ohsai head start a to z: human...

OHSAI

Head Start A to Z:Human Resources

STG International, IncLorri Bernier, Grantee SpecialistLee Ann Murphy, Grantee Specialist

October 14, 20151:30-4:30 p.m.Haymarket Room

Session Outcomes

• Identify your role in staff recruitment, selection and retention.

• Identify how Human Resources regulations pertain to your program.

• Learn more about how to strengthen your supervision system.

4

To Prevent This…

5

We’ll Do This…

Relationship-building is at the heart of effective leadership

Key Message

Program Governance

Fiscal Management

ERSEA

Child and Family

Outcomes

Self-Assessment

Human Resources

Child and Family

Outcomes

Communication

Record-keeping & Reporting

Facilities, Materials & Equipment

Planning

Ongoing Monitoring

Systems Are Linked

Fiscal Management

Human Resource Management

Communication

Recordkeeping and Reporting

Program Governance

Human Resource Management

Fiscal Management

Communication

Program Governance

Recordkeeping and Reporting

Systems Are Linked

• Personnel Policies

• Standards of Conduct

• Personnel Recordkeeping

• Union Contracts

• Staff vs. Consultants or Volunteers

• Staff Qualifications

• Recruitment

• Hiring Process

• Background Checks

• Orientation

• Organizational Chart

• Job Descriptions

• Supervision Structure

• Work Teams

• Training & Professional Development

• Compensation

• Supervision

• Performance Appraisal

• Employee Morale

3. Staff Retention4. Organizational Structure for Your

Program

1. Human Resources

Requirements

2. Staff Recruitment &

Selection

Elements of Human Resource Management

Human Resource Requirements

What you need to know

Federal Labor Laws

State regulations

HS and other funding regulations

Union laws & regulations

What you need to do

Keep abreast of new HR trends,

requirements & issues

What you need to overseePersonnel Policies

reflect HS requirements

Personnel records include required documentation

Standards of conduct are developed &

monitored

Union agreements are negotiated and met

Brushing Up On Regulations




• Union Contracts



• Recruitment

• Hiring Process


• Orientation




• Work Teams


• Compensation

• Supervision


• Employee Morale

Staff RetentionOrganizational

Structure for Your Program

Human Resources RequirementsStaff Recruitment

& Selection


Staff Recruitment & Selection


Information about your labor market

EEO regulations

What you need to do

Collaborate with HR department

Involve PC in the hiring process

Involve PC and GB (as appropriate) in staff termination process.

Develop roles/responsibilities of Personnel Committee

What you need to oversee

Staff hiring & terminations

Appropriate background checks completed prior to

staff employment

Assure that staff are effectively oriented to their

positions

Staff recruitment & selection:What you need to know

Information about your labor market

• Review Wage Comparability Study

• Review Community Assessment

EEO regulations

• No discrimination

• No retaliation

http://eclkc.ohs.acf.hhs.gov/hslc/tta-system/operations/fiscal/wage-tools#

http://eclkc.ohs.acf.hhs.gov/hslc/tta-system/operations/fiscal/wage-tools

Staff Recruitment and Selection:What you need to do

Collaborate with HR department

• Recruitment & Screening

• Interview process

• Onboarding

Involve PC in hiring/terminating

process

• Recruiting, screening & interviewing

• Seek approvals

Staff Recruitment and Selection:What you need to oversee

Staff hiring & terminations

• Strive for workplace diversity

• Know who is hired

• Understand the circumstances leading to termination recommendations

• Assure PC approvals

All background checks prior to hire

• Assure system is in place to complete and monitor all background checks completed prior to employment.

Effective onboarding of new staff

• More than just orientation

• Time to test the “fit”

“Head Starts are all about using relationships to better the lives of young children and their families.”-Johnson & Reams

Infant Mental Health experts

Parallel Process and Levels of Influence

Child

Family

Teacher

Supervisor

Director

Once you hire the right person, how do you bring them aboard?

Orientation vs. Onboarding

On

Orientation Onboarding

Is typically a one day event. Extends well beyond the first day.

Focuses on an organization’s structure, mission, and policies.

Is a systematic process.

Includes a review of the Employee Handbook.

Can last from 3-18 months, depending on the position.

Completion of payroll and benefits. Cultivates long-term relationship building and access to information.

Other administrative issues. Promotes better understanding of the culture, mission, and goals.

Fosters a feeling of belonging and affirmation of making the right choice.

Reduces the time it takes to “hit the ground running.”

http://info.profilesinternational.com/profiles-employee-assessment-blog/bid/206006/Orientation-vs-Onboarding

Activity- Onboarding

+ +

=

+Prior to 1st

day1st day

During the 1st Week

First 3 Months

Support, Impact and Retention

“Just Visiting”

15 Minute Break




• Union Contracts



• Recruitment

• Hiring Process


• Orientation




• Work Teams


• Compensation

• Supervision


• Employee Morale

Staff RetentionOrganizational

Structure for Your Program

Human Resources Requirements

Staff Recruitment & Selection


Staff Retention


Organization’s compensation philosophy, policy & scale

Organization’s policies on performance appraisals,

employee morale.

What you need to do

Develop a training and professional development

system to advance attainment of program goals

Model effective & supportive supervision


Staff supervision system

Performance Appraisal system

Employee engagement

Staff compensation

Ensure succession planning

Staff Retention:What you need to know

Organization’s compensation philosophy,

policy & scale

• Is compensation based on performance? (merit)

• Does your org. lag, keep pace, or lead in wages for your industry?

• What does your scale look like?

Organization’s policies on performance appraisals &

employee engagement

• Types of appraisals

• Do staff view appraisals as helpful?

• Do staff enjoy their jobs and the program?

Staff Retention:What you need to do

Develop a training and professional development

system tied to program goals

• Professional development plans for staff

• T&TA Plan

• Training, including pre-& in-service

• Higher Education supports

Model effective & supportive supervision

• Know current supervisory process

• Elicit feedback from staff on current process

• Be open to enhancements & monitor effectiveness

• Practice what you preach!

Deep DiveStaff Supervision

su·per·vi·sionnoun \ˌsü-pər-ˈvi-zhən\ : the action or process of watching and directing what someone does or how something is done for the purpose of continued improvement.

http://www.merriam-webster.com/dictionary/supervision

http://www.merriam-webster.com/dictionary/supervision

Elements of Supervision

Administrative: Oversee paperwork, explain rules & policies, monitor productivity

Clinical/consultative: Review casework, give guidance, teach

Reflective: Share exploration of parallel process, attend to all relationships and their impact on the work

Defining Reflective Supervision

• “A relationship for Learning” (Shahmoon Shanok, 2007)

• “The process of examining with someone else the thoughts, feelings, actions and reactions evoked in the course of working closely with your children and their families.” (Eggbeer, Mann & Seibel, 2008)

Reflection-a Strategy for Engagement

Experience Observe Reflect Respond

36

“Do onto others as you would have them do onto others.”

--Jerre Pawl

Self-ReflectionSupervisory Style Survey

Staff Retention:What you need to oversee

Staff Supervision system

• Regular, planned time

• Documentation

• Support for supervisors

Performance Appraisal system

• No surprises

• Timely appraisals

• Viewed as supportive

Employee engagement

• It’s more than orientation

Staff Compensation

• Wage comparability studies

• COLA’s awarded appropriately

Deep DiveEmployee Engagement

Maslow’s Hierarchy of Needs

Applied to Employee Engagement

HIGHLY ENGAGED

ENGAGED

ALMOST

ENGAGED

NOT ENGAGED

DISENGAGED

SELF

ACTUALIZATION

IMPORTANCE

BELONGING

SECURITY

SURVIVAL

© Steve Smith O., 2014. From Sift Media, www.hrzone.com/blogs.

Signs of Demotivation Increased sickness Increased absenteeism Late Poor quality of work Lack of communication Attitude Frustration

Reasons for Demotivation Lack of recognition Boredom Lack of involvement Not being listened to Lack of encouragement Lack of training No delegation Criticism Too much work May be in wrong

positions/careers

http://www.callofthewild.co.uk/

Gallup’s 12 Questions to GaugeEmployee Engagement

http://www.inc.com/the-build-network/12-questions-to-gauge-employee-engagement.html

Engagement




• Union Contracts



• Recruitment

• Hiring Process


• Orientation




• Work Teams


• Compensation

• Supervision


• Employee Morale

3. Staff Retention4. Organizational Structure for Your

Program

1. Human Resources

Requirements

2. Staff Recruitment &

Selection


Organizational Structurefor Your Program


Your organizational culture

Factors affecting organizational

structure

What you need to do

Develop effective program structure

Develop & effective supervision system

Assign and monitor work teams


Development of Head Start

organizational chart

Development of job descriptions

reflecting HS & organizational requirements

Organizational Structure for your program

Organizational Structure:What you need to know

Your organization’s culture

• What is it?

• Why should you care?

Factors affecting organizational

structure

• Consider factors before making changes in your structure


Organizational Structure:What you need to do

Develop effective program structure

• Consider the factors

• Understand the regulations

Develop effective supervision system

Assign and monitor work teams


Work Style Railroad

Organizational Structure:What you need to oversee

Development of Head Start

organizational chart

• Assign all management responsibilities, even those of consultants

Development of Job Descriptions

• Assure that qualifications are included

• Duties assigned


HS A-Z: HR Management

Thank You!~Lorri & Lee Ann

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