new supervisor orientation - montgomery college › _documents › offices › human-r… ·...

Office of Human Resources and Strategic Talent Management

March 29, 2019

NEW SUPERVISOR

ORIENTATIONStart Smart. Manage Smart.

Agenda

1

Recap of Day 1

Feedback from Survey

Review of Today’s Topics

Questions

Managing Ethically and with Integrity

2

Vicki Duggan

Chief Compliance, Risk, and Ethics Officer

240-567-7291

[email protected]

mailto:[email protected]


3

Learning Outcomes

Discuss organizational and ethical culture and how

ethical supervisors positively impact the culture.

Use the ethical decision making framework as applied to

ethical dilemmas.

Know how to report wrongdoing at Montgomery College.


4

Tone At The Top

A term used to define management’s leadership and

commitment towards openness, honesty, integrity,

and ethical behavior.


5

Tone At The Top Affects

Mood In The Middle Buzz At The Bottom


6

Organizational and Ethical Culture


7

Thinking Critically As An Ethical Role Model

• Does this violate any law, policy, or standard of

conduct?

• What are the risks and benefits, both short and long

term?

• What are the positive and negative consequences of

each option?


8

Thinking Critically As An Ethical Role Model

• What if this were being done to me?

• What if everyone did it this way?

• What would my co-workers think?

• Would my mother understand my action?

• Would I be able to look myself in the mirror?

• How would this look on YouTube or Twitter?


9

Code of Ethics and Employee Conduct

Policy and Procedure 31000


10

Supervisors as Ethical Role Models

• Employees are encouraged to come to you with

concerns

• As supervisors, you are responsible to hear

employee’s concerns and address them

• Resources are available for guidance for areas of

uncertainty or to confirm you are providing the right

guidance


11

Supervisors as Ethical Role Models

• It is better to ask than proceed without certainty. When

in doubt, check it out

• Employees are protected against retaliation.


12

Ethical Decision Making Framework


13

Ethical Scenario One

As a new supervisor, one of your first assignments is to find a

vendor to procure services for supplies. You are working with the

Procurement Office to complete this assignment through a RFP

process. Your brother is in the supply business and has told you

he likely will bid on the RFP. You have great confidence that your

brother runs a good and competitive business and you trust he

would be a good choice, if he was to be awarded the contract fairly

through the RFP process.

Is there an ethical dilemma here?

What would you do to navigate it?


14

Ethical Scenario Two

You have an employee who has not completed an assignment

from you on time nor has alerted you that the assignment will be

late. You wait a few days and decide that something probably

came up and decide not to say anything. This employee is

sensitive to criticism and you would prefer not to say anything,

rather wait for the assignment to be submitted.

Is there an ethical dilemma here?

What would you do to navigate it?


15

Reporting Wrongdoing

Employees are expected to report suspected

wrongdoing

Employees are encouraged to report suspected

wrongdoing to their supervisor as a first contact

Employees can also report anonymously to the College

confidential reporting line, EthicsPoint

Supervisors are to address the concerns and escalate as

appropriate


16

Reporting Wrongdoing

For Guidance, see College Policy and Procedure:

• 31000 – Code of Ethics and Employee Conduct

• 61008 – Reporting Suspected Acts of Wrongdoing

• 39003 – Protection Against Retaliation


17

EthicsPoint Confidential Reporting Line

844-572-2198

www.montgomerycollege.

ethicspoint.com


18

Ethical Leadership

Ethical leadership involves acting ethically AND

leading ethically each and every time.

Thank You and Best Wishes with Your Team!

Navigating 3 Labor Contracts and MC Policies and Procedures

Meet the team:

Heather K. Pratt, JD

Director III

Carol Kliever

ELR Specialist

Elline S. Damirdjian

HR Specialist II

Labor Analyst

Santo Scrimenti, JD

Manager

Ways We Can Help

Complaint and Grievance Resolution

• If you have a conflict or a disagreement with another member of the

College Community, we can help you resolve it

Internal Investigations

• If you suspect a violation of Policy or Procedure, we can investigate.

Union Negotiations and Collaboration Committees

• We work with each union to help improve various aspects of working at

the College

Policy & Procedure

• Implementation, Enforcement, Interpretation, Reviews and Updates.

Exit Process

• Exit Interview, exit survey, exit clearance

Three Unions at MC

Managing For Optimal Performance

22

Human Resources Internal Consultant

• Carla Ammerman – Rockville Campus

• Ashley Roberts – Takoma Park/Silver Spring Campus

• Leslie Jones – Germantown Campus


23

Learning Outcomes

• Interpret and apply two key policies that support the

philosophy behind succeeding at MC and staying on track

with performance management.

Policy 31102 - Employee Responsibilities

Policy 36001 - Performance Evaluation and Employee

Development


24

Learning Outcomes

• Apply these policies:

6 Month Performance Evaluation

Annual Performance Evaluation

Rewarding Great Performance All Year


25

Policy 31102 Employee Responsibilities

This policy identifies employment-related responsibilities of

all Montgomery College employees.

Official College Policies and Procedures

http://cms.montgomerycollege.edu/EDU/Plain.aspx?id=2074


26

Policy 36001 Performance Evaluation and

Employee Development

All College employees shall be evaluated in writing

and will participate in an in-person evaluation

meeting with his or her supervisor at least once a

year.

• Performance coaching meetings (in addition to the annual meeting)

should happen regularly throughout the year.


27



• Written evaluations are completed to meet the following general

objectives of performance evaluation and employee development:

‒ Evaluations should be used to:

Keep employees informed of current job expectations, identify and

document changes in responsibilities.

Identify performance objectives to increase the effectiveness and

efficiency of the individual's job performance.


28



‒ Evaluations should be used to:

Promote effective communication between employees and supervisors.

Provide a record of performance, pay increases, trainings/certifications,

awards, etc.


29



“Coaching is unlocking a person’s potential to

maximize their own performance. It is helping

them to learn rather than teaching them.”

-John Whitmore in Coaching for Performance

• Helping an employee learn

• Communicating clear expectations

• Reinforcing the positive and celebrating

accomplishments


30



Coaching Conversation:

‒ When: As soon as you notice that an employee needs to improve

performance.

‒ How often: Continuous coaching conversations should be held.

The supervisor should make a written record of each

conversation, and a copy should be given to the employee.

‒ What: Provide specific performance expectations/ requirements

for continued performance improvement


31



The first staff evaluation:

Six Month Performance Evaluation

‒ One time evaluation after first 6 months on the job

‒ What is covered?

Performance expectations

Review of goals that were set during first week of employment


32



The first staff evaluation:

Six Month Performance Evaluation

‒ One time evaluation after first 6 months on the job

‒ What is covered?

Recognition for what is going well

Recommended areas of improvement – gaps or weaknesses

Review of required training completion


33

Performance Management @ MC

• There are two steps in the performance management process:

‒ 6 month evaluation (HRICs involved-support)

With regular coaching meetings

‒ 12 month evaluation

Continued regular coaching meetings – even when

performance is strong.


34

Activity

Planning for First Performance Expectation Meeting - “Day

One”

Using Policies: 31102 and 36001 – Prepare expectations meetingfrom two different points of view.

‒ Group 1 – Prepare discussion points for a new employee.

‒ Group 2 – Prepare discussion as a new supervisor presenting to your

team.


35

Activity

• Create a discussion outline, including the following:

o Refer to policy 31102 Employee Responsibilities and apply to this

position to outline discussion

o Introduction to and review of the position description (PD) Explain

that the PD can, and most likely will change.

o Use PD to set expectations, include examples.


36

Activity

• Create a discussion outline, including the following:

o Establish a routine (bi-weekly) meeting(s) to address questions,

discuss performance.

o Let the employee/employees know that you will provide notes from

meetings in writing on occasion.

o Positive Reinforcements – since this is day one – a warm

welcome.


37

Rewarding Great Performance All Year

• Special Recognition Awards:

‒ $400 Note: cannot be given to any individual more than once per

fiscal year.

• Simple Thank You

‒ During a team meeting.

‒ A hand written note.

‒ Create a team certificate/award using on-line templates.


38

“You can complain that roses have thorns or you can rejoice that thorns have roses.”

—Tom Wilson


39

Thank you!

Managing Conflict in the Workplace

“Leaders do not avoid, repress, or deny conflict,

but rather see it as an opportunity.”

- Warren Bennis (scholar in leadership studies)


Learning Objectives

• Define conflict

• Recognize the positive aspects of conflict and the

negative effects of poorly managed or unresolved

conflict

• Understand why conflict management is part of

new supervisory training

• Identify common sources of conflict in the

workplace


Learning Objectives

• Understand how different styles respond to conflict

• Begin to explore tools and techniques for resolving

conflict

• Determine ways in which you can reduce or

prevent conflict in your role as supervisor

• Learn about MC resources to help with conflict

management


Defining Conflict

CONFLICT is...


Defining Conflict

The Merriam-Webster Dictionary defines conflict, in part,

as: “a fight, battle, or war,” as well as “competitive or

opposing action of incompatibles: antagonistic state or

action (as of divergent ideas, interest, or persons).”

Yet, conflict itself is neither negative nor positive

Instead, it is how well it is managed that accounts for

whether we perceive it to be good or bad


Defining Conflict

Conflict is often seen as a negative action or construct:


Negative Effects of Poorly Managed Conflict

Conflict is seen as negative when it is not managed

well and leads to…

Damaged relationships

Wasted resources (time,

energy, money)

Decreased employee

productivity

Decreased employee

engagement

Increased health problems

Damaged team and untrusting

culture

Increased stress and withdrawal

Increased absenteeism and

turnover


Negative Effects of Poorly Managed Conflict

Unmanaged Conflict Cycle

Source: Robinson, Jerry R. and Louis S. DiFonso. 1991. Conflict Management in Community Groups. University of Illinois Extension,

Urbana, Illinois.


Positive Aspects of Conflict

Conflict is seen as positive when it is managed well,

where it

Brings problems to light

Allows opportunity for

growth and learning

Helps bring people/work

team together

Brings about necessary

change

Improves communication

Increases creativity and problem-solving

Energizes people

Increases commitment to work

Improves workplace culture

Helps identify potential future leaders

Improves self-knowledge/awareness

Any others?

“Conflict is a place of possibility.” - Dana Caspersen (international conflict specialist, author, and performer)


Why is Conflict Management Part of New

Supervisor Orientation?There are many reasons, including:

Managing conflict is critical to your being successful in your new role as supervisor

- Your role is mainly to ensure the work environment runs smoothly and

employees work successfully in coordination with one another, regardless of

what else is going on

Learning to manage conflict in a timely, respectful, and effective way:

- Builds and strengthens relationships with individual employees and the team,

as a whole

- Helps resolve issues that are interfering with work productivity



Supervisor Orientation?

and including:

Grows the trust your employees have in you as their leader

Unaddressed and unresolved conflict in the workplace leads to decreased

morale, engagement and, workplace productivity

Conflict management is not something usual part of career/job training,

yet, once you are a supervisor, you are expected to be able to know how

to do it (with or without help)

Other ideas?



Supervisor Orientation?

Managing and navigating different kinds of workplace conflict are learnable skills

With will (desire) and skill (practice/learning), you will be able to acquire and master these important leadership abilities

Managing Conflict in the WorkplaceFive Common Sources of Conflict in the

WorkplaceSources Examples

1. Relationship Personality, style, conflict style,

thrown together and forced to get

along

2. Values Politics, religion, ethics, norms

3. Task How to get things done,

incompatible goals, divided

resources, perceived roles

4. Communication Tone, hierarchy/power structure,

amount/type/frequency, non-verbal

cues, level of engagement

5. Leadership Absent, uninformed, inconsistent,

unappreciative, ineffective conflict

styleSource: https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/.

https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/

Managing Conflict in the WorkplaceUnderstand How Different Styles Respond

to Conflict

What is your conflict style? (Which column had the

highest number?)

I. Competing

II. Collaborating

III. Compromising

IV. Accommodating

V. Avoiding


to ConflictTKI Conflict Handling Behavior Model

Source: http://www.genesofleadership.com/wp-content/uploads/2014/11/tki-interactive-graphic.gif.

Source: https://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki.

http://www.genesofleadership.com/wp-content/uploads/2014/11/tki-interactive-graphic.gif

https://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki


to ConflictCompeting style: “My way or the highway” or “I am right,

you are wrong”

Creates classic win/lose situation

The party asserting strength and power wins the conflict

Creates a “loser”


to ConflictCompeting style:

Source: Negotiation Styles: When to Use Which Style, document provided by Melissa Broderick, Ombudsperson, HMS/HSDM/HSPH.

Often Inappropriate When:

collaboration has not yet been attempted;

cooperation from others is important;

used routinely for most issues;

self-respect of others is needlessly diminished.

Often Appropriate When:

an emergency looms;

you are sure you are right, and being right matters more than preserving relationships;

a quick decision and action are needed;

when one’s position, authority, or rights are being challenged.


to Conflict

Collaborating style: “Two heads are better than one” or

“Let’s find a win/win solution”

Achieves win/win outcomes

Expands the range of possible options

Requires time and effort of those involved to work through difficulties


to Conflict

Collaborating style:


the issues and relationship are both significant;

cooperation is important;

creative solutions are important;

reasonable hope exists to address concerns.


time is short;

the issues are unimportant;

you’re over-loaded;

the goals of the other person are certainly wrong.


to ConflictCompromising style: “Let’s make a deal” or “Let’s meet

half way”

Everyone is expected to give up something to get to resolution

Minimally acceptable to all

Relationships are undamaged (in one way)

Less commitment to outcome


to ConflictCompromising style:


Cooperation is important but time or resources are limited;

When finding some solution, even less than the best, is better than a complete stalemate;

When efforts to collaborate will be misunderstood as forced.


finding the most creative solutions possible is essential;

when you can’t live with the consequences.


to ConflictAvoiding style: “Leave well enough alone” or “What

conflict?”

Parties seek to push conflict “under the rug”

Results in parties withdrawing from situation

Could create lose/lose situation, especially where there is no clearing of the air

Appearance of neutrality is maintained


to ConflictAvoiding style:


the issue is trivial;

the relationship is insignificant;

time is short and a decision is not necessary;

you have little power but still wish to block the other person.


you care about both the relationship and the issues involved;

used habitually for most issues;

negative feelings may linger;

others would benefit from caring.


to ConflictAccommodating style: “Kill them with kindness” or “You are right, and I am wrong”

Smooths over the conflict

Maintains harmony by acceding to the other party

One party might be fine, but often the other party is not


to ConflictAccommodating style:


you really don’t care about the issue;

you are powerless but have no wish to block the other person;

when you realize you are wrong.


you are likely to harbor resentment;

used habitually in order to gain acceptance;

when others wish to collaborate and will feel like enforcers if you accommodate.


to Conflict“If the only tool you have is a hammer, you tend to see each problem as a nail.”

- Abraham Maslow (20th century American psychologist)

--------------

Think about the options you have and what you can do to

influence a conflict outcome. Consider…

Your perspective on conflict and be aware of your natural/preferred conflict management style

How each conflict style might be suited to a particular situation

Trying out different styles (even though you will, at first, likely default to your preferred/natural style) in different conflict scenarios (or even the same scenario)


to Conflict

Questions to ask yourself:

How important is my relationship to this person?

How important is the issue to me or to the team?

How much time do I/we have to deal with this issue?

How emotional am I feeling right now?


to ConflictExercise:

Get ready to move around the room

If, for any reason, it is difficult for you to move, please stay seated and participate

from your spot

Select which style is most appropriate to use regarding the relative importance of the

issue and the relationship

Also, determine what the source of the conflict may be

- Relationships?

- Values?

- Task?

- Communication?

- Leadership?

- Other?

Managing Conflict in the WorkplaceBegin to Explore Tools and Techniques for

Resolving Conflict

Six (6) Steps in Interest-Based Relational (IBR) Approach to

Conflict Resolution

Step 1. Good relationships are the priority

Be respectful, patient, and courteous at all times

Be aware of and manage your own emotions and triggers

Pick up on feelings/emotional cues of others

Recognize that “perception is reality” for everyone involved

Source: Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without Giving In,

Penguin Books, 2011.


Resolving Conflict

Six (6) Steps in Interest-Based Relational (IBR) Approach to

Conflict Resolution

Step 2. Separate person from the problem

Real issues can then be debated without damaging relationships

Focus on actions, not intent; focus on work issues, not personalities

Source: Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without Giving In,

Penguin Books, 2011.


Resolving ConflictSix (6) Steps in Interest-based Relational (IBR) Approach to

Conflict Resolution

Step 3. Listen carefully to different interests (e.g., needs, wants,

hopes, perspectives, goals, or motivations) versus positions

Be genuine in wanting to listen and learn

Ask open-ended questions to clarify

Be open-minded to other perspectives

Actively listen (e.g., be fully focused on conversation, use feedback and

paraphrasing skills, do not interrupt)



Conflict Resolution

Step 4. Listen first, talk second

Understand before being understood

Try to note and understand verbal and non-verbal communication in

speaker



Conflict Resolution

Step 4. Listen first, talk second

Be mindful of your own language choices, tone, and body language

when describing your perspective of problem, needs, and concerns

‒ Use “I” statements – “I feel . . . when . . because . . . and I’d like. . .”

‒ Be clear and concise

Note any positives or any common ground, if genuine

Identify and acknowledge your contribution to the situation


Resolving Conflict

Six (6) Steps in Interest-based Relational (IBR) Approach to

Conflict Resolution

Step 5. Set out facts

Agree and establish observable facts, including what is the problem to

be solved

Step 6. Explore options together

Focus on interests

Stick to the facts


Resolving Conflict

Six (6) Steps in Interest-based Relational (IBR) Approach to

Conflict Resolution

Step 6. Explore options together

Take turns offering alternative solutions

Be nonjudgmental of others’ ideas

Examine the consequences of each solution

Goal is wise, efficient, and amicable outcome

Managing Conflict in the WorkplaceDetermine Ways to Reduce or Prevent

Conflict as SupervisorAs supervisor, you can also reduce conflict in your area by:

Setting a good example as a responsible and effective leader and worker

Communicating clear standards and directions

Setting ground rules for respectful communication

Providing clear and transparent rationales for your decisions

Making sure employees have both the training and resources to do their

jobs

Training your staff on conflict resolution

Source: Conflict Management Toolkit, University of Mary Washington, at:

https://www.slideserve.com/nevina/conflict-management-toolkit.

https://www.slideserve.com/nevina/conflict-management-toolkit

Managing Conflict in the WorkplaceDetermine Ways to Reduce Conflict as

SupervisorAs supervisor, you can also reduce conflict in your area by:

Getting to know your employees

Looking out for signs of conflicts/problems/changes in behavior

Addressing misconduct quickly to ensure issues are current and

anger/frustration does not fester

Treating employees fairly and equitably, applying rules consistently

Giving performance feedback regularly

Get advice from HRSTM if needed regarding disciplinary actions or crucial

conversations

Managing Conflict in the WorkplaceResources at MC to Help

You are never alone in handling conflict at MC


There are numerous resources at the College that can

help See Roadmap for Employees to Address Issues handout for

comprehensive list

You can always seek out:

- Your supervisor

- HRSTM (Internal consultant or employee and labor

relations)

- ELITE (for Crucial Conversations and other training)

- Office of the Ombuds


IOA Code of Ethics:

The Office of the Ombuds operates in accordance with the Office of the Ombuds Charter, Code of Ethics, and Standards of Conduct of the International Ombuds Association:

Voluntary

Confidential*

Impartial/Neutral

Informal

Independent


A general guideline about contacting the ombuds:

If you have an issue/problem/situation/question that is impeding your ability to work or lead effectively or productively

No matter how big or how small the problem is, it is always an appropriate time to reach out

Can get help with conflict coaching, facilitated conversations, and more

Managing Conflict in the WorkplaceQuick Recap

View conflict as an opportunity! Conflict, when managed well, can bring about many positive changes at work, including increased engagement, productivity, morale, connection, and success.

It is a critical part of your job as supervisor to learn and practice conflict management skills.

Be aware of your natural/preferred style of conflict and views on conflict, and see how your natural/preferred style and views can shape your initial response to the conflict at hand.

Choose your approach to each conflict thoughtfully, taking time to think about which of the five conflict styles would work best in any one particular conflict.

There are five main sources of workplace conflict, including relationships, values, tasks, communication, and leadership.

Use IBR to resolve conflict, including actively listening for understanding and focusing on interests versus positions.

There are things you can do to reduce conflict in your area, including treating employees fairly and respectfully, and clearly communicating rationales for decisions and clear standards.

You are not alone in dealing with conflict at MC. There are many resources you can seek support from, including the Office of the Ombuds.

Managing Conflict in the WorkplaceRecommended Reading

Brown, Brene, Dare to Lead, Random House, 2018.

Eddy, Bill, BIFF: Quick Responses to High-Conflict People, Their Personal Attacks, Hostile Email

and Social Media Meltdowns, HCI Press, 2011.

Fisher, Roger, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement without

Giving In, Penguin Books, 2011.

Gentile, Mary C., Giving Voice To Values: How to Speak Your Mind When You Know What’s

Right, Yale University Press, 2010.

Goleman, Daniel, Emotional Intelligence, Bantam Books, 1995.

Lencioni, Patrick, The Five Dysfunctions of a Team, Jossey-Bass, 2002

Patterson, Kerry, Joseph Grenny, Ron McMillan, Al Switzler, Crucial Conversations: Tools for Talking

When Stakes Are High, McGraw-Hill, 2011.

Stone, Douglas and Sheila Heen, Thanks for the Feedback: The Science and Art of Receiving

Feedback Well, Penguin Books, 2015.

Stone, Douglas, Bruce Patton, and Sheila Heen, Difficult Conversations: How to Discuss What

Matters Most, Penguin Books, 2000.


Thank You and Best Wishes

with Your Team!

Developing Yourself and Your Team

Learning Outcomes

Name what types of professional development

training are available to supervisors and their staff

Know how to make use of the various types of

professional development, on and off campus

Understand the impact of training on the

supervisor’s unit


ELITE Professional Development

Training

Cohort Programs

• Typically begin in fall and end in spring

• Closed group with classes designed to deepen

knowledge and skills in a specific area

• Certification of completion and permanent record at MC


ELITE Professional Development

Training

Pathway Programs

• On-going individual classes in a specific area with open

registration opportunities.

• Certification possible if attend all classes


Cohort Programs

Presidential Innovation Leadership Institute

Leadership Development Institute

MC Management

MC Supervisor Development Program

Tapestry

Grammar Skills Cohort

Dialogue Circles

* Program registration requires managerial approval


Pathway Programs

Communication and Conflict

Equity and Inclusion

Customer Service

Change Management: The People Side

Effective Committees

Two New Programs for 2019

• Plus Side of Management – P.S. Management

• Civility


Specialized Courses Offered

Throughout the Year

Crucial Conversations

Getting Things Done

In Their Own Voices – Part of MC Multiculturalism

Career Development

Specialized courses exist as part of Pathway Programs or

under other MC Categories of Learning


MC Learns: Demo of How to Register for PD and Team

View


Impact of Training on Your Unit

Supporting staff professional development

• Increased morale, motivation and effectiveness

Individual Professional Development Plan

• Career path planning

Performance Review

• Individual feedback

92

Thank You!HRSTM would like to thank you for your time and participation in attending our pilot of a Supervisor

Orientation.

A short survey will be sent to you. We value your feedback and look forward to your

comments/feedback. They will help us to enhance future supervisor orientations.

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