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Human Resources

Human Resources. ABLE: Administering Better Libraries—Educate Module 4. Learning Objectives. Participants will be able to Recognize the importance of advocating for staff compensation. Integrate effective supervision strategies into staff management practices.

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Human Resources

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  1. Human Resources ABLE: Administering Better Libraries—Educate Module 4

  2. Learning Objectives • Participants will be able to • Recognize the importance of advocating for staff compensation. • Integrate effective supervision strategies into staff management practices. • Recognize situations which call for legal counsel. • Examine and improve (if necessary) current library hiring and job performance procedures.

  3. Overview • Staffing and Strategic Planning • What is compensation? • The hiring process • Strategies for successful supervision • Managing employee job performance

  4. DISCLAIMER The following human resources strategies are guidelines and general practices. Please do not consider them legal advice. Check with your library policies and legal counsel when questions arise.

  5. Caveat • Civil Service • Librarian’s Guide to Civil Service: http://www.nyla.org/index.php?page_id=332 • Unions

  6. Staffing and Strategic Planning • 5 Year Goals • Changing expectations for libraries and workplaces • Checklist of personnel policies

  7. What is Compensation • Direct Compensation • Indirect Compensation • Total Compensation

  8. Advocating for Staff Compensation • Working with the Library Board • Tie library successes to staff efforts • Give an economic context • Examples of similar libraries’ strategies • Be open to creative options

  9. Bibliostat Connect http://www.nysl.nysed.gov/libdev/libs/biblcnct.htm

  10. Hiring Process Overview • Writing job descriptions • Hiring and the ADA • Interviewing • Making job offers • Orientation and training • Probationary periods

  11. Hiring and the 5 – Year Plan • Library goals • Staff workload • Job descriptions

  12. Writing Job Descriptions • Structuring the position • Abilities and skills • Sample job descriptions • Advertising

  13. Hiring and the ADA • Americans with Disabilities Act • Equal opportunities • Essential Job Functions • Reasonable Accommodations

  14. Interviewing True or False • I notice that you are in a wheelchair. What illness do you suffer from? • Will you be able to arrange for child care? • Will your pregnancy cause you to miss work? • Are you under 18?

  15. Preparing Interview Questions • Open-ended questions • Closed questions • Scenarios • Including other staff members

  16. Conducting the Interview • Follow a set procedure • Ask set questions • Allow time for candidate questions • Tour of the library

  17. Making Job Offers • Verbal offers • Accepted/Declined • Contacting the other candidates

  18. Informing current staff of new hires

  19. What if we can’t find any suitable candidates or everyone turns us down? • Reconsider the most qualified candidate • Review the job description • Re-advertise the position • Review candidates’ reasons for declining the position

  20. Orientation and Training • Elements of the Orientation • Personnel files • Opportunities for meeting staff • Interesting early tasks • Training

  21. Probationary Periods • What are probationary periods? • 6 months – 1 year • Importance of feedback

  22. Successful Supervision Overview • Challenges in the small library • Checklist for creating a positive & productive workplace • Communication • Teambuilding • Meetings • Training

  23. Supervisory Fact and Fiction • You are in charge of everything. • You cannot trust your staff.

  24. Challenges in the Small Library • Interruptions • Assumptions • Budgets • Resistance to change

  25. Making Changes • 3/3/3 • Communicating • Networking • Priorities

  26. Checklist for a Positive & Productive Workplace (I) • I know what is expected of me. • I have the equipment and materials to do my work right. • I understand the library’s mission & goals and know how my work helps us fulfill them. • Someone cares about me and encourages my development. • My co-workers are committed to doing quality work. • My opinion counts.

  27. Checklist for a Positive & Productive Workplace (II) • I have a best friend at work. • I have an opportunity to do what I do best each day. • In the past week, I’ve been recognized for what I’ve done well. • In the last six months, I’ve received feedback on my progress. • In the last year, I’ve had opportunities to learn and grow.

  28. Keys to Facilitating Great Work • Communication • Teambuilding • Training

  29. Communication • Keeping everyone in the loop • Information and Feedback

  30. Barriers to Communication • Distractions • Irrelevant info and too much detail • Jargon • Bad timing • Mixed messages • Personal prejudice and emotional states

  31. What are you saying? • Words • Voice • Actions

  32. Active Listening • Listening for understanding • Body language • Wait time • Clarifying and summarizing

  33. Active Listening Techniques • Encouragement • Clarification • Restatement • Reflection • Summary • Validation

  34. Ongoing Feedback • Daily check-in • Keeping everyone “in the loop” • Regular meetings with each staff member • Lots of effective feedback

  35. Effective Feedback • Timely • Descriptive and specific • Emphasize the positive • Constructive • Active Listening • Private v. public feedback

  36. Teambuilding • Teams are productive • Open communication • Ongoing feedback • “I hate meetings!”

  37. The Best Meetings • Short • Sweet • To the point

  38. Meeting when staff schedules don’t overlap • Power of everyone being in the same place at the same time once a month • Mini-meetings • Designated information spot

  39. Training • Everyone’s work matters • Opportunities for continuing education • Matching training to job functions

  40. Training with No Budget • System Meetings • Job swapping • Mentoring • Online Tutorials • Grants and scholarships

  41. Managing Employee Job Performance Overview • Annual Performance Evaluations/Reviews • Performance issues/disciplinary action • Terminating Employees • Rewarding Employees • Caveat: Unions and Contracts

  42. Annual Performance Evaluation • Formal review of year • Documents job performance • Clarifies expectations • Establishes goals • Identifies areas for training

  43. Results of a Successful Evaluation • Higher job performance and progress toward library goals • Identifies areas that need improvement • Reassess job activities • Establishes criteria for rewards and disciplinary action

  44. Performance Issues and Disciplinary Action • Standards and expectations • Documentation • Follow library procedure • Don’t wait until the annual review!

  45. Addressing a Problem with an Employee • Are you avoiding confrontation? • Steps to take • Effective Feedback • Plan of Action • Follow Up

  46. Disciplinary Action Process • Follow library policy and procedure • Verbal warnings • Written warnings • Coaching • Review procedure with employee

  47. Coaching • You are in this together! • Develop a plan • Training or mentoring • Follow up and feedback • Document everything

  48. Termination of Employment • The last resort • When is it appropriate to fire someone? • Legal Aspects • No surprises

  49. What do I do? • Review the disciplinary process • Who should inform the employee? • The termination meeting • Informing the rest of the staff

  50. Rewards for Job Performance • Ongoing positive feedback • Checklist for Creating a Positive Workplace • Options for small libraries

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