Managing and Motivating People

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2 People Objectives Select the right person Set appropriate epectations Motivate and Develop the person Some Observations The current market for talent areas of demand: Corp/M&A, Property, B& F and Lit. Trend toward global workforce shortage 85 million unfilled jobs by million unfilled jobs in Aust by The importance of getting hiring right (50 200% replacement cost) 12 signs of a high performing workplace Leadership vs management 2

3 Determining your workforce needs Assess whether you need to hire Draft a position description noting essential vs desirable criteria aligned with firm strategy Determine sourcing strategy Advertising Social Media Word of Mouth Alumni association Third party agencies Drafting Advertisements Attention grabbing WIIFM Appeal to emotions/ tell a story List benefits Call to action 3

4 Assessing Applications Create a system Go vs No Go Refer to selection criteria Don t delay candidates are perishable goods Interview 3 5 as manageable shortlist Interviewing Tips Contact each shortlisted candidate for a phone screen minutes to determine if they are worth interviewing Invite for interview preferably face to face, otherwise skype or phone Number of interviewers? Number of interviews Have questions arranged but be open to conversational style as well. Focus on talent, motivation, personality and cultural fit as well as skills and eperience 4

5 Reference Checking Select appropriate referees provided by candidate Get permission to contact esp current employers Conduct 2 or 3 detailed reference checks esp probe any areas of concern from interviews Ask reasons for leaving job, check employment dates, ask if they would re hire them When in doubt go without Offer & Acceptance Once preferred candidate is decided deliver offer orally and send paperwork same day if possible Articulate title, salary (superannuation), duties and whether governed by EBA or other conditions Resignation, counter offers and danger period Keep in touch if there is a gap between offer and start date 5

6 An Appropriate Measuring Stick Gallup survey of 80,000 managers 12 characteristics of strong workplace as seen through top performers 6

7 Questions that measure the strength of a workplace Statistical analysis by the Gallup Organisation sought questions where the most engaged employees (those who were loyal and productive) answered positively, and everyone else answered neutrally or negatively. Client Satisfaction Profitability Productivity Staff Retention 1. Do I know what is epected of me at work? 2. Do I have the materials and equipment I need? 3. At work, do I have the opportunity to do what I do best? 4. In the past week have I received recognition or praise for good work? 5. Does my supervisor seem to care about me as a person? 6. Is there someone at work who encourages my development 7. At work, do my opinions seem to count 8. Does the purpose of my firm / practice group make me feel the job is important 9. Are my colleagues committed to doing quality work 10. Do I have a good friend at work? 11. In the past si months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow? Source: Gallup Organisation First Break All the Rules Marcus Buckingham and Curt Coffman

8 Define the Right Outcomes What makes people effective Determining high performance define the right outcomes Setting appropriate performance criteria Leadership vs management 8

9 Lawyer Performance Areas Performance Ecellence Time management / recording 6 hours per day attributed to working on client files 1.5 hours per day attributed to internal firm activities Staff development Chair a daily meeting with all members of the team to: - review each paralegals daily workload - delegate work as appropriate - identify and correct potential workflow issues Attend weekly lawyers meeting to identify issues and solutions in the management of your team Fully understanding the reports generated by Locus and how they can be used to manage performance of the team Mentoring paralegals Identify and facilitate appropriate training for paralegals Service delivery Optimising workflows by delegating appropriate work to the appropriate person within the team Ensuring the work output of paralegals is of a consistently high standards Fee generation Where ever possible only work on high value matters eg legal issues, discretionary legal work. All other activity to be delegated to the paralegal Meet individual and team $ / hourly targets TBA Client development Fulfil commitments to personal marketing plan TBA High level of client satisfaction reported TBA Personal development Attend appropriate eternal CPD courses Deliver appropriate internal training 9

10 Developing and Motivating Talent Appraisal and review (not just salary negotiation) Focus on strengths (as much as is practical) Be objective Use of non billable time eg pro bono Encourage their talents Making the most of CPD Retention Strategies Make them want to stay Emotional bonds vision / values / leadership Minimise negative relationships with managers Challenging opportunities and viable career paths Open access to information and decision making Professional development and lifelong learning Opportunity for coaching and mentoring Reduce overworking and stress Create tangible bonds bonus benefits tied to tenure Fair market salaries 10

11 Resources First Break all the Rules by Buckingham and Coffman help for/smallbusiness/hiring employees Feel free to questions 11