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

48. Agreeing 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