Key Considerations Recommendations Action

Transcription

1 November 25, 2011

2 IT STARTS WITH YOU These past few months have been very challenging for all of us. Now that our colleagues are returning to work, it is critical that you, as the manager, take the time to think about your own level of readiness and prepare yourself. How are you feeling? How will you manage your own emotions in relation to the current situation? (fatigue, bitterness, aggression, sadness..) It is always best to own our feelings if we intend to arrive at deeper resolution, within and without. Emotions will bubble to the surface, providing signs that we need to pay attention to what might be going on with an individual or with respect to a situation. Giving ourselves empathy is critical in such situations, particularly when we have been working extremely hard, and are trying to find the energy to give a little more to the returning and existing employees, the tasks, etc. Before reacting it s best to gain some perspective without distancing yourself entirely from your emotions. If you feel that you need some additional support at this time, for any reason, OD Professionals and 2

3 IT STARTS WITH YOU (cont d) HR Advisors can provide assistance. Should you experience intense reactions that seem out of character for you, you may wish to seek out the EAP services, in confidence. TO PREPARE FOR THE RETURN Are there considerations regarding your team of M s that need to be addressed? Many people have taken on additional work, have been working long hours and are tired as well. Share information on the strike as you can with your team, and help to prepare them for the reintegration. It s very important to send a clear message of appreciation to all employees who have taken on additional challenges during the strike, for their dedication and hard work. While we will be reintegrating our MUNACA employees back into the workplace, we will also consider the challenges that M s have been facing in the last few months. 3

4 TO PREPARE FOR THE RETURN As you prepare for your employee s return, ensure that: The work space is clean His/her belongings are back in place (family photos, borrowed staplers etc.) Are there considerations regarding the returning employee s physical space? Excess documents are filed or arranged in a manageable fashion Employees can have an immense sense of ownership related to their workspace and appreciate the respect shown by colleagues. In an employee s absence, you may have had to access their s, etc. You may wish to reassure them that boundaries were respected to the maximum in terms of ignoring their personal information, etc. The focus was on getting the job done. 4

5 TO PREPARE FOR THE RETURN What will be done to help us prepare? HR Advisors, Direct Services Representatives and some Leadership Development Program Graduates have been trained to support you, along with experts in Organizational Development (Internal and External). Communications are being provided to both returning employees and managers in the context of a larger communications plan. You will be kept abreast of information provided to your returning employees. Managers can attend info sessions in preparation for the return (to be offered by Organizational Development), and subsequent mini-sessions to tackle some of the most common challenges. Skilled coaching and facilitation is available, as needed. 5

6 DAY 1 and following How should we handle the initial return to work? When should we meet? Ideally, we encourage a phased response: a) Welcome (light, social) b) Management of short term priorities and backlog ( in smaller working groups), and c) Possible changes. However, unusual circumstances may precipitate early conversations about change (e.g. if important change has already been made see discussion of Process Changes below). Making sure to deal appropriately with the welcome back will help to reduce stress and facilitate the work that follows. Plan on meeting with your team on the first day back to set the tone ASAP. Start to build safety, and bring some structure and clarity. 6

7 DAY 1 and following Should we organize any specific event to welcome back staff members? We recommend a simple, social gathering like meeting for coffee and muffins, where team members from all job categories can reconnect in a friendly environment and have an opportunity to reestablish substantive contact. For a whole host of reasons, it is best not to make this too elaborate (e.g. generating more pressure, forcing relationships, sending a contradictory message about workload, etc.) Prepare your messages carefully in What content should we cover in the meeting? advance. Include a welcome message to returning employees and express appreciation for having the team back together. Let them know that they have been missed. 7

8 DAY 1 and following Let employees know, on a high level, what the main focus will be over the next 3 months. Identify how you will work together. How do we want to behave with each other (respect, communication, collaboration, reasonable expectations) - and what that looks like in practical terms; what to do when a conflict arises (see Managing Difficult Situations/Conversations below). Advise people about the concrete, next steps which will likely occur in smaller group meetings to discuss their priorities, the management of the workload, etc. Be as specific as possible about time and place. Your team, as a whole, will need to understand that there are clear and realistic expectations at hand. In subgroups 8

9 DAY 1 and following you will be best able to address the details of day-to-day priorities and individual expectations, solutions for accommodating backlog, etc. Communicate key messages pertaining to protocol. (E.g. Vacation, overtime, personal days, etc.). Inform employees of changes that emerged during their absence (don t announce a change about an individual without a private discussion, prior, with that person). Are individual meetings required? Much depends upon the specific needs of returning employees, and those who may have been working intensely during this period to meet deadlines. 9

10 DAY 1 and following Anticipate that some individual needs and tensions may emerge and require your attention, so try to build in time. It s best not to take a position on these How do I answer questions about pay equity or other strike issues between McGill and the union? issues and not to pursue the conversation. Discourage such discussions as they tend not to lead to resolution and instead perpetuate divides. 10

11 RE-BUILDING MY TEAM and getting back to work How can I help to strengthen trust on my team? Behave in a trustworthy manner, modeling respect for all parties, acknowledging that people have different perspectives, etc. Discourage the airing of frustrations and criticisms of individuals choices during the strike. Debates are not likely to lead to healing. Focus on common ground, shared vision, priorities, needs, etc. Encourage team work through clear communication of your expectations! Avoid being defensive and personalizing issues. It s best to gain distance and perspective in order to better analyze the situation and identify possible causes and solutions. 11

12 RE-BUILDING MY TEAM and getting back to work Be patient with yourself and with others. This transition back to work requires people to readjust and refocus their energy, as they recover from the stresses and emotions related to a strike. On an operational level, it can take between several weeks to several months to return to normal. In terms of work climate, experts say that the adjustment is longer and can vary between 3 to 18 months, depending upon the length of the strike, areas impacted, etc. 12

13 RE-BUILDING MY TEAM and getting back to work How long will the reintegration take? It is critical to acknowledge what is facing your unit and to set some clear priorities and reasonable service level agreements during this transition period. Communicate these priorities with your team and make sure they understand. Walk your talk (e.g. follow your own advice and set appropriate limits). Review and communicate your limits on How do we deal with the immense volume of work and back log? your service to stakeholders and ensure that you are sensitive to those of other units that are also dealing with post-strike realities. Discuss with your team ideas on how you can best support each other during this period (e.g. how do employees feel about managers giving a hand until the pace returns to normal? Do we consider casual support? Do employees do overtime? Other ideas?) 13

14 PROCESS CHANGES During the strike, we learned more about what our employees do in the day-to-day and we have ideas for improvement. When should we handle this? When possible, it s best to wait for the employee s return to work and their full reintegration before tackling process improvement discussions. Reintegration itself is progressive. Let the employee know that you have been How do we manage a conversation around process improvement, once the employee has settled in? trying to manage some of their activities in their absence and have appreciated having a first-hand experience of what they encounter every day (e.g. with clients, with complex or flawed systems ) Indicate that you have a sense of responsibility, as a Manager, to ensure that we invest our energy in processes that make work satisfying and productive, while meeting the needs of our clients/stakeholders. 14

15 PROCESS CHANGES Not having gone through a full cycle, you would like to ask them a few questions about the process as they have done it, (address reasons/needs in this manner) and to explore with them your thoughts about ways of simplifying, integrating, streamlining, etc. Let the employee know that you value their input and their perspective. Invite them to share with you ways in which they have thought about improving the process. 15

16 PROCESS CHANGES What if we went ahead and changed the process during the strike? Then you will want to ensure that you have taken important factors into consideration. Sometimes what seems to be redundancy or waste emerged because of a very real need in a less than perfect situation. You ll want to ensure with your employee that what you have <improved> may not cause new complications. maybe there is still time. You can indicate that you made temporary adjustments to get by during the strike and would like to take this opportunity to examine the implications of these changes on the bigger picture, should they be maintained post-strike. Then, as above, explore key concerns, opportunities, etc. and work together for the best possible solution. 16

17 PROCESS CHANGES so you have already made your decision IF however, you have no intention of returning to the old way of doing things, you will need to inform the employee of the changes ASAP and the reasons that motivated them. Explain the context in which these changes emerged (trends in the University, a desire to simplify processes for the client, quality of service, shortened delays, employee satisfaction, etc.) Seek input from your employee, wherever appropriate, on these changes. Recognize that they may have been waiting for an opportunity to improve a process, and invite them to build (enhance, improve) on what has been done 17

18 PROCESS CHANGES Are there elements we will need to keep in mind with these changes (client service, information flow, equipment, opportunities to build further, ways of measuring success )? Success in terms of improved performance depends upon the quality of the idea and buy-in by those who do the job! What if changes have elucidated the need for restructuring or redeployment? If changes in your processes have revealed the need for important changes in structure or actual redeployment, please contact your HR Advisor and HR Central (PRIOR to the end of the strike if at all possible). Call Josephine Leake, Senior HR Advisor at This is a situation that may require expertise and support both in terms of people management and legal considerations. 18

19 MANAGING DIFFICULT SITUATIONS/CONVERSATIONS How should I respond to divides on the team (between the same or different employee groups)? Such situations require observation and background to diagnose. We encourage you to call upon the Organizational Development team and HR Advisor network to support you in designing and facilitating group interventions. Many of you have, in your areas, individuals who consistently demonstrate strong interpersonal and facilitation skills as well as objectivity, and who would be well equipped to support your unit in terms of conflict resolution, etc. Members of the Leadership Development Program (past and present) can be (have been) coached to provide day-to-day support, when issues emerge. 19

20 MANAGING DIFFICULT SITUATIONS/CONVERSATIONS Building on existing team skills (with expert support as required), units may choose to determine a safe, neutral zone, where individuals who need to resolve difficult challenges can meet with an objective, skilled facilitator to voice feelings constructively and arrive at a resolution. This would provide a safe and constructive outlet for otherwise difficult to resolve relationships. Of vital importance would be considerations such as confidentiality, trust building behaviors, non-judgment, power differentials, readiness of individuals and the team, readiness of the facilitator, etc. Be clear about what might be going on for What if one person seems to be particularly disgruntled and impacting on the team. you (know your own buttons first and be aware of what you want to address with the person and why). 20

21 MANAGING DIFFICULT SITUATIONS/CONVERSATIONS Part of creating safety is setting appropriate limits in a respectful, professional manner. Don t underestimate the impact of someone who is displaying signs of hostility, sarcasm or work-to-rule attitudes on the team. It is best to attempt to manage the situation from the outset, without threats or escalation (discussion of disciplinary measures), but a clear request to focus on priorities and to engage in professional attitudes. Find out if the person is aware of their body language, tone, etc. and if there is something they are having a hard time with. The employee may be very uncomfortable and welcome your interest and active listening. 21

22 MANAGING DIFFICULT SITUATIONS/CONVERSATIONS The employee may need the professional support of an HR Advisor or EAP expert (see EAP below). Sometimes, we are challenged to find the right language or professional frame within which we can address behavior and attitude McGill s 7 behavioral competencies, attached, may help to provide you with a depersonalized way of examining and discussing desirable behavior. What if there is an issue with an employee that predates the strike? It is generally best to deal with the hereand-now issues facing you. You can return to your action plan once some semblance of normalcy resumes. If a situation begins to escalate quickly, however, contact your HR Advisor or HR Central for support. 22

23 MANAGING DIFFICULT SITUATIONS/CONVERSATIONS What if employees are being treated with disrespect by other members of the team? Avoid getting into debates and rapidly reestablish the focus and facts - why you are here and the importance of working for a common goal. You may want to clearly define behaviors that are not professional and simply voice your expectations. You can bring the team together to set (or review) some team norms around how we treat each other. This is best negotiated before problems escalate, and can be revisited in times of need. Professional support can be provided behind the scenes or through team facilitation (OD, HR Advisors). Start by trusting your observations of the How do I deal with verbal aggression, blame or hostility? situation and avoid giving them a specific meaning. Describe what you see physically to the person concerned. 23

24 MANAGING DIFFICULT SITUATIONS/CONVERSATIOINS Share your observations, in as nonthreatening a manner as possible. You may wish to reinforce your intentions, It is important to me that all the members on our team participate with a sense of safety I d like to better understand what is happening for you when you raise your voice and I would like us to discuss it. 24

25 STRESS MANAGEMENT Why the stress? Stress is a normal response when returning from any extended work stoppage. However, demands of returning to work after a labor dispute can be particularly challenging, both physically and mentally. For those who have held the fort during this period, there is often serious fatigue, a sense of being unappreciated, overworked, or even resented by some for having done the work. When employees return, the work does not disappear energy is required to reestablish priorities, manage difficult emotions (and sometimes people). The team can be overwhelmed at the sheer volume of work. 25

26 STRESS MANAGEMENT As the team comes back together, members want to know that they are needed, valued and appreciated, and that there is non-judgment and respect for differences that may have manifested during the strike. Some may fear their own negative reactions or those of others (anger, frustration, resentment ). Sometimes a facilitated discussion of feelings is needed. For some of us, humor can be a great way What are stress-related considerations? of managing and releasing stress. However, at a time when people are feeling a little sensitive or insecure, it may cause an adverse reaction. 26

27 STRESS MANAGEMENT The unknown can be a great stressor so be sure to bring as much clarity as possible to the current reality: defining needs, unit goals (why we are here) and priorities during this transition period (e.g. for a three month period, what is critical and what is on hold), teamwork expectations (the rules of the road for how we relate to each other preferably agreed upon upfront), realistic expectations Managing stress means taking good care of yourself during this transition time: o Be aware of how you are feeling, thinking and acting o Ensure you get proper sleep, eat healthy food and stay physically active o Be a role model for others, and encourage them to follow your lead. 27

28 STRESS MANAGEMENT When is it appropriate to mention our Employee Assistance Plan? It is important to normalize the emotional and psychological themes involved during and after a strike. Do so in your communication with all employees and advise them that the Employee Assistance Program has, in fact, been expanded at this time to provide them with maximum support (always highly confidential, anonymous, etc.). Make sure people know the telephone number ( ) and the scope of the services (e.g. including financial advice, etc.) 28

29 STRESS MANAGEMENT When mentioning the EAP, the message is not YOU have a problem but rather an expression of compassion, recognizing that the employee is dealing with some important issues and may deserve an opportunity to talk with a neutral party who can give them the time they deserve. Signs of increasing stress may involve changes in: Muscle tension Anxiety Disturbed sleep patterns Irritability Fatigue Uncharacteristically low morale Negativity Sense of loss of control over one s life Difficulty with concentration Increased absenteeism Change in personal hygiene 29

30 STRESS MANAGEMENT Sometimes these changes can be interrupted and managed through proper rest, diet, exercise and thought management (setting realistic expectations of self and other.). For any concerns or questions, do not hesitate to contact one of our Organizational Development Internal Advisors. Johanne Houle: Director, OD Jane Reichman Van Toch: Senior Advisor, OD Talent Management François Labrecque: Advisor, OD Talent Management Ernie Kinney: Process Improvement For external support in managing personal matters (psychological, legal, financial, etc.), please contact McGill s Employee Assistance Program (EAP) at Services are entirely confidential. 30