United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.

United States Fire Administration

Chief Officer Training Chief Officer Training CurriculumCurriculum

Human Resource Human Resource DevelopmentDevelopment

Module 6: Managing the Module 6: Managing the WorkforceWorkforce

HRD 6-2


ObjectivesObjectives

Differentiate between counseling Differentiate between counseling and coachingand coaching

Demonstrate basic counseling and Demonstrate basic counseling and coaching skillscoaching skills

State the essential elements of an State the essential elements of an effective performance evaluationeffective performance evaluation

HRD 6-3


ObjectivesObjectives(continued)(continued)

Describe the organizational system Describe the organizational system of discipline and the chief officer’s of discipline and the chief officer’s rolerole

Describe the key components of an Describe the key components of an effective conflict resolution modeleffective conflict resolution model

HRD 6-4


CounselingCounseling

Counseling is used to correct personal Counseling is used to correct personal problems such as rudeness, negative problems such as rudeness, negative attitudes, and absenteeism.attitudes, and absenteeism.

HRD 6-5


CounselingCounseling(continued)(continued)

Formal counseling is typically used Formal counseling is typically used for disciplinary and performance for disciplinary and performance problems problems

Informal counseling is Informal counseling is unanticipated, on- the-spot unanticipated, on- the-spot corrections or suggestions corrections or suggestions

HRD 6-6


CoachingCoaching

What makes a good coach?What makes a good coach?

HRD 6-7


Counseling and Coaching TipsCounseling and Coaching Tips

Exhibit trust and Exhibit trust and respect for each respect for each employeeemployee

Accept diverse Accept diverse opinions and opinions and promote teamworkpromote teamwork

Conduct regular Conduct regular coaching/counseling coaching/counseling sessions with each sessions with each subordinatesubordinate

HRD 6-8


Counseling and Coaching TipsCounseling and Coaching Tips(continued)(continued)

Hold employees accountable for Hold employees accountable for unsatisfactory performanceunsatisfactory performance

Give praise and rewards for jobs Give praise and rewards for jobs well donewell done

Value employees’ ideasValue employees’ ideas Set high expectations for your Set high expectations for your

employees and show confidence employees and show confidence in their ability to perform in their ability to perform

HRD 6-9


Activity 6-1: Counseling and Activity 6-1: Counseling and CoachingCoaching

Time:Time: – Total Time: 30 minutesTotal Time: 30 minutes– Discussion Time: 15 minutesDiscussion Time: 15 minutes

Purpose:Purpose: – To differentiate between counseling To differentiate between counseling

and coachingand coaching– Demonstrate basic counseling and Demonstrate basic counseling and

coaching skillscoaching skills

HRD 6-10


Performance EvaluationsPerformance Evaluations

A performance evaluation summarizes A performance evaluation summarizes an employee’s performance during the an employee’s performance during the evaluation period.evaluation period.

HRD 6-11


Good Performance Evaluation Good Performance Evaluation ProcessProcess

1.1. PreparationPreparation2.2. Review of job descriptionReview of job description3.3. Review of previous evaluationsReview of previous evaluations4.4. Performance assessmentPerformance assessment5.5. Performance goalsPerformance goals6.6. Action planningAction planning7.7. FeedbackFeedback8.8. Review or appeal process Review or appeal process 9.9. Follow-upFollow-up

HRD 6-12


PreparationPreparation

Preparation begins by reviewing job Preparation begins by reviewing job descriptions, observing, giving feedback, descriptions, observing, giving feedback, and documenting subordinates’ job and documenting subordinates’ job performance throughout the year.performance throughout the year.

HRD 6-13


Review of Job DescriptionsReview of Job Descriptions

To clearly evaluate a person’s job To clearly evaluate a person’s job performance, you must be clear performance, you must be clear about the duties/tasks of the about the duties/tasks of the position.position.

HRD 6-14


Review Previous EvaluationsReview Previous Evaluations

Before the scheduled performance Before the scheduled performance evaluation, review the subordinates’ evaluation, review the subordinates’ previous evaluations to give you a previous evaluations to give you a review of their growth. review of their growth.

HRD 6-15


Performance AssessmentPerformance Assessment

Examine overall performance by Examine overall performance by looking back at the past year and looking back at the past year and identify:identify: Greatest strengthGreatest strength Professional growthProfessional growth Rating of overall employee Rating of overall employee performance for the entire yearperformance for the entire year Areas for needed improvementAreas for needed improvement

HRD 6-16


Performance GoalsPerformance Goals

Develop mutual performance goals Develop mutual performance goals that benefit the department as well that benefit the department as well as the employee.as the employee.

HRD 6-17


Action PlanningAction Planning

Develop an action plan of how goals Develop an action plan of how goals will be accomplished.will be accomplished.

HRD 6-18


Performance FeedbackPerformance Feedback

Verbally communicate to an Verbally communicate to an employee positive or negative employee positive or negative aspects of their job performance or aspects of their job performance or behavior. behavior.

HRD 6-19


Review or Appeal ProcessReview or Appeal Process

Employees have the right to request Employees have the right to request their evaluation be reviewed by a their evaluation be reviewed by a higher authority.higher authority.

HRD 6-20


Follow UpFollow Up

The employee and chief officer The employee and chief officer should meet several times between should meet several times between evaluation periods, to review the evaluation periods, to review the employee’s progress.employee’s progress.

HRD 6-21


Performance Evaluation Performance Evaluation ChallengesChallenges

Hostile, unreceptive Hostile, unreceptive employeesemployees

Lack of communication Lack of communication throughout the yearthroughout the year

Focusing on most Focusing on most recent eventsrecent events

Subjectivity – whether Subjectivity – whether you like him or her you like him or her personallypersonally

HRD 6-22


Performance Evaluation Performance Evaluation ChallengesChallenges

Not focusing on whether he or she Not focusing on whether he or she did the job and how well he or she did the job and how well he or she did it did it

Lack of time to devote to the Lack of time to devote to the processprocess

Poorly written forms to usePoorly written forms to use Lack of performance Lack of performance

documentation throughout the yeardocumentation throughout the year

HRD 6-23


Activity 6-2: Performance Activity 6-2: Performance Evaluation StepsEvaluation Steps


Purpose:Purpose:

To help students remember the To help students remember the essential elements and steps of an essential elements and steps of an effective performance evaluation.effective performance evaluation.

HRD 6-24


Activity 6-3 Performance Activity 6-3 Performance Evaluation Document ReviewEvaluation Document Review


Purpose:Purpose:

To help students remember the To help students remember the essential elements required for an essential elements required for an effective performance evaluation.effective performance evaluation.

HRD 6-25


Why Use Discipline?Why Use Discipline?

Enforce employee obedience to Enforce employee obedience to maintain and gain controlmaintain and gain control

Punishment for rule violations, Punishment for rule violations, disobedience, or unsatisfactory disobedience, or unsatisfactory performanceperformance

A training tool that corrects and A training tool that corrects and strengthens employee’s behaviorstrengthens employee’s behavior

HRD 6-26


Progressive Discipline ModelProgressive Discipline Model

1.1. Coaching and counseling Coaching and counseling feedbackfeedback

2.2. Verbal warningVerbal warning

3.3. Written warning/reprimand given Written warning/reprimand given and placed in personnel fileand placed in personnel file

4.4. SuspensionSuspension

5.5. DismissalDismissal

HRD 6-27


Advantages of Progressive Advantages of Progressive DisciplineDiscipline

Seriousness of repeated violations is Seriousness of repeated violations is stressed upon the employeestressed upon the employee

Employee is given opportunities to Employee is given opportunities to improve before being terminatedimprove before being terminated

Managers are more willing to address Managers are more willing to address the problem earlythe problem early

HRD 6-28


Preventing Discipline ProblemsPreventing Discipline Problems

How can you prevent discipline problems?How can you prevent discipline problems?

HRD 6-29


Investigate Before Disciplinary Investigate Before Disciplinary ActionAction

Investigate:Investigate:Who Who WhatWhatWhen When Where Where WhyWhy

HRD 6-30


Elements of Good Elements of Good DocumentationDocumentation

TimelyTimely ObjectiveObjective SpecificSpecific ConsistentConsistent FocusedFocused

HRD 6-31


Discipline GuidelinesDiscipline Guidelines

Same set of rules, regardless of Same set of rules, regardless of race, religion, gender, seniority, or race, religion, gender, seniority, or positionposition

Authority limitations Authority limitations No negativityNo negativity Timely enforcementTimely enforcement

HRD 6-32


Alternative Disciplinary Action Alternative Disciplinary Action StepsSteps

1.1. Listen to and consider employee’s Listen to and consider employee’s version of incidentversion of incident

2.2. Explain expectations and review rules, Explain expectations and review rules, regulations, or policiesregulations, or policies

3.3. Allow employee to ask questions and Allow employee to ask questions and offer your assistanceoffer your assistance

4.4. Develop a plan for improvement Develop a plan for improvement

5.5. Establish time limits and consequencesEstablish time limits and consequences

6.6. Follow upFollow up

HRD 6-33


Activity 6-4: Disciplinary Activity 6-4: Disciplinary Report StatementsReport Statements


Purpose:Purpose:

To provide practice in the chief To provide practice in the chief officer’s role of documentation for officer’s role of documentation for discipline purposes.discipline purposes.

HRD 6-34


Eight-Step Conflict ResolutionEight-Step Conflict Resolution

Step 1: Explain why we are hereStep 1: Explain why we are here Step 2: Clarify your perceptionsStep 2: Clarify your perceptions Step 3: Allow the employee to Step 3: Allow the employee to

clarify their perceptionsclarify their perceptions Step 4: Repeat step 2 and 3 until Step 4: Repeat step 2 and 3 until

you are sure you understand the you are sure you understand the situationsituation

Step 5: Communicate the Step 5: Communicate the organizational standard/expectationorganizational standard/expectation

HRD 6-35


Eight-Step Conflict ResolutionEight-Step Conflict Resolution(continued)(continued)

Step 6: Compare/contrast the Step 6: Compare/contrast the employee’s behavior with the standardemployee’s behavior with the standard

Step 7: Solicit assistance from the Step 7: Solicit assistance from the employee in developing, and or employee in developing, and or determining proper/alternative determining proper/alternative solutionssolutions

Step 8: Recap the meeting while Step 8: Recap the meeting while establishing a timeline for establishing a timeline for implementation/monitoring of the implementation/monitoring of the solutionsolution

HRD 6-36


SummarySummary

The difference between counseling The difference between counseling and coachingand coaching

Goal settingGoal setting Performance evaluationsPerformance evaluations Discipline and documentationDiscipline and documentation Conflict resolutionConflict resolution

United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.

Documents

united states

administration hrd

counseling counseling

employees performance

performance evaluations

overall performance

performance assessment

subordinate slide