoples realities • Acknowledge that they may have values and goals that differ from those of yourself or the organisation you work in • Be able to communicate your own realities and those of the organisation 5

6. Understanding People-Motivation • Many approaches to motivation - Theories • Consider the higher-order needs in motivating staff • Money not always the satisfier • Job design, Incentives, freedoms, sanctions • Annual Appraisal – Personal Development Plans and CPD 6

7. Understanding People- Power and Influence • Power – The ability to influence others. The means by which A is likely to get B to do or think something. • Influence – The process by which A tries to get B to do or think something which B would not otherwise do or think – exercising your power • Authority – The right to use power over the behaviour of others. It is the ‘permitted’ or ‘legitimate’ power that goes with official roles or positions. 7

8. Understanding People-Power and Influence • Ability to influence is one of the key competency of a Manager • Four types of ‘Power’ • Position Power - Appointed to • Resource Power - Allocate or withhold resources • Expert Power - Expertise • Personal Power - Qualities (Most Influential)‏ 8

9. Understanding PeopleLeadership and Management • Leadership Management ? • Know your preferred or default ‘Style’ • Myers Briggs (mbti) - Identify your style • ENTJ –Me (Frank, decisive, leader in activities, problem solver, systems person, good at reasoning and intelligent talk, well informed and enjoys adding to own font of knowledge). • NHS Leadership Qualities Framework (360o)‏ • In any situation identify the ‘style’ that is appropriate and adjust your ‘style’ to fit the circumstance 9

10. Managing Performance • Need to get the best out of your staff • Need to ensure the objectives of your service are achieved • Ultimately need to meet the needs of the patients and users of the service • In doing all this you also have to help your staff achieve their aspirations • Encourage, develop, ensure staff have the resources they require to do their best 10

11. Managing Performance-Working Effectively • Understand your ‘Team’ or ‘Group’ • What is critical for them to be successful • Look at the tasks and resources to deliver • Roles within teams • Co-ordinator, Shaper, Plant, Monitor/Evaluator, Implementer/ Resource Investigator, Team worker, completer/Finisher • Working across boundaries • Stages in forming effective teams (dynamics)‏ 11

12. Managing Performance-Performance Management • An approach to creating a shared vision of the purpose and aims of the Service, helping each individual understand their part in contributing to the vision and in so doing enhance their performance and that of the Service. 12

13. Managing Performance-Performance Management • Appraisal – When Constructive • Ensures objectives are achieved • Ensures staff are developed • Continually improves the service • Respond to changing expectations • Opportunity to have their say • Form Staff Surveys - Feel valued 13

14. Managing Performance-Improving Performance • Planning Systematically to meet Training and Development needs usually identified in PDR’s • Use the KSF’s to manage performance • Training Needs Analysis (TNA)‏ • Developing a Training Plan • Reviewing and Evaluating Progress (PDR’s)‏ • Maintaining Training Records – Personal Files, Database, CPD Files. 14

15. Managing Performance-Poor Performance • Ideally don’t let it happen in the first place! • Manage the day to day performance of staff in a way that is likely to prevent the occurrence or recurrence of poor performance, • set targets , • be clear about your expectations • Identify Capability issues • Appointed to an inappropriate role • Content and Context of Role changed • Role/ Tasks/ Objectives not adequately clarified • Appropriate training not provided • Individual cannot sustain level necessary – stress • Incapable of doing the job 15

16. Managing Performance-Poor Performance • Disciplinary Capability Procedure • Have a thorough knowledge of the agreed procedures in your organisation and follow them by the book • Investigate the problem thoroughly • Keep comprehensive and accurate notes and records • Consider all reasonable courses of action at each stage in the process Liverpool Women's NHS Foundation Trust 16

17. Choosing Your Team • Most of the time you inherit your team • If a vacancy arises • Fill the post • Is there a better alternative – skill mix • Share the work differently among existing staff • Recruit someone with a different set of skills • Re-design the role • Bring in New Qualities to complement the team 17

18. Choosing Your Team-Recruitment Process • Review the Team – The Type and number of people you have and what you need • Know the Employment law • Discrimination and Disability • Local Policies and procedures • HR Advice • JA/JD/JS/KSF • Casting the recruitment net – Advertising (NHS Careers)‏ • What selection criteria will you use (Shortlist) – Be Objective - Score • The Interview process – Prepare, use scoring system, make notes, candidates want constructive feedback • Beyond - References, CRB, Medicals, Induction, Training Plans Liverpool Women's NHS Foundation Trust 18

19. Managing Conflict • Don’t ignore it • Recognise the symptoms and respond • Understand what conflict is and the causes of conflict • Set Standards of Behaviour so staff know what’s expected and acceptable behaviour • Learn how to handle confrontational situations – Allow, Prevent, Contain, Reduce, (Compromise, Collaboration, Smoothing)‏ 19

20. Managing Conflict • Ask yourself: • Is the conflict a one off, or is it likely to be continuous? • Has it happened before? • Does it have its own natural limits or will it grow? • Does it directly effect activities of the Service? • Is it overt or is it submerged beneath elaborate politeness? • Is the point of issue clear to all parties? Or is it obscure? • Is it a personality conflict or one arising as a result of personal stress, or is it rooted in some structural clash over territory or contradictory objectives? Liverpool Women's NHS Foundation Trust 20

21. Managing Change • There are many management books and tools on managing change – Most importantly support the staff through it • Plan any change like a project • Be clear about what is changing and why • Overcome resistance – plan how to manage • Reduce constraints – influence and persuade • There will be uncertainty and things will go wrong • Consult stakeholders involved in implementing • Create a critical mass of support • Communicate effectively • Simplest way of bringing about change is ‘Just do it’ • Communicate, Communicate, Communicate! 21

22. Conclusion Gain the support of your line manager and your colleagues Do everything by the book Keep accurate records Be honest and open when dealing with Staff 22

23. Any Questions? 23