SUPERVISING OTHERS

ByJoe Johnson

LEARNING OBJECTIVES Analyzing Employees and their

Behaviors Motivating/Inspiring Employees Developing/Training Employees Discipline

WHERE YOU WANT THEM ALL

Behavior

Pro

duct

ion

Meets 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

ExtrinsicOccurs externally

VicariousSeeing others punished or rewarded

HUMAN BEHAVIOR & MOTIVATION

Maslow Herzberg McGregor

Maslow’s Hierarchy of Needs

SELF ACTUALIZED

SELF ESTEEM

SAFETY and SECURITY

SURVIVAL

BELONGING

Herzberg’s Dissatisfiers and Satisfiers

MotivationMotivation

Bad Working Conditions

Poor Supervision

Salary and Wages

Dissatisfiers

SatisfiersAdvancement

Challenging Work

Good 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

Pro

duct

ion

Meets 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 OBJECTIVES

PROBLEM 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.