SUPERVISING OTHERS

1. SUPERVISING OTHERS By Joe Johnson

2. LEARNING OBJECTIVES • Analyzing Employees and their Behaviors • Motivating/Inspiring Employees • Developing/Training Employees • Discipline

3. WHERE YOU WANT THEM ALL Meets Std. Production Meets Std. Behavior

4. HUMAN BEHAVIOR • Culture • Attitudes • Emotions • Values • Ethics • Authority • Experiences • Genetics

5. HUMAN BEHAVIOR • It’s difficult to change adult behavior • Behaviorally based solutions work best. • The rules: • Hostile Work Environment • Sexual Harassment • Works & Plays well vs. Uniform Behavior

6. ANALYZING EMPLOYEES • Analyze an employee on their performance • Understand we are all different with different needs • Take the time to know your employees • We all want to be treated with respect

7. 3 WAYS TO CHANGE BEHAVIORPERFORMANCE

9. Motivating people is far from an exact science. There's no secret formula, no set calculation, no work sheet to fill out. In fact, motivation can be as individual as the employees who work for you. One employee may be motivated only by money. Another may appreciate personal recognition for a job well done. Still another may work harder if she has equity in the business. But you can boil down employee motivation to one basic ideal: finding out what your employees want and finding a way to give it to them or to enable them to earn it

10. Motivating People – Theory • Intrinsic Occurs within individual • Extrinsic Occurs externally • Vicarious Seeing others punished or rewarded

11. HUMAN BEHAVIOR & MOTIVATION • Maslow • Herzberg • McGregor

12. Maslow’s Hierarchy of Needs SELF ACTUALIZED SELF ESTEEM BELONGING SAFETY and SECURITY SURVIVAL

13. Herzberg’s Dissatisfiers and Satisfiers Satisfiers Advancement Challenging Work Good People to Work With Motivation Motivation Bad Working Conditions Poor Supervision Salary and Wages Dissatisfiers

14. Theory X and Theory Y • Theory X • People are best motivated by fear and punishment. • Theory Y • People are best motivated by praise and rewards. • Where are you on a scale of one to ten? X1 2 3 4 5 6 7 8 9 10 Y

15. IT’S REALLY A CONTINUUM

16. HOW TO MOTIVATE EMPLOYEES • According to national research done just last year by Dale Carnegie Training, out of 1500 employees: • If an employee felt “very dissatisfied” with an immediate supervisor, there was an 80% chance that they were “disengaged” from their work • When surveyed, 69% of disengaged employees quit for even a 5% pay increase. • Of employees who have confidence in their Senior Leadership, 61% are fully engaged.

17. 4 EASY WAYS TO MOTIVATE EMPLOYEES • The Golden Rule – Treat people the way you want to be treated • Actively Listen – You have to work at this • Take genuine interest in the future path of an employees career and them personally • Be aware of importance of work-life balance

18. HOW ARE WE DIFFERENT? HOW ARE WE THE SAME? • Personality • Income • Intelligence • Survival Needs • Respect Need • Happiness • Talent • Goodness • Height • Weight • Ethnicity • Age • Strength

19. HOW ARE WE DIFFERENT? HOW ARE WE THE SAME? • Personality • Income • Intelligence • Survival Needs • Respect Need • Happiness • Talent • Goodness • Height • Weight • Ethnicity • Age • Strength

20. EMPLOYEE TRAINING

21. TRAINING • The individual training program • What training can’t do • Types of training • Agency policies & procedures • Legally required training • Keeping current • Job specific • Self fulfillment

22. TRAINING ORIENTATION CHECKLIST Policies and practices Compensation Benefits Attendance expectations Alcohol and drug testing Employer/employee relations General safety training Specialized training requirements related to the job

23. BENEFITS OF TRAINING Identify Resources Gaps. Reveals Weakness and Strengths. Clarify Staff Roles and Tasks. Builds Teamwork. Better Employee Retention. Increase Productivity. Improve Safety Awareness.

24. WHERE YOU WANT THEM ALL Meets Std. Production Meets Std. Behavior

25. INTERNAL TRAINING TOOLS Operation and Maintenance Manuals. Standard Operating Procedures. Required Safety Training. General Safety Practices.

26. TRAINING ASSESSMENT Required Certification. Employee Interest – Individual or Group. Identify Training Throughout the Entire Organization. Develop a Meaningful Training Program for the near future. Determine if the training is to be taken seriously and will benefit the individual and the organization.

28. STAFF MATRIX COMPONENTS Basic working level Journeyman level Advance level Instructor level Competent person

30. LEARNING RESOURCES APWA Certificate Programs – Public Works and Fleet. Technical Certification Programs. State Required Safety and Training Certification. Off-Site Training, Local Colleges Certificate Programs. Computer On-Line and Home Study Courses. Workshops, Seminars, Conferences. Associations and Professional Organizations. Publications, News Letters, and Internet.

31. TRAINING DOCUMENTATION Training Title and Date. Agenda. Number Lines for Attendee Signatures. Trainer or Instructor Name. Copies of Training Materials and Handouts.

32. TRAINER LESSON PLAN Explain the Value of the New Skill or Knowledge. Clearly Define what the Trainee Gains will be from the Lesson. Match Lesson with Objective. Provide Learning Experiences. Always include examples. Encourage Feedback.

33. PROBLEM EMPLOYEES

34. LEARNING OBJECTIVES PROBLEM EMPLOYEES • Know how to give positive & corrective feedback • Know the key principles of human interaction • Understand the logic of progressive discipline

35. PROBLEM EMPLOYEES OVERVIEW • The inverted pyramid • The One Minute Manager • Key Principles • Managing Disciplinary Meetings

36. Positive Feedback Corrective Feedback Discipline THE INVERTED PYRAMID

37. ONE MINUTE MANAGER Catch somebody doing something right FEEDBACK Positive Corrective

38. POSITIVE FEEDBACK • What you did • Why it was a good thing

39. CORRECTIVE FEEDBACK • What you did • What you might have done that would have been better • Why it would have been better

40. KEY PRINCIPLES • Maintain or enhance self-esteem • Listen and respond with empathy • Ask for help in solving the problem

41. DISCIPLINE • Don’t reinforce behavior you don’t want to see repeated. • Don’t rush!!!!!!!! • Calmly determine consequences. • Get a second or third opinion. • Remember how to play chess.

42. DISCIPLINE You want the employee to improve. You don’t want to punish the employee.

43. Great Leaders make a Difference • 1. Make employees feel they are doing something meaningful. • 2. Effectively communicate and share information. • 3. Give employees clear job descriptions and accountability. • 4. Give and receive ongoing performance feedback. • 5. Have and show Faith and trust in your team. • 6. Listen to, focus on, and respect your employees needs. • Provide recognition to worthy employees.

44. Continued • 8. Provide fair compensation and pay for performance you seek. • 9. Foster innovation. • 10. Get ongoing input from your employees. • 11. Manage, but not micro-manage. • 12. Encourage teamwork. • 13. Modify your management approach for different types of employees. • 14. Give employees opportunity for personal growth. • 15. Fire people when needed.