Transcript Document

Managing Your Staff
BOF Findings
• Recruitment takes longer and can be more
expensive
• More lead-in time because induction takes
longer + Access To Work
• More part-timers, more staff to manage
• More management time to support range of
impairments
• More long term sickness absence issues
• Not enough resources for training &
development tailored to individual needs
• No appropriate training interventions
Access To Work – new rules
Up to 100 per cent of the approved costs if
employee:
• Is unemployed and starting a new job
• Has been in the job for less than six weeks
• Needs support workers, fares to work and
communicator support at interview
Proportionate costs if employee:
• Has been in the job for six weeks or more
• needs special equipment
Access To Work – new rules
The precise level of cost sharing is determined as
follows:
• employers with 1 to 9 employees will not be expected
to share costs
• employers with 10 to 49 employees will pay the first
£300 and 20 per cent of costs up to £10,000
• employers with 50 to 249 employees will pay the first
£500 and 20 per cent of costs up to £10,000
• large employers with 250 or more employees will pay
the first £1,000 and 20 per cent of costs up to
£10,000
Your role as manager
• Support
• Knowledge
• Judgements
• Decisions
• Power
• Management
Effective Supervision
• Tailored to individual
needs
• Regular & Consistent
• Open Communications
• Enabling & Empowering
• Giving & receiving
feedback
• Giving clear instructions
• Setting & Agreeing
objectives
Giving Constructive Feedback
• Give feedback in a
concerned and
supportive manner
• Include both positive
and negative
observations
• Focus on the
behaviour
• Be specific
• Encourage change by
sharing ideas
• End with a summary
Setting Objectives
• Specific
• Measurable
• Agreed
• Relevant
• Time Related
Barriers to Good Verbal
Communication
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Language
Physical
Psychological
Personalities
Preparation/
Information
Motivating Staff
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Being Supportive
Listen
Give Praise and Encouragement
Give Criticism Constructively
Encourage Responsibility
Delegate
Motivating Staff
• Provide Training
• Set Realistic Targets
• Ensure Good
Communication
channels
• Respond Immediately
to Complaints and
Comments
• Show Respect
Working with your Board
BOF Findings
Management Committees/Boards:
• Lack experience of employment
• Have limited access to support, training
and advice to assist their development
• Lack skills, knowledge & experience to
offer effective HR support to CEOs
• Lack of resources to improve the
situation
Working with your Board
• What is the role of the Board?
• What is the role of the Chair?
• what makes a good Chair?
• What is the role of the Treasurer?
• what makes a good Treasurer?
• What other officer posts are useful?
Working with your Board
• One thing that is good about your
Board
• One thing that is not good about your
Board
• What kind of support would you like to
get and from whom?
Handling Conflict – A case study
Good Company is a DPO that works with adults through
a range of drop-in and befriending services. Following
recent cuts in LA funding the organisation became short
of funds and urgently needed a cash injection. The chief
officer saw an opportunity to access some funding
which would mean the charity would have to work with
teenagers. Because the deadline for the funding was
before the next board meeting, he applied for the
funding without consulting with the board or staff about
the implications. This created a conflict between the
board and chief officer over the direction of the
organisation and the impact on already overworked
staff and volunteers.
1 What are the implications for the future of Good Company?
2 What are some of the potential areas of conflict in YOUR
organisation and how can they be avoided?
Tips for managing conflict
1. Acknowledge the conflict
2. Try to establish the cause of the
conflict
3. Develop mutual understanding
and respect for difference of
opinion
4. Identify the need for a solution by
all parties
Information Sharing
• Which are the three most important
sources of information your board
needs to have on a regular basis?
• Do they have too much information
or not enough?
• What different sources of
information work best for your
board?
Information should be
Timely – needs to be up-to-date and when it is
needed
Clear – if technical then explain so everyone
understands
Concise – facts, bullet points and graphs
Relevant – only what the board needs to know
Good quality – based on reliable evidence,
include different points of view
Accessible - to every member according to
their needs
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A motivated Organisation
Keeping everyone motivated is key
Think about what motivates you
Think about what motivates your staff
Think about what motivates Trustees
Think about what motivates your Volunteers
How can you build on this to meet their
needs and the needs
of your organisation?
6 top tips for keeping trustees, staff and
volunteers motivated
1. Identify and use skills and experience
2. Recognise achievements and celebrate them
3. Involve people in discussions and future
plans
4. Provide training and support when
appropriate
5. Create a sense of belonging
6. Make your organisation a rewarding and fun
place to be
Quick Team Building
Activities
Traffic Light
A prescription for improving board effectiveness
Draw a large traffic light on a flip chart.
With the Board think in terms of behaviours and write by
the appropriate coloured light some things to consider:
Red - things we could stop doing because
they are not helpful to the organisation
Yellow - things we could start doing because
they would help the organisation
Green - things we could continue doing
because they benefit the organisation
Flipchart Review
To help your board engage in self-examination:
Draw a line down the middle of a flipchart and head
one side –
• “Things we should keep”
and the other side
• “Things we should change”
• Board members can then write ideas on post-it notes
and stick them on the appropriate side of the chart
• Board members then select 3 post-it notes in order of
priority – 1, 2, 3 from each side
• Together identify which ones you plan to act on in
the short, medium and long term
• Discuss
Any Questions