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mgmt wkshp 3
- 1. People management, planning and prioritising people development Certificate / Diploma in Management NVQ 17th May 2016 Bev Gilder and Judy Johnson
- 2. Objectives for workshop • To understand why conflict at work happens • To think about ways you can manage conflict • To understand the roles that HR play in the organisation • To review the legislation which affects people at work • To review the benefits of inclusion, equality of opportunity and diversity in the work place • To understand how to develop your teams • To understand how to manage the performance of your team members
- 3. What is conflict? • Disagreement between two or more parties who perceive they have incompatible concerns • Exists whenever an action by one party is perceived as preventing or interfering with goals, needs or actions of another party
- 4. Dysfunctional Conflict What are the causes? What is the damaging effects? Can you eliminate the causes? Can you prevent them in the future prevent them re-occurring in the future Functional Conflict Can stimulate resolution of problems Can drives up quality and standards. Keeps people and organisations from slipping into complacency Conflict – useful or not ?
- 5. Exercise….part one In groups identify what can cause conflict at work… think about ……individual issues Team issues Organisational problems Resourcing problems
- 6. What are causes of conflict? • Personality clashes / warring egos • Stress • Heavy Workload / inadequate resources • Poor leadership at top of organisation • Lack of honesty and openness • Poor line management • Lack of role clarity / differing expectations • Resistance to changes
- 7. CONFLICT MANAGEMENT STYLES COMPETING COLLABORATING AVOIDANCE ACCOMMODATING Assertive Unassertive Uncooperative Co-operative COMPROMISING
- 8. Management styles for dealing with conflict • Competing (one party assertive and uncooperative) • Collaborating (both parties assertive and co-operative) • Avoiding (one party unassertive and uncooperative) • Accommodating (one party unassertive and co-operative) • Compromising (both parties are mid-range on both dimensions) Source: Thomas, K (1976)
- 9. Handling conflict: a problem solving approach • Getting agreement on what the problem is • Jointly analysing the causes of the conflict • Identify alternative means for dealing with the issue • Jointly evaluating the merits of each alternative from the perspectives of both parties
- 10. Handling conflict: a problem solving approach • Working through the alternatives to find the one closest to meeting the needs of everyone concerned • Agreeing how the preferred solution can be implemented to the satisfaction of both parties
- 11. Exercise… part 2 In groups look at 2 identified causes of conflict and devise ways you could help resolve.
- 12. Planning and organising Planning has been defined by management expert Peter Drucker as “the management function that includes decisions and actions to insure future results."
- 13. 13
- 14. Benefits And Limitations of Planning Benefits • Establishes direction • Sets priorities and focuses action • Facilitates resource allocation • Increases motivation • Reduces cost & risk • Improves communication Limitations • Uncertain future • Time investment • Inflexible • Corporate inertia • Centrally focused • Implementation
- 15. Explore Options Selection of Best Option Detailed Planning Plan Evaluation Identify Aim Analysis of Opportunities Plan Implementation Feedback
- 16. Remember time is also resource..!!
- 17. Two important questions …..to help you prioritise • What am I here for ???? • Is the task urgent or important or both ??
- 19. Remember as well make the plans SMART.
- 20. Workforce planning .. See CIPD handout
- 21. What information to you need to plan your workforce needs ? • Strategic direction of organisation • Time scales • Changes in goods or services. • Economic forecasting • Any legislative changes • Skills inventory of existing staff • Review of future skills needed. • Profile of existing workforce • Availability of resources. • IT changes • A crystal ball !!
- 22. The role of Human Resources People Management
- 23. Exercise …… • What are HR roles and responsibilities ? • How does this support the individual, the teams and the organisation ?
- 25. Some of the roles and responsibilities of the HR partnership • Recruiting • Induction • Training- Learning and development • Organisational Development • Communication • Performance Management • Leavers • Coaching and mentoring • Policy Recommendation • Compensation and Benefits • Team Building • Employee Relations • Leadership • Staff wellbeing • Legislative compliance
- 26. Different types of contract of employment • Fixed term • Annualised hours • Term time only • Casual/zero hours • Employee shareholder • Apprenticeship • Permanent • Associate • Volunteer • Internship
- 27. Total reward ..not just about the money • flexible benefits • access to professional and career development • a challenging role • freedom and autonomy • opportunity for personal growth • recognition of achievements • preferred office space or equipment • capacity to raise matters of concern • involvement in decisions • flexible working hours • opportunities for home working • administrative support.
- 28. The Legislative framework • Rights • Duties • Responsibilities
- 29. Legislation and best practice affecting employment • Contracts of employment • Data protection and related issues • Discipline and grievance • Discrimination and equality • Dismissal and redundancy • Employee relations and trade unions • Employment rights • Health and safety • Immigration and employment • Reward and pensions • Transfer of undertakings (TUPE) • Working time, family- friendly issues and work-life balance
- 30. Data Protection Act 1998 • Controls the way information is handled • Gives legal rights to people who have information stored about them. • Protects the rights of the individuals when we process their data • Individuals are wholly responsible for acting within the law in keeping records about other people • Data includes email, voicemail, web pages (intranet and internet), all correspondence, forms and other records
- 31. DPA 8 Principles - Personal information must be …… 1. fairly and lawfully processed 2. processed for limited purposes 3. adequate, relevant and not excessive 4. accurate and up to date 5. not kept for longer than is necessary 6. processed in line with the rights of individuals 7. secure 8. not transferred to other countries without adequate protection. For more information: https://ico.org.uk/for-organisations/guide-to-data-protection
- 32. Organisations should ensure that they have policies in place which are designed to prevent discrimination both to stay within the law, attract the best employees and treat people equally and fairly
- 33. The Equality Act 2010 It is unlawful to discriminate against people at work because of: • Age • Disability • Gender reassignment • Marriage and civil partnership • Pregnancy and maternity • Race • Religion or belief • Sex • Sexual orientation •www.acas.org.uk/media/pdf/n/8_Equality_Act_2010.guide_for_employers
- 34. The Public Sector Equality Duty • Came into force on 5 April 2011 • Applies to public authorities: eg local authorities, FE and HE bodies, schools, health bodies, police, fire and transport authorities, government departments
- 35. The Public Sector Equality Duty • The General Duty has three main aims, namely to: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Equality Act 2010 Foster good relations between people from different groups. This involves tackling prejudice and promoting understanding between people from different groups. Advance equality of opportunity between people from different groups. This involves considering the need to: • remove or minimise disadvantages suffered by people due to their protected characteristics • meet the needs of people with protected characteristics • encourage people with protected characteristics to participate in public life or in other activities where their participation is low.
- 36. 5/9/2016 36 Who the general duty applies to Public authorities listed in Schedule 19 of the Equality Act (e.g. local authorities, FE and HE bodies, schools, health bodies, police, fire and transport authorities, government departments). Public, private, or voluntary organisations carrying out public functions (including on behalf of a public authority). The Equality Act uses the same definition as the Human Rights Act 1998 (which was used for the gender and disability equality duties).
- 37. 5/9/2016 37 Advancing equality Remove or minimise disadvantages suffered by people with protected characteristics due to having that characteristic. Take steps to meet the needs of people with protected characteristics that are different from people who do not have that characteristic (including taking account of a disability). Encourage protected groups to participate in public life and in any other activity where participation is disproportionately low.
- 38. 5/9/2016 38 Benefits of the equality duty Help public authorities avoid discriminatory practices and integrate equality into their core business. Ensure services are more appropriate to users which are more efficient and cost-effective, improving public satisfaction. Build a supportive working environment to increase productivity. More representative organisations can draw on a broader range of talent. Using up to date equality information can lead to better decision-making and policy development.
- 39. The PSED implications for you • The equality duty applies across your work (e.g. services, policy-making, employment, planning, procurement, statutory decision-making).t policies. • Consideration of equality matters should be an integral part of decision-making. The duty must influence the final decision. • Third parties exercising public functions for a public authority must comply with the duty.
- 40. Equality of opportunity is …. The Equality Act 2010 prohibits discrimination in employment or in the provision of training and education on the grounds of any of the following protected characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.
- 41. Diversity is …. is any dimension that can be used to differentiate groups and people from one another. It means respect for and appreciation of differences in ethnicity, gender, age, national origin, disability, sexual orientation, education, and religion. Its all about respecting and valuing differences.
- 42. Inclusion is ……. is a state of being valued, respected and supported. It’s about focusing on the needs of every individual and ensuring the right conditions are in place for each person to achieve his or her full potential. Inclusion should be reflected in an organization’s culture, practices and relationships that are in place to support a diverse workforce. • In simple terms, diversity is the mix; inclusion is getting the mix to work well together.
- 43. Exercise …. Identify benefits to the individual and to the organisation of…… 1. Equality of opportunity 2. Diversity 3. Inclusion
- 44. What supports and develops equality, diversity and inclusion here • HR and all its activities • Senior team and the strategy • Leadership and management actions and behaviours • Processes and procedures • Team and individual actions and behaviours • Communications team • The students • Training and development • PR and marketing • Living the message all of the time !!
- 45. Performance management can be … • Informal • Formal • Planned • Ad hoc • Intuitive • Pro active • Reactive
- 46. Why do appraisals PDPR’s ….? • It improves employee engagement • Employees have an input to their objectives • Develops individuals commitment • They find out how they are doing against those goals • Feedback is the ‘ way we do things’ • Records each persons progress • Know that they are important to the manager. • Better commitment • Similar standards will apply • Gives a forum to discuss the broader issues • Better motivation • Feedback on an ongoing basis will be easier.
- 47. The performance cycle Feedback Performance Set objectives
- 49. Standards are so important … the big picture • Consult and discuss – ensure current • Agree which competencies the organisation values and the role needs • Agree objective standards and measures • Ensure all sections of the business are congruent with the competencies. • Decide what makes great performance and what does not !
- 50. Example of defining standards ….Delivering excellent customer service Excellent performance • Focused on getting the best outcome for the customer and the business • Open and honest communication • Understands customer priorities • Takes time to develop customer relationships • Keeps promises • Listens and acts on feedback • Looks for ways to improve service Poor performance • Goes native ! • Fails to see the customers view point. • Sees customer as an interruption • Takes no time to understand the customers business • Unfriendly • Fails to solve problems quickly. • Breaks promises
- 51. Preparing for the meeting • Know the job • Know the person !!! • Know their background • Know the competencies and behaviours • Know the performance standards required • Check your processes nd procedures • Brief before the meeting • Have examples to support your view • Plan the time and the place carefully
- 53. Getting people to talk …. • Spend time on easy issues first • Use open questions- who, what, why, where, when, how .. Tell me about • Get them to review their own performance against objectives • Show real interest • Check there isn’t a personal issue brewing • Understand they may not be used to the process. • Brief them before the meeting with what to expect • Make sure they understand how to complete the process
- 54. Challenging appraisals • Stay in control of yourself and the meeting • Stick to the facts • Concentrate –Listen - Observe. • Stay away from old arguments • Stay away from comparisons with another team member • Stay objective • Try changing the angle – third person perspective ?
- 55. Challenging individuals … how would you deal with ….. • The Quiet one • The Chatterbox • The Arguer • The Avoider • The Urgent Promotion seeker • The Under Performer • The Plateaued and contented one