Transcript Supervisors Role and Functions Public Works Institute April 8, 2014 Shawn D. Graff City of Lee’s Summit, MO.

Supervisors Role and Functions
Public Works Institute
April 8, 2014
Shawn D. Graff
City of Lee’s Summit, MO
Objectives
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Understand the roles of a supervisor
Hiring the right people
Evaluating performance
Employee development
Relationships
Planning
Workplace safety
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“Congratulations on becoming a supervisor,
now don’t screw it up.”
•Bob Hartnett
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Roles of Supervisor
Friend
Delegator
Counselor
Mentor
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“If civilization is to survive, we must cultivate
the science of human relationships - the
ability of all peoples, of all kinds, to live
together, in the same world at peace.”
• Franklin D. Roosevelt
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Relationships (cont.)
• What would your agency be like without
relationships?
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Relationships (cont.)
• Getting to know people.
• Listening
• Asking questions and observing / analyzing
people’s behavior.
• Do not decide whether or not we “like” them or
approve of their actions.
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Relationships (cont.)
• We need to understand ourselves so that we
can manage ourselves more effectively.
• We need to understand our impacts upon others
so that we can manage our relationships with
them.
• We need to understand those who think and act
differently than us so we can work productively
with them and not conflict with them.
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Relationships (cont.)
All relationships either add to or subtract from a
person’s life.
The bottom line in leadership is not how far we
advance ourselves, but how far we advance
others.
This is achieved by serving others.
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“It is a fine thing to have
ability, but to discover ability in
others is the true test.”
• Elbert Hubbard
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Hiring
• Start with the right people
• Past: Hire someone based on technical competency.
• Present: Hire someone based on their “perceived”
character.
• A “bad hire” today will lead to managing difficulties and
team issues.
• Hire someone that wants to “move up” within the
organization.
• Hire someone with a backbone.
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Hiring (cont.)
• Review the job application and résumé.
• Develop a job description and know what skills are required.
• Identify personal biases to guard against.
• Identify questions to ask.
• Identify topics you want to discuss.
• Make sure you know what questions are and are not legal to
ask of candidates. Consult HR department for guidance.
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Hiring (cont.)
• Introduce yourself.
• Use the applicant’s name.
• Create an informal, comfortable atmosphere.
• Review the job description and provide other information
about the job.
• Ask appropriate questions; listen carefully to answers.
• Give applicants time to ask about the job.
• Use a standard form to record your thoughts as soon after
the interview as possible.
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Hiring (cont.)
• Tools
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First and second round interviews
Behavior based questions
Ask around, does anyone know the candidate
Background checks
References
Personality profiles
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“By the work one knows the worker.”
• Jean de la Fontaine
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Evaluations
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Evaluating Performance
• Formal
– Evaluations
– Discipline
• Informal
– Feedback
– Rewards
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Evaluations
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Enables you to develop criteria and job standards
that can be analyzed objectively
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Helps standardize how you and employees evaluate
performance
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Provides an opportunity for employees to give
supervisors feedback.
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Evaluations (cont.)
• Give the employee plenty of notice beforehand.
• Find a private, quiet, neutral location.
• Eliminate physical barriers to create a comfortable
atmosphere.
• Review the employee’s list of duties, performance standards
or goals, and completed appraisal report.
• Encourage the employee to prepare by reviewing this
information and reflecting on his or her job performance.
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Evaluations (cont.)
• State the purpose of the interview and specific goals
for the meeting.
• Review the appraisal point-by-point.
• Discuss specific aspects of performance; give
examples.
• Note good or outstanding performance.
• Be constructive in providing negative feedback.
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Evaluations (cont.)
• Keep discussion focused on job-related issues.
• Focus on what was learned to improve future
performance.
• Encourage the employee to talk, and listen to what
he or she has to say.
• Conclude with a summary of the major points and
plans for the next appraisal period.
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Informal Evaluations (cont.)
• One on one discussions
• Pat on the back
• Private
• Group setting
• Training
• Rewards program
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“There is nothing so useless
as doing efficiently that which
should not be done at all.”
• Peter F. Drucker
Planning
• What needs to be done
• Who will do the work
• The order of the tasks
• When the work must be completed
• What support will be needed to complete it
• What the expected quality of the results will be.
Planning (cont.)
• Daily
• Weekly
• Monthly
• Annually
• Long Range
Planning (cont.)
• A clear statement of the specific work goals to
be accomplished
• A step-by-step description of the tasks requiring
completion
• A schedule that details the people and supplies
that are needed to reach the goals
• A description of ways to measure progress and
results
Planning (cont.)
• State goals
• List objectives, tasks, and activities
• Streamline the work
• Schedule resources
• Check on progress
Planning (cont.)
• Specific
• Measurable
• Attainable
• Results based
• Time bound
• Extending
• Rewarding
Planning (cont.)
• Resource Management
– People
– Tools
– Equipment
– Supplies
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Workplace Safety
• When an employee is injured, you
• Have to stop the work to take care of the injury
• Have to figure out how to take up the slack until
the employee can return to the job
• May have to ask remaining employees to do
more work, likely with no benefit to them.
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Workplace Safety (cont.)
• When an employee is injured, they
• Must endure physical pain and emotional upset
• Must cover costs and practical difficulties of
recuperation and rehabilitation
• Could be faced with a devastating financial
burden.
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Workplace Safety (cont.)
• 4,383 workers will killed on the job in 2012
• Construction industry fatal four
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Falls 36%
Struck by object 10%
Electrocutions 9%
Caught in/between 2%
• Transportation accidents account for more than two out
every five fatal work injuries.
• 767 workers were killed as a result of violence
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Workplace Safety (cont.)
• Learn as much as you can about the program
• Ensure that your work unit is familiar with safety policies
and regulations
• Volunteer to participate in efforts to review or update the
program.
• Instead of reacting to accidents, develop strategies to
avoid them
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Four Causes of Accidents
1. People: lack of training, carelessness
2. Equipment: faulty; used to perform tasks for
which it was not designed
3. Materials: things that are sharp, heavy, hot,
toxic
4. Environment: poor air quality and circulation,
poor ergonomics, improperly designed
workstations
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The Goal
 We want our employees to:
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Come to work ready and Energized
Work hard and earn their wage
Strive to provide excellent customer service
Work in a safe environment
• Be a part of the team
• Be creative and feel empowered
• Feel their work has a sense of purpose
• Act as the experts in their field
• Learn, grow, move up
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Questions
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Contact Information
Shawn D. Graff
816.969.1871
[email protected]
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