Seminar example

1. Manager Training An introduction John Salina JES Consultants

6. Supervisor’s Unifying Position in the Organizational Structure Achieving Higher Management Levels Operating Employees Supervisors

7. The Supervisor is the Link Between Top Management and Employees Supervisor’s success is measured by employee success Collaboration is the key

9. Keeping Employee Communications “up front” and honest helps to build employee morale, contribute to company loyalty, and increase productivity

10. Organizational Communication

11. Information Loss in Downward Communication

13. Managers: Exercise Break into pairs: Answer: 1. The company uses the manager to…… 2. The manger’s job is to………? Follow up: pg. 10

14. BREAK

15. Relationships Among Supervisory Functions Means to Achieve Goals Planning Organizing Staffing Leading Controlling Determine Goals and How to Achieve Them Set up Groups, Allocate Resources, and Assign Work Identify, Hire, and Develop the Right Number of Quality Employees Influence People’s Behavior Monitor Performance and Make Required Corrections to Assure Goal Achievement

17. LEADERSHIP ROLES Supervising ~ uses authority in relationship to performance of supervisee. Direct productivity, oversight and evaluting performance. Coaching ~ suportive and motivational. Focus on participates skills towards maximum performance. Training ~ development of competence, job knowledge, procedures, etc. Mentoring ~ socialize the mentee into their role. Nuances of the culture, norms, etc.

18. Leadership Exercise ~ individual Identify difference between the four role of leadership as applied to your current managerial role See page 3

19. Leadership (cont.) Exercise ~ individual Current versus what should be See page 4

20. Supervisors Become Coaches When They Use Feedback on a Continuous Basis to Reinforce Positive Behavior or Counsel Employees to Correct Actions That Do Not Further the Organization’s Goals Coaching , Instead of “Managing” or “Supervising” Is a Key Concept for Achieving Top Performance (Management is often one-way; coaching is two-way, with the coach and the employee constantly giving and receiving feedback)

21. DYNAMICS OF COACHING Be There For Them Give Them What They Really Want Reward Them With Ownership

23. GIVE EMPLOYEES WHAT THEY REALLY WANT Exercise/role play:

25. What Do Employees Want From the Employment Relationship?

26. For All Employees, Most Important is TRUST …even more than money or title

28. BREAK

29. Performance Management BEING THERE GIVING EMPLOYEES WHAT THEY REALLY WANT REWARDING WITH OWNERSHIP

30. Problems With Performance Appraisal Programs Inadequately Defined Standards of Performance Sketchy or Ambiguous Performance Documentation Inadequate Time Allotment for the Discussion Supervisor Bias in Judging Performance Reliance on Gut Feelings; Lack of Objectivity Lack of Timeliness of Performance Reviews Lack of Employee Involvement

31. OPPORTUNITY TO BELONG Make them feel like members of the “Club” Ask for their ideas, suggestions for problem-solving Challenge them with new tasks, assignments, projects Involve them in setting performance criteria Encourage self-evaluation of their performance Work together to set performance objectives

32. Why Do Performance Appraisals? To Let Employees Know Where They Stand And To Give Them Feedback As A Basis For Compensation And Rewards As A Basis For Individual Training And Performance Improvement As A Basis For Career Planning As A Basis For Business Planning To Document HR Decisions, Placement, Promotions And Discipline

41. Determining Performance Criteria What are our organization’s goals? What are the key indicators of our success? How are these measured? What duties do you (the employee) perform to assure that our goals are met? How well must you perform them for the organization to meet its goals? What knowledge or skills must you have in order to accomplish your tasks? What goals should you set for the next performance period?

43. It’s the Job of the Supervisor to Help Employees Eliminate these Obstacles to Performance

44. MONITOR EMPLOYEE PERFORMANCE Base Performance Measures on S.M.A.R.T. Objectives and Clearly Defined Standards Be Sure Measures are behavior related, not just goal related! Personally and Publicly Praise Good Work Personally and Privately Criticize Mistakes Keep a Written Record of Each Performance event in Your File or Log

49. SET NEW GOALS Set S.M.A.R.T. Objectives Establish New Performance Objectives Set New Personal Development Objectives to Improve Performance Remember: Then...

51. Success and security

53. Exercise ~ a typical day How do you spend your time each time? If your time effectively managed? How do you know?

54. Time Management Effective time management doesn't mean doing more things or doing them more quickly. Effective time management means getting more of the important work done in a day. In fact, effective time management is even more important than efficient use of our time. Of course, the best time managers are both effective and efficient..

55. Time Management The Time Management Matrix Every activity we do during the day can be put in one of four quadrants: QUADRANT I - urgent and important: Crises, pressing problems, deadline-driven projects QUADRANT II- not urgent and important: prevention, development activities, relationship building, recognizing new opportunities, planning, recreation. QUADRANT III - urgent and not important: Interruptions, some calls, some mail, some reports, some meetings, popular activities. QUADRANT IV - not urgent and not important trivia, busy work, some mail, some phone calls time wasters, pleasant activities Answer this question: What one thing could you do in your personal and professional life that, if you did on a regular basis, would make a tremendous positive difference in your life? Chances are whatever you name; it is a Quadrant II activity. Effective, proactive people spend most of their time in Quadrant II.

56. Time Management Keys to the best use of your time: • set priorities • distinguish short-from long-term goals • schedule activities • analyze time • streamline paperwork • minimize interruptions • manage travel time • conquer procrastination Avoid time traps. Try to stay away from situations that eat up time unnecessarily. Say “no” graciously if you don’t have time for a project, curb social time if it gets out of hand, and delegate if you find yourself overloaded. In addition, monitor and limit the time you spend surfing the Internet, chatting online, emails, etc.