Managing Your Staff. BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work.

Managing Your Staff

BOF Findings• Recruitment takes longer and can be

more expensive• More lead-in time because induction

takes longer + Access To Work• More part-timers, more staff to manage• More management time to support range

of impairments• More long term sickness absence issues• Not enough resources for training &

development tailored to individual needs• No appropriate training interventions

Access To Work – new rules

Up to 100 per cent of the approved costs if employee:

• Is unemployed and starting a new job• Has been in the job for less than six weeks• Needs support workers, fares to work and

communicator support at interview

Proportionate costs if employee:• Has been in the job for six weeks or more• needs special equipment

Access To Work – new rules

The precise level of cost sharing is determined as follows:

• employers with 1 to 9 employees will not be expected to share costs

• employers with 10 to 49 employees will pay the first £300 and 20 per cent of costs up to £10,000

• employers with 50 to 249 employees will pay the first £500 and 20 per cent of costs up to £10,000

• large employers with 250 or more employees will pay the first £1,000 and 20 per cent of costs up to £10,000

Your role as manager

• Support

• Knowledge

• Judgements

• Decisions

• Power

• Management

Effective Supervision

• Tailored to individual needs

• Regular & Consistent• Open Communications• Enabling & Empowering• Giving & receiving

feedback• Giving clear

instructions• Setting & Agreeing

objectives

Giving Constructive Feedback

• Give feedback in a concerned and supportive manner

• Include both positive and negative observations

• Focus on the behaviour

• Be specific• Encourage change

by sharing ideas• End with a summary

Setting Objectives

•Specific

•Measurable

•Agreed

•Relevant

•Time Related

Barriers to Good Verbal Communication

•Language•Physical•Psychological•Personalities•Preparation/

Information

Motivating Staff

• Being Supportive• Listen• Give Praise and Encouragement• Give Criticism Constructively• Encourage Responsibility • Delegate

Motivating Staff

• Provide Training• Set Realistic Targets• Ensure Good

Communication channels

• Respond Immediately to Complaints and Comments

• Show Respect

Working with your Board

BOF Findings

Management Committees/Boards:• Lack experience of employment • Have limited access to support,

training and advice to assist their development

• Lack skills, knowledge & experience to offer effective HR support to CEOs

• Lack of resources to improve the situation

Working with your Board

• What is the role of the Board?• What is the role of the Chair?• what makes a good Chair?• What is the role of the Treasurer?• what makes a good Treasurer?• What other officer posts are

useful?

Working with your Board

• One thing that is good about your Board

• One thing that is not good about your Board

• What kind of support would you like to get and from whom?

Handling Conflict – A case studyGood Company is a DPO that works with adults through a range of drop-in and befriending services. Following recent cuts in LA funding the organisation became short of funds and urgently needed a cash injection. The chief officer saw an opportunity to access some funding which would mean the charity would have to work with teenagers. Because the deadline for the funding was before the next board meeting, he applied for the funding without consulting with the board or staff about the implications. This created a conflict between the board and chief officer over the direction of the organisation and the impact on already overworked staff and volunteers. 1 What are the implications for the future of Good Company? 2 What are some of the potential areas of conflict in YOUR organisation and how can they be avoided?

Tips for managing conflict1. Acknowledge the conflict2. Try to establish the cause of

the conflict3. Develop mutual

understanding and respect for difference of opinion

4. Identify the need for a solution by all parties

Information Sharing

• Which are the three most important sources of information your board needs to have on a regular basis?

• Do they have too much information or not enough?

• What different sources of information work best for your board?

Information should beTimely – needs to be up-to-date and when it is

neededClear – if technical then explain so everyone

understandsConcise – facts, bullet points and graphsRelevant – only what the board needs to knowGood quality – based on reliable evidence,

include different points of viewAccessible - to every member according to

their needs

A motivated Organisation• Keeping everyone motivated is key• Think about what motivates you• Think about what motivates your staff• Think about what motivates Trustees• Think about what motivates your

Volunteers• How can you build on this to meet their

needs and the needs of your organisation?

6 top tips for keeping trustees, staff andvolunteers motivated

1. Identify and use skills and experience2. Recognise achievements and celebrate

them3. Involve people in discussions and future

plans4. Provide training and support when

appropriate 5. Create a sense of belonging6. Make your organisation a rewarding and

fun place to be

Quick Team Building Activities

Traffic Light

A prescription for improving board effectivenessDraw a large traffic light on a flip chart. With the Board think in terms of behaviours and write by the appropriate coloured light some things to consider:

Red - things we could stop doing because they are not helpful to the organisation Yellow - things we could start doing because they would help the organisation Green - things we could continue doing because they benefit the organisation

Flipchart Review

To help your board engage in self-examination:Draw a line down the middle of a flipchart and head one side –

• “Things we should keep” and the other side • “Things we should change” • Board members can then write ideas on post-it notes

and stick them on the appropriate side of the chart • Board members then select 3 post-it notes in order

of priority – 1, 2, 3 from each side• Together identify which ones you plan to act on in

the short, medium and long term• Discuss

Any Questions