5<br />Orienting New Employees<br />The First Impression is Crucial<br />“Studies show that employees who do not feel an immediate connection with their organizations are more likely to leave... Most new employees begin their first day of work full of excitement and enthusiasm. Depending on first impressions, this initial enthusiasm for the organization can be either extended and nurtured or destroyed. Everything that happens in the first few days will affect the new hire’s perception of the organization and the employees he or she will be working with.” <br /> From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR <br />
6<br />TOOL<br />Orienting New Employees<br />The First Day: Manager Checklist<br /><ul><li>Confirm arrival time with new employee.
Greet employees and show them where they will sit.
Ensure that they have all of the necessary resources, including telephone, computer, etc.
Provide them with phone list and add them to all department distribution lists.
Assign a peer coach to help guide the new start through the first weeks of employment.</li></li></ul><li>7<br />TOOL<br />Orienting New Employees<br />The First Week: Manager Checklist<br /><ul><li>Provide some structure to the first week. For example, schedule meetings with co-workers, arrange informal lunches with team members, etc.
Collect helpful reading material for new hire to get acquainted with the organization’s mission and work.
Schedule meetings at the new start’s 1st, 3rd, and 6th month anniversaries to ensure that you provide feedback/performance updates around those dates.
Check with them daily to see how their first week is progressing and offer to answer any questions.
Review the policy manual with the new employee.
Set aside 30 minutes to spend with the new employee in order to learn more about them.</li></li></ul><li>8<br />TOOL<br />Orienting New Employees<br />The Second Week: Manager Checklist<br /><ul><li>Provide new start with more detailed information about the organization’s structure and mission and how they fit into that overall picture.
Ask if they have questions about any policies that were covered the previous week of orientation. Employees are overloaded with information in the first week and may have additional questions about dress code, work hours, or vacation policies.
Arrange informal lunches with team members and/or department.
Provide new employee with an overview of the current and future goals of the team/department.
Walk new employee through performance expectations and job criteria, outlining your expectations for them across the next month to three months.
Discuss their preferred work style, what they find most effective, how they like to communicate, and how this might interplay with your management style.
Continue to check-in throughout the week.</li></li></ul><li>9<br />A Word on Peer Coaches<br />“A buddy system builds a personal connection between the organization and the new employee from the first day. The new employee is made to feel part of the work group, gains more confidence and, as a result, becomes productive more quickly. In organizations where the supervisors are very busy, the new employee may be hesitant to ask for clarification or additional help.”<br /> From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR<br />Orienting New Employees<br />
Prepare for review<br />Follow-Up<br />Informal Feedback<br />Write Review<br />Deliver Feedback<br />Role of Feedback<br />Developing a Pattern of Ongoing Assessment<br />Consistent feedback creates continuous opportunities for growth<br /><ul><li> Formal review is one aspect of continuous cycle.
Due to frequent informal feedback throughout the review period, the review should never come as a surprise to an employee.</li></ul>13<br />
TOOL<br />Role of Feedback<br />Tips for Communicating with Direct Reports<br /><ul><li> Establish a reoccurring, regular check-in with each of your employees.
At your initial check-in discuss with your staff member how they like to work, what they find most effective, how they like to communicate, and how this might interplay with your management style.
Ask your employees what information they would like to receive regularly from you, and then tell them what you’d like to hear from them.
When explaining tasks and decisions, communicate the “why” behind the “what.”</li></ul>14<br />
Best time to provide feedback<br />Performance Level<br />Informal Feedback<br />The Importance of Timely Feedback<br />Maintaining peak performance through active management<br />Informal feedback may help curb a drop in employee performance. Since formal feedback occurs only every six months, informal feedback plays an important role in maintaining employee performance between formal reviews.<br />Providing informal feedback can initially take some practice and in many cases you may initially feel some discomfort delivering the information. Prior planning and preparation can help make the delivery more comfortable. <br />16<br />
Informal Feedback<br />Delivering Informal Feedback<br />Several factors should be considered in preparation for informal feedback discussions<br />Context<br />Is there a right time and/or place<br />for informal feedback? <br />Ask yourself, did I…<br /><ul><li>Provide real-time feedback
Choose an appropriate time (end of business or before lunch)
Choose a setting with respect to the employee’s privacy</li></ul>Content<br />What type of information should <br />be conveyed as informal feedback?<br />Data-driven vs Behavioral<br />Performance issues<br />Professional issues<br />Career pathing conversations<br />Positive feedback and praise<br />???<br />Messenger<br />Who should deliver informal feedback?<br /><ul><li>Direct manager
TOOL<br />Formal Review<br />Thinking about the Review<br />Determine the core message.<br /> What should the employee remember about his/her review in one month?<br />Ask yourself:<br /><ul><li>How has the employee performed against core expectations? Stretch roles?
How has their performance supported team/department initiatives?
How has the employee been proactive in solving problems?
Has the employee taken on additional responsibilities?
Has the employee worked to achieve their development objectives?</li></ul>21<br />
TOOL<br />Statement regarding core competency area<br />General summary statement<br />Specific examples<br />Actionable <br />developmental <br />steps<br />Use relevant data gathered during the review period<br />Should be clearly outlined, concrete objectives <br />Formal Review<br />Writing the Review<br />Sending the appropriate message through a carefully crafted statement<br />Identify two to three core competency areas as strengths and two to three as developmental objectives<br />Strengths Development Objectives<br /><ul><li>Did I provide balanced feedback by giving equal consideration to accomplishments and areas for improvement.</li></ul>2. Organize for impact by moving from general summary to specific examples and concluding with actionable developmental steps.<br />3. Verify that the final review conveys the core message most strongly<br />23<br />
TOOL<br />Manager Checklist: <br /><ul><li>Set up appointment for review delivery.
25<br />“Delegation is often very difficult for new managers. Managers are usually promoted because they were doing their job well and most likely enjoyed their projects. However, effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.”<br />-- From The Successful Manager’s Handbook<br />
26<br />Common Reasons and Suggestions to Overcome Managers’ Reluctance to Delegate<br />Insufficient time to explain the task or train someone to do it<br />Desire for perfection<br />Personal satisfaction and/or reward from accomplishment <br />Fear of overburdening your group<br />Concerns about an employees performance<br />Fear of failure<br />Successful Manager’s Handbook p. 258<br />
27<br />TOOL<br />Step 1: Decide What You Can Delegate<br />List three tasks or projects that you currently do yourself but could consider delegating to someone else. Focus particular attention on:<br />Decisions you make frequently, but which someone else could make<br />Functions that cause you to overspecialize<br />Less complex tasks<br />Tasks that will increase the number of people that have a critical skill<br />Phases/elements of a project that could be individually assigned<br />Successful Manager’s Handbook<br />
28<br />Think through who:<br />Has the requisite knowledge to do the work<br />Has a high level of interest in the work<br />Has a need to develop in this area<br />Has time <br />Step 2: Select the Person<br />Harvard Business School, “Do you know When to Delegate?” September 6, 2004<br />
29<br />Take Home Message:Become “S.M.A.R.T.E.R.”<br />A simple delegation rule is the acronym S.M.A.R.T.E.R. It's a quick checklist for proper delegation. <br />Delegated tasks must be: <br /><ul><li>Specific
Recorded </li></li></ul><li>30<br />Motivation<br />
31<br />Six Keys to Motivating Staff<br />Leaders don’t micromanage<br />Leaders look out for their staff’s welfare<br />A leader sets the example<br />A leader shares the credit<br />A leader is fair<br />A leader is open<br />ASAE & The Center for Association Leadership, 2007<br />
32<br />Ins and Outs for Motivating Your Staff in 2010<br />Business: The Ultimate Resource<br />
33<br />In Closing…<br />Your management style is unique to you<br />Leadership style depends on a confluence of factors:<br />The task<br />Team capabilities<br />Individual’s knowledge<br />Available tools <br />Smart Assessment = SUCCESS<br />
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