Effectively Managing People How to Get the Best Out of Employees

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					         Effectively Managing
       People: How to Get the
       Best Out of Employees
Jennifer Young & Christine Stoneman
Welcome
Purpose of workshop is to inform and
  discuss:
 Hiring and keeping good employees
 Becoming an employer of choice
 Managing all types of employees
 Aboriginal based employee performance
  appraisal system (medicine wheel)
Workshop content
 Best practices
 Some useful tools
 Brief overview – short time together
 Not lawyers – presentation from
  perspective of Human Resources
  Manager
Who are we?
Grant Thornton LLP
 5th largest Chartered Accounting and
  Management Consulting firm in Canada
 110 offices across Canada
 Serving First Nation & Aboriginal clients in
  all provinces and territories
 Grant Thornton International
Grant Thornton LLP (cont’d)
Aboriginal Sector Services:
 Audit, financial services, tax
 Capacity building & community development
 Governance models, policies & procedures
 Management: remedial & co-management
 Special analysis & advocacy services
 Economic and business development
 Training (Council, Management, Staff,
  Community)
 Wholly owned subsidiary of Grant
  Thornton
 Programs: Landings; HardHats;
  Destinations; Destinations Aboriginal
  (Careers in Tourism)
 Celebrated 20,000 placements in 2004
 Since 1994 assisted 31,000 subsidized
  income clients
Christine Stoneman, CMC RPR
 Chief Operating Officer - GT Hiring
  Solutions
 Principal - Grant Thornton LLP
 Hospitality and Tourism Industry 26 years
 Lived and worked in Europe, Canada and
  the Caribbean; bilingual German & English
 COO GT Hiring Solutions; leads a team of
  over 100 employees in 28 offices
Jennifer Young, MA CMC
Employer of Choice
     Managing Employees
Performance Management
Essentially, performance
management is …
 … a process whereby employers establish
 standards and objectives for employee
 performance, monitor the employee's
 performance, provide regular feedback on
 how the employee's performance
 measures up to the standards and
 objectives, and assist the employee in
 removing any barriers to achieving
 excellence in performance.
Managing individual employee vs
group of employees
 Individual needs and abilities
 Individual experience and maturity
 Team or department needs and abilities
 Community needs and abilities
Managing Group
   Focus on the tasks to be completed and
    the problems to be solved

    and/or

   Focus on the group – building the team,
    nurturing the individuals within the team
Remember Employer of Choice
 I know what is expected of me
 Leadership that provides vision and
  direction
 Comfortable, safe work environment
 Opportunities for growth and development
 Recognition for my work
 Receive performance feedback
Key elements for Employer of
Choice …
 Clear job descriptions – across all
  positions
 Clear short and long term plan – goals for
  department and community
 Clear instructions – routine and special
  tasks (why and how)
 Clear, fair, and consistent feedback
  process
Performance Management
Past Practices of Performance
Evaluations
 Dreaded by both supervisor and employee
 Rarely done well, no training
 Looking back rather then looking forward
 Discipline/penalize for past mistakes vs
  Developmental
 Not culturally sensitive or relevant
  (realities of working in Nation)
Good Performance Management
   regular discussions regarding accomplishments
    and minor concerns as soon as possible after
    they occur;
   periodic meetings to ascertain performance and
    remove any barriers;
   established objectives; and
   annual reviews to provide an overview of the
    employee's past performance and establish
    standards and objectives for the upcoming year
Results …
   If the employee's performance has been
    properly managed throughout the year,
    there will be no surprises during the
    annual review
Performance Appraisal Systems
There are lots of systems:
 Supervisor evaluation: rating, ranking,
  scale
 Employee self appraisal; Peer and client
  assessments;
 360° assessment
 Generic forms, customized systems,…
Reality in many Communities
 No system in place, only in one or two
  departments
 Not sanctioned in policy – HR Policy
 Department Head wants to disciple even
  terminate – Council rejects request
 No one else to do the job
 Gets re-hired after next election
Options?
 Ignore poor performer – let others see
  poor performance acceptable
 Make life for poor performer impossible in
  hopes they quite (constructive dismissal)
 Work on improving performance of tasks
 Work together with group and individually
  to encourage development
Our Aboriginal Performance
Management System
 Developed after working in variety of
  communities and with various
  organizations
 Today only first form (based on Medicine
  Wheel) part of overall culturally based
  system (multiple forms)
 Give you first form to take back to
  community
Performance Appraisal System
1) Individual – Personal Performance Wheel
2) Supervisors – Employee Performance
  Appraisal Form
3) Department Head Appraisal Form
4) Training Plan – for each Department
         Personal
Performance Wheel
Performance Wheel – stages of life
              Elder - mentoring




    Adult -                       Child – new
  managing                        employee




              Youth - advancing
Performance Wheel – aspects of self
              Teacher




    Leader              Student




              Advisor
Performance Wheel – aspects of nature
                 Mental




     Spiritual               Physical




                 Emotional
Performance Wheel

       Child – New
                        New to job, new position
       Employee         Learning new Skills –
                         physically learning new
       Student          Time Management
                         course
       Physical         Take regular
                         walks/fitness class/…
Performance Wheel

                        Learning new
                         methodology
                        Learning new
                         technology
     Emotional
                        Stress Management
 Youth - Advancing       course
                        Take on ownership on
       Advisor           process, program,…
Performance Wheel

                 Take on leadership
 Adult -          role, supervisor, Dept
 Managing         Head,…
 Leader
                 Develop policies
                 Document systems
 Spiritual       Leadership Skill
                  Development course
                 Cultural education
Performance Wheel
                        Mentor junior staff
 Elder - Mentoring      Teach others
     Teacher            Represent community
                        Reflect on personal
      Mental
                         success, contribution
                         to community
                        Prepare for coming
                         year, passing on
                         responsibilities to
                         others
Instructing Others to Use Form
 Should be completed by every staff
  member once a year (need time to think
  about it – 1 or 2 weeks)
 Reviewed with Supervisor – don’t pass
  judgement, choice of individual how/where
  they want to progress
 Still need to fit within Dept needs, requires
  budget to pay for courses
Instructions (cont’d)
 Meet at beginning of each season to
  assess what was achieved in previous
  season and what the individual needs to
  achieve next set of goals
 Always possible to re-write and set new
  goals – discourage constant changing;
  requires commitment and ownership
Instructions (cont’d)
 Intent is the Performance Wheel is
  completely developmental in nature
  (personal and professional) - encourages
  individual to take responsibility
 Doesn’t replace need for formal
  performance appraisal
Annual Performance Appraisal
System
Supervisors Appraisal Form:
 - Assessment of key skills, abilities, and
 attributes
 - Individual Continuous Improvement
 Scale
 - General skills and abilities less on
 technical
                          Listening Skills
                      Response to Supervision




Leadership
                                                 Interest in Work
Qualities
                                                 Dependability
Crisis
Management                                       Interpersonal Skills
Judgement




                 Quality and Quantity of Work
             Trouble Shooting and Problem Analysis
    Appraisal Measures:

Quality of Work
Very thorough         Usually            Work usually       More than          Work usually
    in performing          thorough. Good      passes review.      average amount       done in a
    work. Quickly          work. Few           Has normal          of errors.           careless manner.
    corrects               errors.             amount of                                Often makes
    mistakes, if any.                          errors.                                  errors.
___________________________________________________________________________
___

Quantity of Work
Highly                Produces more      Expected           Usually            Very low, poor
    productive.            than expected.      amount of           produces less        productivity.
    Always                                     productivity.       than expected.
    produces extra.
___________________________________________________________________________
___
    Appraisal Measures:


Leadership Qualities
Excellent,        Above average.    Adequate. Can          Poor, unable to      Uses leadership
    promotes            Has good          take on                  organize and          skills
    enthusiasm and      leadership        leadership role if       motivate the          inappropriately.
    can easily direct   potential.        required.                work of others.
    others.
___________________________________________________________________________
___
How would your wheel look for this
next year?
Questions?
Jennifer Young (709) 778-8820
JenniferYoung@GrantThornton.ca

Christine Stoneman (250) 383 - 4191
cstoneman@GrantThornton.ca

                                Thank you