OHSAI. Head Start A to Z: Human Resources. STG International, Inc Lorri Bernier, Grantee Specialist Lee Ann Murphy, Grantee Specialist

Transcription

1 OHSAI Head Start A to Z: Human Resources STG International, Inc Lorri Bernier, Grantee Specialist Lee Ann Murphy, Grantee Specialist October 14, :30-4:30 p.m. Haymarket Room

2 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.

3 3

4 To Prevent This 4

5 We ll Do This 5

6 Key Message Relationship-building is at the heart of effective leadership

7 ERSEA Self- Assessment Planning Program Governance Fiscal Management Child and Family Outcomes Human Resources Ongoing Monitoring Communication Recordkeeping & Reporting Facilities, Materials & Equipment

8 Systems Are Linked Communication Program Governance Recordkeeping and Reporting Human Resource Management Fiscal Management

9 Systems Are Linked Communication Program Governance Human Resource Management Fiscal Management Recordkeeping and Reporting

10 Elements of Human Resource Management Training & Professional Development Compensation Supervision Performance Appraisal Employee Morale Organizational Chart Job Descriptions Supervision Structure Work Teams 3. Staff Retention 4. Organizational Structure for Your Program Staff vs. Consultants or Volunteers Staff Qualifications Recruitment Hiring Process Background Checks Orientation 2. Staff Recruitment & Selection 1. Human Resources Requirements Personnel Policies Standards of Conduct Personnel Recordkeeping Union Contracts

11 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 oversee Personnel Policies reflect HS requirements Personnel records include required documentation Standards of conduct are developed & monitored Union agreements are negotiated and met

12 Brushing Up On Regulations

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14 Elements of Human Resource Management Training & Professional Development Compensation Supervision Performance Appraisal Employee Morale Organizational Chart Job Descriptions Supervision Structure Work Teams Staff Retention Organizational Structure for Your Program Staff vs. Consultants or Volunteers Staff Qualifications Recruitment Hiring Process Background Checks Orientation Staff Recruitment & Selection Human Resources Requirements Personnel Policies Standards of Conduct Personnel Recordkeeping Union Contracts

15 Staff Recruitment & Selection What you need to know What you need to do What you need to oversee Information about your labor market EEO regulations 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 Staff hiring & terminations Appropriate background checks completed prior to staff employment Assure that staff are effectively oriented to their positions

16 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

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18 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

19 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

20 Head Starts are all about using relationships to better the lives of young children and their families. -Johnson & Reams Infant Mental Health experts

21 Child Parallel Process and Levels of Influence Family Teacher Supervisor Director

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

23 Orientation vs. Onboarding Orientation Is typically a one day event. Focuses on an organization s structure, mission, and policies. Includes a review of the Employee Handbook. Completion of payroll and benefits. On Other administrative issues. Onboarding Extends well beyond the first day. Is a systematic process. Can last from 3-18 months, depending on the position. Cultivates long-term relationship building and access to information. 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.

24 Activity- Onboarding Prior to 1 st day st day During the 1 st Week + First 3 Months = Support, Impact and Retention

25 Just Visiting

26 15 Minute Break

27 Elements of Human Resource Management Training & Professional Development Compensation Supervision Performance Appraisal Employee Morale Organizational Chart Job Descriptions Supervision Structure Work Teams Staff Retention Organizational Structure for Your Program Staff vs. Consultants or Volunteers Staff Qualifications Recruitment Hiring Process Background Checks Orientation Staff Recruitment & Selection Human Resources Requirements Personnel Policies Standards of Conduct Personnel Recordkeeping Union Contracts

28 Staff Retention What you need to know What you need to do What you need to oversee Organization s compensation philosophy, policy & scale Organization s policies on performance appraisals, employee morale. Develop a training and professional development system to advance attainment of program goals Model effective & supportive supervision Ensure succession planning Staff supervision system Performance Appraisal system Employee engagement Staff compensation

29 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?

30 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!

31 Deep Dive Staff Supervision

32 su per vi sion noun \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.

33 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

34 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)

35 Reflectiona Strategy for Engagement Experience Observe Reflect Respond

36 Do onto others as you would have them do onto others. --Jerre Pawl 36

37 Self-Reflection Supervisory Style Survey

38 Staff Retention: What you need to oversee Staff Supervision system Performance Appraisal system Employee engagement Staff Compensation Regular, planned time Documentation Support for supervisors No surprises Timely appraisals Viewed as supportive It s more than orientation Wage comparability studies COLA s awarded appropriately

39 Deep Dive Employee Engagement

40 Maslow s Hierarchy of Needs Applied to Employee Engagement HIGHLY ENGAGED SELF ACTUALIZATION ENGAGED IMPORTANCE ALMOST ENGAGED BELONGING NOT ENGAGED SECURITY DISENGAGED SURVIVAL Steve Smith O., From Sift Media,

41 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

42 Gallup s 12 Questions to Gauge Employee Engagement

43 Engagement

44 Elements of Human Resource Management Training & Professional Development Compensation Supervision Performance Appraisal Employee Morale Organizational Chart Job Descriptions Supervision Structure Work Teams 3. Staff Retention 4. Organizational Structure for Your Program Staff vs. Consultants or Volunteers Staff Qualifications Recruitment Hiring Process Background Checks Orientation 2. Staff Recruitment & Selection 1. Human Resources Requirements Personnel Policies Standards of Conduct Personnel Recordkeeping Union Contracts

45 Organizational Structure for your program Organizational Structure for Your Program What you need to know What you need to do What you need to oversee Your organizational culture Factors affecting organizational structure 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

46 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

47 Organizational Structure for your program 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

48 Work Style Railroad

49 Organizational Structure for your program 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

50 HS A-Z: HR Management Thank You! ~Lorri & Lee Ann