SUPERVISING OTHERS By Joe Johnson
Feb 23, 2016
SUPERVISING OTHERSBy
Joe Johnson
LEARNING OBJECTIVES Analyzing Employees and their
Behaviors Motivating/Inspiring Employees Developing/Training Employees Discipline
WHERE YOU WANT THEM ALL
Behavior
Prod
uctio
nMeets Std.
Meets Std.
HUMAN BEHAVIOR Culture Attitudes Emotions Values Ethics Authority Experiences Genetics
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
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
3 WAYS TO CHANGE BEHAVIORPERFORMANCE
Motivating People
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
Motivating People – Theory Intrinsic
Occurs within individual Extrinsic
Occurs externally Vicarious
Seeing others punished or rewarded
HUMAN BEHAVIOR & MOTIVATION Maslow Herzberg McGregor
Maslow’s Hierarchy of Needs
SELF ACTUALIZEDSELF ESTEEM
SAFETY and SECURITYSURVIVAL
BELONGING
Herzberg’s Dissatisfiers and Satisfiers
MotivationMotivation
Bad Working ConditionsPoor SupervisionSalary and Wages
Dissatisfiers
SatisfiersAdvancement
Challenging WorkGood People to Work With
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?
X 1 2 3 4 5 6 7 8 9 10 Y
IT’S REALLY A CONTINUUM
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.
4 EASY WAYS TO MOTIVATE EMPLOYEES
1. The Golden Rule – Treat people the way you want to be treated
2. Actively Listen – You have to work at this
3. Take genuine interest in the future path of an employees career and them personally
4. Be aware of importance of work-life balance
HOW ARE WE DIFFERENT? HOW ARE WE THE SAME?
Personality Income Intelligence Survival Needs Respect Need Happiness Talent
Goodness Height Weight Ethnicity Age Strength
HOW ARE WE DIFFERENT? HOW ARE WE THE SAME?
Personality Income Intelligence Survival Needs Respect Need Happiness Talent
Goodness Height Weight Ethnicity Age Strength
EMPLOYEE TRAINING
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
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
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.
WHERE YOU WANT THEM ALL
Behavior
Prod
uctio
nMeets Std.
Meets Std.
INTERNAL TRAINING TOOLS Operation and Maintenance Manuals. Standard Operating Procedures. Required Safety Training. General Safety Practices.
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.
STAFF MATRIX COMPONENTS Basic working level Journeyman level Advance level Instructor level Competent person
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.
TRAINING DOCUMENTATION Training Title and Date. Agenda. Number Lines for Attendee
Signatures. Trainer or Instructor Name. Copies of Training Materials and
Handouts.
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.
PROBLEM EMPLOYEES
LEARNING OBJECTIVESPROBLEM EMPLOYEES
Know how to give positive & corrective feedback
Know the key principles of human interaction
Understand the logic of progressive discipline
PROBLEM EMPLOYEESOVERVIEW
The inverted pyramid The One Minute Manager Key Principles Managing Disciplinary
Meetings
THE INVERTED PYRAMID
ONE MINUTE MANAGERCatch somebody doing something right
FEEDBACK PositiveCorrective
POSITIVE FEEDBACK
What you did Why it was a good thing
CORRECTIVE FEEDBACK
What you did What you might have
done that would have been better
Why it would have been better
KEY PRINCIPLES Maintain or enhance self-
esteem Listen and respond with
empathy Ask for help in solving the
problem
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.
DISCIPLINE
You want the employee to improve.You don’t want to punish the
employee.
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.
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.