Week 11: Personnel Week 11: Personnel management and management and

supervisionsupervision

UTA SSW, UTA SSW, Generalist Macro PracticeGeneralist Macro PracticeProfessor Dick SchoechProfessor Dick Schoech

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Review Previous ClassesReview Previous Classes Generalist macro practice, history, change Generalist macro practice, history, change

process, roles, levels of interventionprocess, roles, levels of intervention Theories, values, perspectivesTheories, values, perspectives The community as clientThe community as client Conditions as problems/opportunitiesConditions as problems/opportunities Assessing social conditions/communitiesAssessing social conditions/communities Intervening in social conditionsIntervening in social conditions Organization as client & Administration Organization as client & Administration

overviewoverview Assessing organizationsAssessing organizations Personnel ManagementPersonnel Management LeadingLeading Societal & political practiceSocietal & political practice

Management Contingency Approach Management Contingency Approach (text 118)(text 118)

Purpose/goals

Politicalforces andinstitutions

Socioculturalforces andInstitutions

Technologicalforces andInstitutions

Economicforces andInstitutions

Tasks People/manager

Structure

Technology

Inputs of resources,policy, theories,values, etc.

Outputs of servicesprovided, behaviorschanged, goals met,rules/ethicsfollowed, etc.

Environment

Key Contingencies Involved Key Contingencies Involved in Personnel management in Personnel management

People People Involves how jobs are structured, e.g., skill level, Involves how jobs are structured, e.g., skill level,

professionalism required, responsibilities, etc.professionalism required, responsibilities, etc. TasksTasks

What tasks are assigned to various types of peopleWhat tasks are assigned to various types of people

TechnologyTechnology How much technology will be used to support peopleHow much technology will be used to support people

CommentComment Managers have more control over people than Managers have more control over people than

structure & goals, but less control than over structure & goals, but less control than over technologytechnology

Key Personnel FunctionsKey Personnel Functions

1.1. Structure work Structure work (job analysis, design system)(job analysis, design system)

2.2. Insure objectives accomplishedInsure objectives accomplished

3.3. Analyze jobs, recruit, screen, select, train & Analyze jobs, recruit, screen, select, train & supervise staffsupervise staff

4.4. MotivateMotivate

5.5. Guide and mentorGuide and mentor

6.6. Employee relationsEmployee relations

7.7. Appraise, provide feedback, discipline, Appraise, provide feedback, discipline, terminateterminate

8.8. Prevent burnout--career ladders vs. dead end Prevent burnout--career ladders vs. dead end jobsjobs

9.9. Abide by legal requirementsAbide by legal requirements (EO/AA) (EO/AA) §§

1 & 2. Structure work & Insuring 1 & 2. Structure work & Insuring outcomesoutcomes

Maintaining moraleMaintaining morale Maintaining quality work environmentMaintaining quality work environment Ease staff/management interactionsEase staff/management interactions Open communicationsOpen communications Career planning and career laddersCareer planning and career ladders Manage by objectivesManage by objectives Manage by exception Manage by exception §§

Personnel function #3: Job Personnel function #3: Job analysisanalysis

Task analysis looks at each task done Task analysis looks at each task done to help you mold like tasks into a job to help you mold like tasks into a job descriptiondescription

Job descriptions Job descriptions DutiesDuties Qualifications (must be related to duties)Qualifications (must be related to duties) BenefitsBenefits

Personnel function #3: Personnel function #3: RecruitRecruit

Important area often overlookedImportant area often overlooked Recruit to get diversity & good Recruit to get diversity & good

choiceschoices Advertise in multiple communities Advertise in multiple communities

representative of your client populationrepresentative of your client population Listservs, monster.com, etc.Listservs, monster.com, etc.

Use your networking skillsUse your networking skills

Personnel function #3: Personnel function #3: ScreenScreen

Initial screening Initial screening Interviewing: Questions mustInterviewing: Questions must

Be job relatedBe job related Be consistently asked to allBe consistently asked to all Best=role play job situation with Best=role play job situation with

employeesemployees Reference checksReference checks

What they say and don’t say – reading What they say and don’t say – reading between the linesbetween the lines

Personnel function #3: Personnel function #3: SelectSelect

Determine potential employee needsDetermine potential employee needs In human services, often focus on the In human services, often focus on the

total benefit “package”, not salarytotal benefit “package”, not salary Meet relevant committees of agencyMeet relevant committees of agency Negotiate and write contract letterNegotiate and write contract letter

Personnel function #3: Personnel function #3: TrainTrain

Orient and train as soon as possibleOrient and train as soon as possible Train on vision, agency culture, Train on vision, agency culture,

procedures, etc.procedures, etc. Key to worker satisfaction and Key to worker satisfaction and

retentionretention Mentor using existing employeesMentor using existing employees

Personnel function #3: Personnel function #3: SuperviseSupervise

MotivateMotivate Prevent burnout Prevent burnout Guide, mentorGuide, mentor Provide feedback (30, 60, 90 days)Provide feedback (30, 60, 90 days) Appraise performanceAppraise performance

Function #4: MotivateFunction #4: Motivate Task analysis to see if jobs are rewarding and to Task analysis to see if jobs are rewarding and to

determine the person/task fitdetermine the person/task fit Incentives systems Incentives systems

HertzbergHertzberg Satisficers Satisficers (pay, policy fairness, good (pay, policy fairness, good supervision, social relationships, working conditions, office, supervision, social relationships, working conditions, office, benefits, hours)benefits, hours)

MotivatorsMotivators (sense of accomplishment, advancement, ability (sense of accomplishment, advancement, ability to gain increased responsibility, recognition, potential to to gain increased responsibility, recognition, potential to grow and develop)grow and develop)

McClelland:McClelland: Workers motivated by (1) need for Workers motivated by (1) need for achievement, (2) power (3) affiliationachievement, (2) power (3) affiliation

MBO: make people responsible for outcome--do not MBO: make people responsible for outcome--do not micromanage process)micromanage process)

TQM: Design systems that help do the jobTQM: Design systems that help do the job

Function #5: Guide & Function #5: Guide & mentormentor

Daily then weekly meetingsDaily then weekly meetings Manage the results, not the processManage the results, not the process Attend to the personAttend to the person Use team projects and debriefingsUse team projects and debriefings

Function #6: Employee Function #6: Employee relationsrelations

First 15 minutes are the most important. First 15 minutes are the most important. Make person feel at home, wanted, & part of Make person feel at home, wanted, & part of agencyagency

Maintaining moraleMaintaining morale Maintaining quality work environmentMaintaining quality work environment Ease staff/management interactionsEase staff/management interactions Open communicationsOpen communications Career planning and career laddersCareer planning and career ladders Manage by exceptionManage by exception

Function 7: Appraise Function 7: Appraise performanceperformance

Schedule periodic meetingsSchedule periodic meetings Have agreed upon system & criteriaHave agreed upon system & criteria Have employee self evaluateHave employee self evaluate Address results/behaviors vs. Address results/behaviors vs.

process/personalities (3:1 praise to criticism)process/personalities (3:1 praise to criticism) Avoid ranking of employees/ system Avoid ranking of employees/ system

responsible for 80-90% of performance (TQM)responsible for 80-90% of performance (TQM) Get employees’ signed written responseGet employees’ signed written response Contract for performance changes to:Contract for performance changes to: Remedy areas needing attentionRemedy areas needing attention Build areas in which they want to growBuild areas in which they want to grow

Function #8: Provide feedback, Function #8: Provide feedback, Discipline/TerminateDiscipline/Terminate

Use consistent & timely feedbackUse consistent & timely feedback Have a legally reviewed processHave a legally reviewed process Have documentation over timeHave documentation over time Employee should know what is Employee should know what is

comingcoming Terminate quickly, do not rehashTerminate quickly, do not rehash Refer problems to EAPRefer problems to EAP

#7. Prevent Burnout: #7. Prevent Burnout: SymptomsSymptoms

Attitude: cynical, negativeAttitude: cynical, negative Emotions: overwhelmed, unappreciated, Emotions: overwhelmed, unappreciated,

lethargic, maybe ashamedlethargic, maybe ashamed Interpersonal: irritable, overreact, Interpersonal: irritable, overreact,

problem with spouse & friendsproblem with spouse & friends Health: disturbed sleep, digestive Health: disturbed sleep, digestive

problems, headachesproblems, headaches Work: Below-par performance, low Work: Below-par performance, low

energy energy §§

Function #7: Prevent Function #7: Prevent BurnoutBurnout

Recruit for person job fitRecruit for person job fit Restructure work to be fulfilling Restructure work to be fulfilling Monitor workload — do not overload hard workersMonitor workload — do not overload hard workers Prioritize (focus on #1 tasks) & delegatePrioritize (focus on #1 tasks) & delegate Separate work from home (don’t take work home)Separate work from home (don’t take work home) Expressions frustrations at work & forget themExpressions frustrations at work & forget them Allow yourself to play and laugh at workAllow yourself to play and laugh at work Get proper nutrition, sleep, & exercise , e.g., daily walkGet proper nutrition, sleep, & exercise , e.g., daily walk Take breaks (stretches, meditations) & vacationsTake breaks (stretches, meditations) & vacations Set aside time for significant others (family, friends)Set aside time for significant others (family, friends) Develop a non-work hobby, writing poetry, gardeningDevelop a non-work hobby, writing poetry, gardening Avoid responsibility with no authorityAvoid responsibility with no authority Make small changes & be good to and reward yourselfMake small changes & be good to and reward yourself Others you have discovered :-) Others you have discovered :-) §§

Legal RequirementsLegal Requirements EOAA EOAA

Equal Opportunity & Affirmative Action CommissionEqual Opportunity & Affirmative Action Commission Must not give preferential treatmentMust not give preferential treatment Must not discriminate based on age, religion, Must not discriminate based on age, religion,

political affiliation, ethnicity, disability, weight, political affiliation, ethnicity, disability, weight, sexual preferences, marital status, birth control, sexual preferences, marital status, birth control, origin, etc.origin, etc.

Affirmative ActionAffirmative Action Must have plan to rectify past discrimination by Must have plan to rectify past discrimination by

new hires, advancement, & retentionnew hires, advancement, & retention Comparable WorthComparable Worth

Equal pay for work of equal valueEqual pay for work of equal value Labor union relationsLabor union relations

Treat labor as a partner (TQM)Treat labor as a partner (TQM) §§

Summary: Personnel Summary: Personnel ManagementManagement

Staff is the client/consumer of managersStaff is the client/consumer of managers

Key to all types of managementKey to all types of management Communicating a vision Communicating a vision Having well defined plans & measures of Having well defined plans & measures of

achievementachievement Continuous quality improvement (TQM)Continuous quality improvement (TQM) Drive out fear of discussing problems (TQM)Drive out fear of discussing problems (TQM) Treat people with dignity and respectTreat people with dignity and respect Give authority with responsibility Give authority with responsibility Empower rather than accumulate powerEmpower rather than accumulate power Ounce of prevention = pound of cure Ounce of prevention = pound of cure §§

Working with VolunteersWorking with Volunteers

Highly underutilized resourceHighly underutilized resource Highly abused resourceHighly abused resource Treat like special employees (include in Treat like special employees (include in

org chart, training, required supervision)org chart, training, required supervision) Use best staff for volunteer managerUse best staff for volunteer manager Requires special skills in recruiting, Requires special skills in recruiting,

matching and supervisionmatching and supervision