Managing Employee Performance On Site and Remotely. Janelle Burgener, Senior District Manager Child Support Services of Wyoming
|
|
- Cordelia Barber
- 6 years ago
- Views:
Transcription
1 Managing Employee Performance On Site and Remotely Janelle Burgener, Senior District Manager Child Support Services of Wyoming
2 Purpose Understand how to effectively monitor and evaluate your office performance and that of your employees, both on site and remotely, including recognizing good performance and addressing deficiencies.
3 Topics Develop performance plans for your office and staff Implementing performance plans Analyze performance plans Prepare for changes in organizational roles and subsequent communication
4 Developing Performance Plans for Office and Staff Know your customers - State - Family Services - Clerks of Court - Judges - Custodial parents - Noncustodial parents - Community partners
5 Know your program requirements - Federal regulations and performance standards - State plan - State statutes - Contract - Past performance (district, office, staff)
6 Know your staff - Supervisors - Line staff - Strengths and weaknesses - Training
7 Implementing Performance Plans Align your plans so that everyone is working toward the same end result Build your personal credibility with your staff - Treat others with honesty and respect - Admit mistakes - Seek feedback - Model behaviors you expect others to practice
8 Establish clear work expectations for the present and future - Set individual staff goals - Ensure staff know what the end goals are for the office, the state, the contract, etc. - Address their needs - Support them
9 Analyzing Performance Plans Monitor, evaluate, communicate and discuss - Review your plans constantly - Analyze state reports - Address barriers - Be prepared for ever changing regulations, statutes, and policies - Share
10 On Site Analysis & Communication Scheduled staff meetings Scheduled performance evaluations One-on-one training
11 Remote Analysis and Communication Staff meetings telephonically Web based meetings Telephone availability Organized / Planned office visits
12 Prepare for Changes in Roles and Communication What s working What s not What changes should be made Where should changes be made When should changes be made
13 Organizational Management Roles Communication Expectations and Role Reinforcement Tamara Thomas, Interim Director Department of Child Support Services, Stanislaus County
14 Changes are Everywhere There are many shifts occurring at Federal and State levels which have been impacting Child Support level work for some time. These shifts have created a demand for significant change in the typical business practices. Child Support Agencies need to respond proactively to these imminent changes.
15 Why have Role Reinforcement Three elements that come under scrutiny during any type of change process Funding Goal Effectiveness If department roles are not well-defined during change, you risk success in these three areas. Departmental Performance
16 What does change really mean for Child Support Management? more cost effective higher performing
17 What Stanislaus Learned Three Themes Related to Departmental Performance: Improving General Management Skills Improvement in Soft People Skills for Managers and Supervisors. Managers are to be Significantly more Active in Departmental Performance
18 Managers Are to Be Significantly More Active and Aware in this Process Improving soft people skills (ours and theirs) Improving our general management skills positively effecting departmental performance
19 Discussion Points Role Definitions/Expectations Comparisons of Roles Communication Between Roles Critical Thinking
20 Validate the Manager Experience The experience of being a manager is often the most trying one of a persons career. Rarely is there adequate training. Typically promoted because of their technical expertise not because of their managerial expertise. Managers suddenly have a wide range of policies and other regulations to apply to their subordinates.
21 Why Key on the Role Definitions? Need a Framework that Can be Shared Out Correct Deficits in Performance Clear any Ambiguity Set Appropriate Expectations Want Accountability for the any Change
22 Top Manager-Executive Staff What Do They Do? Communication and Conflict Resolution Assignments Project Management Expectations Learning Objectives and Evaluation
23 Manager III-Executive Staff What Does It Look Like? Manager III Performance Areas 20% 20% Expectations Learning Objectives Communication 20% 15% Assignments 25% Project Management
24 Manager II-Management Staff What Do They Do? Project Management Assignments Communication and Mediation Learning Objectives and Evaluation Operational
25 Manager II-Management Staff What Does It Look Like? Manager II Performance Areas 35% 15% 10% Operational Learning Objectives Communication 20% 20% Assignments Project Management
26 Mid Level Supervisors What Do They Do? Operational Communication Personnel/Staff Development Assignments, Process Improvement Learning Objectives
27 Mid Level Supervisors What Does It Look Like? Mid Level Supervisor Performance Areas 10% 5% 15% 15% 55% Operational Personnel & Staff Development Communication Assignments, Process Improvements Learning Objectives
28 Role Categories Defined See handout Stanislaus County Department of Child Support Services Management and Mid-Level Management Role Definitions
29 Critical Thinking Skills Problem Analysis Judgment Decisiveness Take the Next Logical Step
30 Problem Analysis Do I truly understand? What don t I know? Is there more than what I m seeing? Does it make sense? Why is it different? Seek reasons for outcomes. What are the cause and effects of what I m reporting, or seeing? Does the information need to be shared?
31 Communication Between Roles Acting at all times in the best interest of the organization Concentrate on values, not feelings Maintaining honesty Identifying solutions, not just problems Have a plan to transform your professional relationships into decided upon agreements Its NOT personal!!
32 Communication Goals Use Critical Thinking Skills when you communicate Solve the communication problem Strengthen the work relationship
33 How? Make Time to Discuss Deal with a situation when you first become aware of a problem or concern Communicate your need to meet and discuss Suggest a time and place Know what you want to say Use a courteous tone Assess the situation and be prepared to communicate the issue in 30 seconds or less
34 How? What does it look like? There is something I would like to discuss. Can we talk for few minutes in private? Do you have few minutes right now?
35 How? Explore Differences Assume positive intent Be open to other view points and don t assume you know it all. Ask to hear the other side. Explain the situation, need or concern from your perspective Invite the other person s perspective Acknowledge the similarities and differences that exist
36 How? What does it look like? This is important because What is your perspective? The way I look at it is This affects the work in the following ways What other solutions would you recommend?
37 How? Encourage Respect Encourage respect even when you don t agree or understand why a person acted the way he/she did. Demonstrate consideration for the other person. Use respectful communication styles. Stay in the present and focus on the future versus rehashing the past. Share similar stories.
38 How? What does it look like? I see your side. I really appreciate the way you I respect your time, I know that you are busy too I m trying to avoid repeating Have you ever
39 How? Take Responsibility Take responsibility to take action Model the behavior you want to see State what you need and your willingness to help the other person with what he/she needs Reach agreement End on a positive note Follow up
40 How? What does it look like? How about we agree to Let s try this I m glad we talked Can we schedule regular status meetings? What can I do to make it easier on you in the future? My intent is to improve our organization and I need your input to make sure I m on the right path
41 The Need for Reinforcement Executive Assessment and Observation Changing Resources New Assignments Incidents of Underperformance Budgetary Changes resulted in a lack of opportunities for development Retirements Created Deficits in Skill Territorial Walls
42 Successful Manager Traits Time Management Breaking Silo Thinking Grounding Delegation Communication Directives Responding to Problems Power of Proposals To-do list Recognizing Accomplishments Touch Points Leave & Re-focus
43 Closing Contact Information: Janelle Burgener Tamara Thomas
1.a Change Concept: Let the mission drive your actions.
Change Concepts 1.a Let the mission drive your actions. 1.b Be the leader you would want to follow. 1.c Plant now harvest later: Nurture professional growth and foster innovation in others. 1.d Focus on
More information2019 Webinar Catalog
2019 Webinar Catalog Table of Contents 2019 Webinar Series NEW! Deer Oaks 2019 Supervisor Excellence Webinar Series: Employee Engagement NEW! Deer Oaks 2019 Leadership Certificate Program NEW! Deer Oaks
More informationA New Leader With Transferable Skills? Or More of the Same? A Case Study Robert A. Sellery, Jr.
The Situation This nonprofit organization operates educational and music programs. Its budget is about $50 million. There is a staff of about 100, working for four departments: facilities, finance, human
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationLeadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE
Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an
More informationAlignment: An Essential Framework for Improvement Interventions What Is Alignment and How Do You Use It?
Alignment: An Essential Framework for Improvement Interventions What Is Alignment and How Do You Use It? What is it? Alignment is a framework of roles and responsibilities that clarifies high-leverage
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationClick here to advance to the next slide.
Click here to advance to the next slide. Chapter 7 Business Management Section 7.1 Management Functions Read to Learn Describe the overall purpose of management. Discuss the four functions of management.
More informationBehavioral Event Interviewing
Behavioral Event Interviewing What is it? Behavioral Event Interviewing (BEI) is a technique that asks the candidate to describe a situation or an experience they had in a previous job. Responses may not
More informationDetermining Your Performance Evaluation Mindset
Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.
More informationHolding Accountability Conversations
Holding Accountability Conversations 5 Scripts And Guides To Help You Through The Process PRACTICAL TOOLS Holding Accountability Conversations / / / / / / / / / / / / / / / / / / / / / / / / / / / / /
More informationEBOOK 7 WAYS POOR LEADERS ARE COSTING YOUR COMPANY MONEY
EBOOK 7 WAYS POOR LEADERS ARE COSTING YOUR COMPANY MONEY Poor managerial behaviors negatively impact engagement, alignment, productivity, and retention. Research conducted by The Ken Blanchard Companies,
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationTeam Toyota Competencies and Behaviors by Job Level
Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights
More informationCOACHING USING THE DISC REPORT
COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees
More informationFundamentals Of Effective Supervision. Situational Leadership
Fundamentals Of Effective Supervision Situational Leadership Situational Leadership If you want to be a successful supervisor, you need to become expert at achieving through others by means of means directing,
More informationEMPLOYEE PERFORMANCE EVALUATION
EMPLOYEE PERFORMANCE EVALUATION EMPLOYEE INFORMATION NAME: SUPERVISOR: PARISH, SCHOOL OR AGENCY: JOB TITLE: PERIOD OF REVIEW: REVIEW DATE: Have any functions of the position changed since the last review?
More informationTeam Conversation Starters
Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during
More informationUAB Performance Management 07/03/2018. Title Page 1
UAB Performance Management 07/03/2018 Title Page 1 Performance Management at UAB 3 What is Performance Management? 3 Performance Management and Employee Engagement 4 UAB Success Model 5 Performance Management
More informationSupervisor s Guide: Performance Evaluations
Supervisor s Guide: Performance Evaluations Table of Contents Introduction... - 2 - Benefits of Productive Performance Meetings... - 3 - Performance Goals Help Employees... - 3 - Performance Goals Help
More informationCareer Compass Navigating Your Own Path to Success
Career Compass Navigating Your Own Path to Success your great day at work uuquestion 1: Your Engagement. Select the spot where you believe you are on the X above. Is this where you typically are? If not,
More informationLeadership & Success. Program Overview 2014 VERSION
Leadership & Success Program Overview 2014 VERSION Supervisory Development Institute THE SUPERVISORY DEVELOPMENT INSTITUTE PROGRAM OUTLINE Course I: Developing People Skills Personal Leadership (PDP ProScan)
More informationPOWERPOINT HANDOUT. Supervisor Core - Module 4 Ohio Child Welfare Training Program
Supervisor Core - Module 4 Ohio Child Welfare Training Program 1 Participants can miss no more than 15 minutes during the entire workshop, not per day. If you miss more than 15 minutes, you will be unable
More informationEMPLOYEE INTRODUCTORY PERIOD PERFORMANCE EVALUATION
EMPLOYEE INTRODUCTORY PERIOD PERFORMANCE EVALUATION EMPLOYEE INFORMATION NAME: SUPERVISOR: PARISH, SCHOOL OR AGENCY: JOB TITLE: PERIOD OF REVIEW: REVIEW DATE: Meets Expectations: Needs Improvement: Unsatisfactory:
More informationJESSAMINE COUNTY HEALTH DEPARTMENT. Quality Improvement. April 3, 2014
JESSAMINE COUNTY HEALTH DEPARTMENT Quality Improvement April 3, 2014 Jessamine County Team Reports CLERICAL TEAM ENVIRONMENTAL TEAM CLINICAL TEAM COMMUNITY TEAM EXERCISE WITH KAREN Definition Group Two
More informationTEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010
TRUST INSIDE assessments TEAM ALIGNMENT report for Team Name January 30, 2010 www.integroleadership.com support@integroleadership.com Copyright Integro Learning Company Pty Ltd, Australia Copyright Integro
More informationPerformance Skills Leader. Individual Feedback Report
Performance Skills Leader Individual Feedback Report Jon Sample Date Printed: /6/ Introduction REPORT OVERVIEW Recently, you completed the PS Leader assessment. You may recall that you were asked to provide
More informationORGANIZATIONAL ACCOUNTABILITIES. Sample Phrases for Appraiser Coach-ability Receptive to feedback Willingness to learn
PERFORMANCE APPRAISAL TOOLKIT FOR MANAGERS PERFORMANCE APPRAISAL DO S AND DON TS Do: Prepare in advance Be specific about reasons for ratings Consider your role in this Decide on specific steps to be taken
More informationYorkshire Ambulance Service East Midlands Ambulance Service NHS Trust. Mentoring Workshop. Background Information
Yorkshire Ambulance Service East Midlands Ambulance Service NHS Trust Mentoring Workshop Background Information June 2007 1 Yorkshire Ambulance Service East Midlands Ambulance Service NHS Trust Mentoring
More informationSMPS Chicago Mentoring Program
VP / Elect SMPS Chicago Mentoring Program I. A Statement of Purpose Mentors offer protection, exposure, and visibility. Most important, they can be your champion when things go wrong. True mentors make
More informationHUD-US DEPT OF HOUSING & URBAN DEVELOPMENT: Understanding Internal Controls. Ladies and gentlemen, thank you for standing by and welcome to the
Final Transcript HUD-US DEPT OF HOUSING & URBAN DEVELOPMENT: Understanding Internal Controls SPEAKERS Petergay Bryan PRESENTATION Moderator Ladies and gentlemen, thank you for standing by and welcome to
More informationAudience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.
YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate
More informationBeing #1 at #2. Billy C. Roessler, Ph.D. Director of Records and Reports, Tarrant County College District Fort Worth, Texas
Being #1 at #2 Billy C. Roessler, Ph.D. Director of Records and Reports, Tarrant County College District Fort Worth, Texas AACRAO Annual Conference March 27, 2008 What We ll Cover Today Billy s Path Admissions/Registrars
More informationTHE FIVE DYSFUNCTIONS OF A TEAM
Members of truly cohesive teams: 1. Trust one another. 2. Engage in unfiltered conflict around ideas. 3. Commit to decisions and plans of action. 4. Hold one another accountable for delivering against
More informationNegotiation UQP1331 BASIC COMMUNICATION
Negotiation UQP1331 BASIC COMMUNICATION What is negotiation? Negotiation. The process of making joint decisions when the parties involved have different preferences. Workplace disagreements arise over
More informationCoaching and Mentoring
Coaching and Mentoring TABLE OF CONTENTS Introduction 2 Setting Goals 4 Checking Reality 5 Exploring Options 6 Wrapping it Up 7 The Art of Mentoring 8 2000-2016 Coaching and Mentoring Printable Guide 2
More informationPerformance Appraisal System
Performance Appraisal System 2017 University of New England Performance Appraisal System Purpose and Philosophy The purpose of the Performance Appraisal System at UNE is to ensure that managers and employees
More information11/11/ CUPA HR Eastern Region Conference 1. Shifting Performance Gears. Welcome and Agenda. Guiding Principles.
Welcome and Agenda Shifting Performance Gears Welcome Shifting Gears of Performance Reviews at Bates Guiding Principles Performance Development at Bates Q&A Shifting Gears First - Individual departments
More informationThe best Paralegal interview questions you ve not been asking
The best Paralegal interview questions you ve not been asking Have you been going through interview after interview but no one is standing out? Or are you still struggling to make a final decision between
More information2013 JACQUELINE MIDDLETON
SERVANT LEADERSHIP LEADERSHIP- is the inspirational and motivational synergy to direct, guide, and influence others to achieve group or organizational goals. STRATEGIC LEADERSHIP- ability to organizational.
More informationBUSINESS PLAN Preparing for the Future
Delivering great services locally BUSINESS PLAN 2018-19 Preparing for the Future DRAFT: 21 February 2018 1 FOREWORD It is a great pleasure and privilege to present Publica s first Business Plan in which
More informationPresented by Anthony Metten. Preparing High-Potential Employees for Leadership
Presented by Anthony Metten Preparing High-Potential Employees for Leadership Future Leaders Succession Management Combining succession planning and leadership development into a process to help you find
More informationAcademic MSO Competencies Behavioral Interviewing Guide. UC Davis Staff Development & Professional Services
Academic MSO Competencies Behavioral Interviewing Guide UC Davis Staff Development & Professional Services Revised January 2008 Academic MSO Competencies Behavioral Interviewing Guide Context This academic
More informationCHAPTER. Learning About Yourself
CHAPTER 7 Learning About Yourself Chapter Objectives After studying this chapter, you will be able to determine how personality, self-concept, interests, attitudes, aptitudes, abilities, and personal priorities
More informationTerri Iverson LDS Travel Services Managing Conflict in the Work Place
Terri Iverson LDS Travel Services 801-240-5125 iversont@ldschurch.org Managing Conflict in the Work Place 1 Managing Conflict in the Work Place It was said by Abraham Lincoln When the conduct of men is
More informationA. OVERVIEW OF THE COMPETENCIES BY CLUSTER
A. OVERVIEW OF THE COMPETENCIES BY CLUSTER Marketing Representative Competency Model I. Communication and Influence II. Task Management III. Self Management 1. Interpersonal Awareness: The ability to notice,
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationOrganizational Change Management for Data-Focused Initiatives
Organizational Change Management for Data-Focused Initiatives Your Executive Sponsor and Change Management Team Matter by First San Francisco Partners 2 Getting people successfully through a new enterprise
More informationLaying the Groundwork for Successful Coaching Efforts
B e t h e t e a m o f c h o i c e f o r e d u c a t i o n, d i s c o v e r y a n d h e a l t h c a r e. Laying the Groundwork for Successful Coaching Efforts Your Guide for Developing Effective Coaching
More informationCreate Developmental Managers, Their Role and the Organizational Chart Step 5
Developing People Faster Takes a Different Approach Part 2 By Bill Reeb, CPA, CITP, CGMA In our first article on this topic, we introduced the upside down pyramid with the common results of having under-worked
More informationEmpowerment The best way to become a World Class Organization By Diane Prange
Empowerment The best way to become a World Class Organization By Diane Prange Empowerment is often citied as a critical component of any successful customer satisfaction/delight, process and/or quality
More informationEmployee Engagement Now More Than Ever!
Employee Engagement Now More Than Ever! Understanding, Measuring, and Improving Engagement in Your Organization Leading, and Managing Today s Workforce SIHRMA Skagit-Island Human Resource Management Association
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationOMNI s Learning Development & Practice
OMNI s Learning Development & Practice Professional Development Series Successful organizations recognize the need to continue investing in their people. OMNI s curriculum delivers practical insights,
More informationCoaching Fundamentals
Coaching Fundamentals Introduction and Background 1. Coaching as a business model began appearing: a. In the early 1990 s b. In the late 2000 s c. In the early 2000 s d. In the late 1980 s Answer is In
More informationPerformance Evaluation Workshop. Human Resources December 2018
Performance Evaluation Workshop Human Resources December 2018 Agenda Overview New Performance Ratings New Performance Factors The New Form Preparing for the Evaluation Meeting Tools and Resources Overview
More informationHelp! My Business isn t growing! 2017 SUGM User s Group Meeting
Help! My Business isn t growing! 2017 SUGM User s Group Meeting Survey Question Survey Question How many of you feel your company should be growing at a faster rate than it is? Survey Question Why do you
More informationSystems Thinking Navigating Through Complexity. How to Implement Internal Mediation Services. May 13, Karen Delaronde
Systems Thinking Navigating Through Complexity How to Implement Internal Mediation Services May 13, 2008 Karen Delaronde Introduction: I work in Staff Development and Organizational Change with Regional
More informationA LEADERSHIP TOOLKIT
A LEADERSHIP TOOLKIT ENHANCING LEADERSHIP CAPABILITY Questions to consider What values should guide my actions? How do I best set an example for others? How do I articulate a vision of the future? How
More informationBlueprints 4. Steps to Developing Competencies. The Iceberg Model. Skill Knowledge. Visible. Self-Concept Trait Motive. Hidden
4 Steps to Developing Competencies Adapted From Workitect s Competency Development Guide WHAT ARE COMPETENCIES? Competencies are the skills and personal characteristics that contribute to superior performance.
More informationKnow Your Role: How to Succeed in Your Position in the Process Automation Organization
Know Your Role: How to Succeed in Your Position in the Process Automation Organization Introduction...3 Management Takes the Lead...4 Subordinates Lead Their Own Careers...5 Meeting in the Middle...6 Conclusion...6
More informationConcept of Operations. Disaster Cycle Services Program Essentials DCS WC OPS PE
Concept of Operations Disaster Cycle Services Program Essentials DCS WC OPS PE October 2014 Change Log Date Page(s) Section Change Owner: Disaster Cycle Services 2 Change Log... 2 Introduction... 4 Purpose...
More informationEvaluation and Revision: A Performance Evaluation SW 843. University of Kansas. May 4, 2006
Performance Evaluation Analysis 1 Running Head: PERFORMANCE EVALUATION Evaluation and Revision: A Performance Evaluation SW 843 University of Kansas May 4, 2006 Introduction Performance Evaluation Analysis
More informationPicture a governing board meeting at a hectic time
How Are We Doing? Evaluating the Performance of The Chief Administrator Margaret S. Carlson Picture a governing board meeting at a hectic time of year. Perhaps it is budget season and difficult funding
More informationCore Value Behavioral Chart County Clerk s Office
12/15/15 Core Value al Chart County Clerk s Office County Clerk s Department Value: INTEGRITY We show honesty, openness, and demonstrate mutual respect and trust in others by: Being honest If I make an
More information2015 HRPA Conference 5 Stages of Organizational Life: from unconsciousness to authenticity
5 s of al Life: from unconsciousness to authenticity Leadership systems that create powerful companies Five s of al Life From Unconsciousness to Authenticity HRPA January 2, 2015 Presented by: Heather
More informationTALENT REVIEW INSTRUCTIONS
OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her
More informationSVP/Chief Information Officer Executive President and CEO Exempt
JOB TITLE: DEPARTMENT: REPORTS TO: FLSA STATUS: SALARY GRADE: SVP/Chief Information Officer Executive President and CEO Exempt SUMMARY: The Senior Vice President/Chief Information Officer is responsible
More informationIML 360 O Feedback Survey
IML 360 O Feedback Survey MANAGE AND LEAD OTHERS PREPARED FOR Steven Smith Smith Enterprises 1 August 2017 Page 0 Institute of Managers and Leaders (Group) Limited ACN: 163 376 921 Reproduction of this
More informationINSPIRING TEAM GREATNESS!
W O R K F O R C E F O C U S Let s Achieve Your Excellence! INSPIRING TEAM GREATNESS! DAWN GARCIA, MS, RN, CMQ-OE 4227 Oak Knoll Drive Eau Claire, WI telephone:715.828.7390 fax: 800-352-4200 www.pursuit-excellence.com
More informationWorking in a Customer Service Culture
Working in a Customer Service Culture Customer Service Skills Student Workbook Introduction: Welcome to customer service skills training. Every job or position has some degree of customer interaction.
More informationIndicator Unsatisfactory Needs Improvement Effective Highly Effective
LEADERSHIP IN ASSIGNED AREA OF RESPONSIBILITY High Performing Leaders promote a positive work culture, demonstrate knowledge and apply best practices in assigned areas of responsibility, and inspire confidence,
More informationSupervisors: Skills for Success
HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning
More information6 Managing performance
SECTION 6 Managing performance It can be a rewarding experience to lead a team when each individual is contributing to the success of the whole team. However, difficult challenges facing a line manager
More informationCrucial Conversations
Crucial Conversations 2017 Employee Engagement & Development Department of Human Resources Crucial Conversations Best Practice Strategies for Resolving Issues in the Workplace January 26, 2017 Agenda Welcome
More informationGeneral Information. 1. What department do you work for? 2. How long have you worked for the City? 3. Supervision: Do you supervise other employee(s)?
General Information 1. What department do you work for? Administrative Services City Attorney Community and Economic Development Community Services Court Executive Human Resources & Risk Management Police
More informationManagement 5 Case Study: General Semiconductor Zack Pelz
Management 5 Case Study: General Semiconductor Zack Pelz 67631612 1) In your opinion, what actions taken by Ostertag stood most chance of changing General Semiconductor's culture? Ostertag did these things-
More informationPerformance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
More informationCommunication Rules for A Respectful Workplace
Published on Sports Management Resources Communication Rules for A Respectful Workplace Note: The following material is excerpted from a pre-publication manuscript: Lopiano, D.A. and Zotos, C. (Publication
More informationCalifornia State University San Marcos. MPP Performance Planning and Review Program Handbook
California State University San Marcos MPP Performance Planning and Review Program Handbook Updated May, 2008 Table of Contents Section I Introduction...................................... Page 2 Section
More informationDIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review
DIXIE STATE UNIVERSITY 2017 Staff Employee Annual Review Annual evaluation period is the calendar year (January December). Supervisors must evaluate all full-time staff employees who have been in their
More informationThe Tactical Guide to Placing Great Candidates. 5 steps to streamline your recruitment efforts and find the best candidates, fast.
The Tactical Guide to Placing Great Candidates 5 steps to streamline your recruitment efforts and find the best candidates, fast. Introduction When you have a pile of open reqs that need to be filled yesterday,
More informationPERFORMANCE EVALUATIONS TOOLKIT REVIEW
PERFORMANCE EVALUATIONS TOOLKIT REVIEW CORE COMPETENCY DESCRIPTIONS Classified Employees Customer Service Evaluate ability to communicate with public in helpful and informative manner. Dependability Evaluate
More informationWelcome! Catalog Terminology:
2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the
More informationMentoring. Program Guide
Mentoring Program Guide Mentoring Guide Developed by the Nova Scotia Public Service Commission This guide for mentoring has been designed to support the leadership and career planning and development of
More informationGSBA Governance Team Self-Assessment
GSBA Governance Team Self-Assessment Georgia School Boards Association The governance team self-assessment, which is based upon the Georgia State Board of Education Standards for Effective Governance,
More informationHRAC UPDATES CLICK TO EDIT MASTER TITLE STYLE. Department of Human Resources. January 7, 2019
HRAC UPDATES Department of Human Resources January 7, 2019 Overview of Updates Office of Research and Strategic Improvements (ORSI) Society for Human Resource Management (SHRM) Gallup Information Strategies
More informationPerformance Review Pre-work Materials for Employee
Performance Review Pre-work Materials for Employee Performance & Progress Conversation Pre-work for Employee What are Performance Reviews? Performance Reviews are structured discussions between employees
More informationLeadership Development Survey
Leadership Development Survey LTP Name: V. Example Date: August 17, 2016 LTP BV 2016. All Rights Reserved. Your responses will be processed with utmost care to produce a fair and correct assessment of
More informationCollege of Advocacy Pre-Training Assessment Legal Assistant
College of Advocacy Pre-Training Assessment Legal Assistant Listed below are statements about the knowledge and skills essential to your advocacy and leadership roles. Circle a number from 1-4 that most
More informationManagers and Supervisors Performance Appraisal
Employee Information Managers and Supervisors Performance Appraisal Employee Name: Job Title: Current Appt Date: Department: Supervisor Name: Employee ID: Employment Status: Original Hire Date: Division:
More informationNO , Chapter 1 TALLAHASSEE, February 13, Human Resources
CFOP 60-35, Chapter 1 STATE OF FLORIDA DEPARTMENT OF CF OPERATING PROCEDURE CHILDREN AND FAMILIES NO. 60-35, Chapter 1 TALLAHASSEE, February 13, 2018 Human Resources PERFORMANCE EVALUATION PROGRAM FOR
More informationSTRATEGIES FOR SUPERVISORY SUCCESS
STRATEGIES FOR SUPERVISORY SUCCESS PARTICIPANT S MANUAL Comprehensive Public Training Program (CPTP) State of Louisiana Comprehensive Public Training Program 3 STRATEGIES FOR SUPERVISORY SUCCESS Comprehensive
More informationEmployee Probationary Performance Review
Employee Probationary Performance Review Department: Supervisor: Period of Evaluation From: To: Part I Instructions The Employee Probationary Performance Review is designed for the employee to rate the
More information2016 Course Catalog. Evolve e-learning Solutions (866) Authorized Reseller
2016 Course Catalog Evolve e-learning Solutions (866) 571-4859 Authorized Reseller Welcome! Welcome to the. With over 350 bite sized, chunked learning courses, Vado provides any organization or learner
More informationGBAS Workshop: Making Performance Appraisals Work for my Unit
GBAS Workshop: Making Performance Appraisals Work for my Unit Presenter: Aigi Adesogan Associate University Registrar Process o The department begins having conversations mid- to end of January. Staff
More informationShift Manager Individual Performance Plan (IPP) - US Restaurant Scorec Information about Me (EMPLOYEE COMPLETES)
Restaurant Scorec Information about Me (EMPLOYEE COMPLETES) Name: Restaurant Number: Date of mid-year review: Region/Market: Your Boss: Date of year-end review:. My Business Targets, Performance Objectives
More informationCOACHING FOR SUCCESS. Leadership Through Fully Engaged Employees Chapter 6
COACHING FOR SUCCESS Leadership Through Fully Engaged Employees Chapter 6 Table of Contents IDENTIFY THE CAUSE OF THE PROBLEM... 2 TWO DIFFERENT APPROACHES TO COACHING ACHIEVE DIFFERENT RESULTS... 3 COACHING
More informationStrengths-Based Management for Improved Productivity
Strengths-Based Management for Improved Productivity Wayne Ottum President, Ottum Enterprises, LLC APWA Spring 2016 Author of the Lead from Strength Method of Business Management 2 A little background
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More information