Personnel Management Rttc


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  • Notes on Dealing with Complainer Listen attentively and acknowledge what the complainer has said by paraphrasing the information. Get to the bottom of the use of words like “always” and “never”. Few things are always and never. Don’t agree with the complainer-it justifies the feelings Avoid blame and justify- Move quickly into problem solving to get the focus off the complaint. Complaints tend to be attention getting devices. Justify the attention. Make statements of fact-no apologies Ask for solutions Most people don’t realize the amount of complaining they do. Show the complainer a list of their complaints and how frequently they complain.
  • If participants vision is different from what is in the slide. ! Do you’ll agree with the points stated
  • Personnel Management Rttc

    1. 1. PERSONNEL MANAGEMENT <ul><li>Personnel are a major factor in determining the quality of experience a visitor receives </li></ul><ul><li>“ You can dream, create, design and build the most wonderful place in the world… but it takes people to make the dream a reality” </li></ul><ul><li>Walt Disney </li></ul>
    2. 2. Personnel Training should accomplish the following <ul><li>Train the employees to be friendly and courteous </li></ul><ul><li>Give employees basic knowledge of facility features and programmes </li></ul><ul><li>Introduce the employees to the visitor and his problems and needs </li></ul><ul><li>Train the employees to be alert to situations where they can help visitors </li></ul><ul><li>Make employees aware of the image projected both by themselves and the facility </li></ul>
    3. 3. Human Resource functions <ul><li>Traditional </li></ul><ul><li>Hiring </li></ul><ul><li>Recruiting </li></ul><ul><li>Selecting </li></ul><ul><li>Training </li></ul><ul><li>Supervising </li></ul><ul><li>Modern </li></ul><ul><li>Leadership </li></ul><ul><li>Instructional strategies </li></ul><ul><li>Crisis confrontation and intervention </li></ul>
    4. 4. The goal of hiring <ul><li>The goal of filling the vacant position is not to fill the position, it is to fill the position with the right person </li></ul>
    5. 5. JOB DESCRIPTION <ul><li>Thorough and accurate job description must be prepared for each position in your organization from the frontline personnel to middle level managers to top level managers </li></ul>
    6. 6. What is included in job description ? <ul><li>Title </li></ul><ul><li>Listing responsibilities and functions </li></ul><ul><li>Required knowledge and skills </li></ul><ul><li>Minimum acceptable educational level and previous experience </li></ul><ul><li>Physical or medical standards </li></ul>
    7. 7. RULES AND CONDUCT <ul><li>Dress and appearance </li></ul><ul><li>Employee cooperation </li></ul><ul><li>Reporting for duty </li></ul>
    8. 8. Relations between employee-department-community <ul><li>Employee –administration relation </li></ul><ul><li>Employee community relation </li></ul><ul><li>Solicitation of funds </li></ul><ul><li>Management of funds </li></ul><ul><li>Publicity releases </li></ul>
    9. 9. EMPLOYEE MANUALS <ul><li>A good employee manual will not just include personnel policies but will also serve as a reference with details of more complicated or less frequently performed tasks </li></ul><ul><li>It will present a numbered sequence of operations ,in order for each of these tasks </li></ul>
    10. 10. SUPERVISION <ul><li>Role as a coach: Pass along your experience and knowledge </li></ul><ul><li>Role as a counselor : Employing encouragement, criticism and a range or techniques to deal with possible problems in the work environment, interpersonal difficulties or other emotional or social problems that may occur </li></ul>
    11. 11. Guidelines for effective counseling <ul><li>Listen patiently – without interrupting </li></ul><ul><li>Refrain from criticizing or offering hasty advice </li></ul><ul><li>Never argue with employees while counseling them </li></ul><ul><li>Give them your undivided attention while they are talking </li></ul><ul><li>Look beyond the mere words of what they are talking </li></ul><ul><li>If the problem is minor, simply helping the employees burden himself/herself may lead to a solution </li></ul><ul><li>If the problem is more severe recommend a counselor- </li></ul><ul><li>trained professional in that subject </li></ul>
    12. 12. EMPLOYEE MOTIVATION <ul><li>Reinforcement techniques </li></ul><ul><li>- positive reinforcers ..add something good to employee’s life </li></ul><ul><li>- negative reinforcers .. Remove something unpleasant, such as distasteful task or schedule, from the employee’s life </li></ul>
    13. 13. EMPLOYEE MOTIVATION <ul><li>- Punishers or deterrents.. add something unpleasant or removes something good </li></ul><ul><li>Reinforcement techniques are considered to be far superior in producing lasting behavioral change </li></ul>
    14. 14. EVALUATION <ul><li>It is essential that supervision regularly rate employees on criteria such as personality traits, degree of responsibility, enthusiasm, initiative, human relations skills, appearance, specific job related skills and overall level of performance </li></ul>
    15. 15. Behavioural competencies are those critical to success in the role <ul><li>Leadership </li></ul><ul><li>People Management </li></ul><ul><li>Initiative </li></ul><ul><li>Commitment </li></ul><ul><li>Teamwork </li></ul><ul><li>Judgment </li></ul><ul><li>Flexibility </li></ul><ul><li>Interpersonal Skills </li></ul><ul><li>Creativity </li></ul><ul><li>Problem Solving </li></ul>Examples Key Success Factors
    16. 16. Training & Development <ul><li>In today’s world, if training and development opportunities are not made available to your employees, you will lose them. </li></ul>Access to training and development has become a fundamental expectation of today’s workforce.
    17. 17. Employee participation in management <ul><li>&quot;&quot; </li></ul><ul><li>Paricipation in management has three important stages viz- . </li></ul><ul><li>1. Information sharing.. Notice boards, House bullettins etc. </li></ul>
    18. 18. 2. Joint consultations .. Where Unions and Management sit together, and views exchanged .
    19. 19. Participation becomes possible when both Union and mamagement are matured in their relationships and the level of TRUST is at the optimum .
    20. 20. 3. Participation.. when both, the union and management sit together and take consensus decision
    21. 21. Managing Conflict
    22. 22. Conflict <ul><li>Conflict is derived from the Latin word Confligere, i.e., to strike together. </li></ul>
    23. 23. Defining Conflict <ul><li>Conflict is the sharp disagreement and opposition of ideas. </li></ul><ul><li>Conflict is the general word we use for a contest, a struggle, a quarrel. </li></ul><ul><li>Conflict is the emotional disturbance resulting from a clash of interests. </li></ul><ul><li>Conflict can be a storm in the workplace. </li></ul>
    24. 24. Common Ways to Deal With Conflict <ul><li>Violence </li></ul><ul><li>Avoidance </li></ul><ul><li>Adjudication </li></ul><ul><li>Negotiation </li></ul><ul><li>Mediation </li></ul>
    25. 25. The Truth About Workplace Conflict <ul><li>You can’t avoid it </li></ul><ul><li>You can’t eliminate it </li></ul><ul><li>You can’t wish it away </li></ul><ul><li>You can only understand it and manage it </li></ul>
    26. 26. Don’t Be Afraid of Conflict <ul><li>Conflicts are like office gifts: </li></ul><ul><li>Conflicts can open lines of communication. </li></ul><ul><li>Conflicts can be viewed as symptoms of larger workplace problems. </li></ul><ul><li>Conflicts can let you address issues before they become problems. </li></ul>
    27. 27. Some Causes of Workplace Conflict <ul><li>Workplace Stress </li></ul><ul><li>Workplace Negativity </li></ul><ul><li>Communication Obstacles </li></ul><ul><li>Lack of Community </li></ul>
    28. 28. Defining Stress <ul><li>Stress is a force exerted upon a body that tends to strain or deform its shape. </li></ul><ul><li>Stress manifests itself as mental or physical tension or strain. </li></ul>
    29. 29. Defining Stress <ul><li>Physical expression of a psychological need that has not been met. </li></ul><ul><li>Simply not having one’s needs met. </li></ul>
    30. 30. Workplace Stress Relievers <ul><li>Take a short break </li></ul><ul><li>Go on vacation </li></ul><ul><li>Take a stress class </li></ul><ul><li>Do exercises at work </li></ul><ul><li>Eat lunch with a friend </li></ul><ul><li>Get active in work committees </li></ul><ul><li>Volunteer for team assignments </li></ul><ul><li>Talk to your EAP Counselor </li></ul>
    31. 31. Negativity in the Workplace <ul><li>Negativity is an attitude of doubt, question, and anger. </li></ul><ul><li>Negativity is just like the flu . . . it spreads quickly to peers, customers and clients. </li></ul>
    32. 32. The Garden of Negativity <ul><li>Negativity: </li></ul><ul><ul><li>Like weeds in a garden- it will not go away by itself. </li></ul></ul><ul><ul><li>Change and stress help to fertilize the negativity in your workplace. </li></ul></ul>
    33. 33. Some Causes of Negativity <ul><li>Experiencing increased change </li></ul><ul><li>Feeling a lack of control </li></ul><ul><li>Hearing rumors </li></ul><ul><li>Having work helplessness </li></ul><ul><li>Experiencing jealousy, self-doubt and fear </li></ul><ul><li>Feelings of isolation </li></ul><ul><li>Having no work focus or agency mission </li></ul>
    34. 34. Tips for Dealing With the Chronic Complainer <ul><li>Listen and acknowledge </li></ul><ul><li>Don’t get caught in the “never” or “always” cycle </li></ul><ul><li>Don’t agree with the complaint </li></ul><ul><li>Avoid the blame and justify </li></ul><ul><li>State facts without apology </li></ul><ul><li>Ask for solutions </li></ul><ul><li>Show the list of complaints </li></ul>
    35. 35. Tips for Dealing With the Chronic Worrier <ul><li>Listen to concerns </li></ul><ul><li>Address the easy issues </li></ul><ul><li>Suggest a mentor </li></ul><ul><li>Enroll in stress reduction classes </li></ul><ul><li>Push teamwork </li></ul><ul><li>Refer to EAP </li></ul>
    36. 36. Tips for Dealing With Angry Employees <ul><li>Don’t get angry </li></ul><ul><li>Diffuse the anger </li></ul><ul><li>Don’t agree </li></ul><ul><li>Let the person talk </li></ul><ul><li>Move toward problem-solving </li></ul><ul><li>Refer to EAP </li></ul>
    37. 37. Tips for Dealing With Difficult Managers <ul><li>Avoid negative attitude transference to boss </li></ul><ul><li>Expect rough days </li></ul><ul><li>Don’t nurse a small gripe into a huge issue </li></ul><ul><li>Select the right time to approach the boss </li></ul><ul><li>Don’t go over the boss’ head without communicating first </li></ul><ul><li>Don’t let the boss intimidate </li></ul>
    38. 38. Tips for Dealing With Difficult Managers <ul><li>Your boss is not your buddy </li></ul><ul><li>If you make a mistake, clear the air quickly </li></ul><ul><li>Not all bosses enjoy being the boss </li></ul><ul><li>If possible, make the boss your mentor </li></ul><ul><li>Maintain open and honest communication with your boss </li></ul><ul><li>Don’t be negative with others about the boss </li></ul>
    39. 39. Coping With Difficult Situations <ul><li>Assess the situation – am I dealing with a difficult person or a difficult situation? </li></ul><ul><li>What am I willing to accept about this person or situation? </li></ul><ul><li>Should I put some distance between me and the person or situation? </li></ul>
    40. 40. Deal With Workplace Negativity <ul><li>Negativity: </li></ul><ul><ul><li>Wastes time </li></ul></ul><ul><ul><li>Damages relationships </li></ul></ul><ul><ul><li>Destroys productivity </li></ul></ul><ul><li>Negativity also: </li></ul><ul><ul><li>Damages creativity and innovation </li></ul></ul><ul><ul><li>Diminishes workplace morale </li></ul></ul><ul><ul><li>Defeats empowerment-”that is not my job” </li></ul></ul>
    41. 41. How to Channel Negative Energy <ul><li>Suggestion boxes </li></ul><ul><li>Team group awards </li></ul><ul><li>Quality groups </li></ul><ul><li>Websites </li></ul><ul><li>Management feedback </li></ul><ul><li>Employee concerns program </li></ul><ul><li>Community improvement awards </li></ul>
    42. 42. “ Positivity” in the Workplace <ul><li>“ Positivity” is as contagious as negativity </li></ul><ul><li>Better communication decreases negativity and increases “positivity” in your workforce </li></ul><ul><li>Work toward creating a positive attitude among your peers, employees, customers and clients </li></ul>
    43. 43. “ Positivity” in the Workplace <ul><li>Be likeable </li></ul><ul><li>Be respectful </li></ul><ul><li>Don’t aggravate the situation </li></ul><ul><li>Don’t force people to be defensive </li></ul><ul><li>Don’t always try to find fault </li></ul><ul><li>Be willing to lose a battle to win a war </li></ul><ul><li>Be patient </li></ul><ul><li>Smile </li></ul>
    44. 44. Tips For Building a Positive Work Attitude <ul><li>Build a positive attitude in another environment </li></ul><ul><li>Talk about positive things </li></ul><ul><li>Look for good things in the people you work with </li></ul><ul><li>Look for good things in your organization </li></ul><ul><li>Avoid financial problems </li></ul><ul><li>Avoid negative attitude traps of fellow workers </li></ul><ul><li>Make frequent self-assessments </li></ul>
    45. 45. Be Careful of Too Much “Positivity”
    46. 46. Why Care About Work Conflicts <ul><li>Decreased Performance </li></ul><ul><li>Increased Turnover </li></ul><ul><li>Decreased Ability to Recruit </li></ul><ul><li>Increased Grievances and Complaints </li></ul><ul><li>Decreased Ability to Manage Leave Programs </li></ul><ul><li>Increased Violence in the Workplace </li></ul>
    47. 47. Chinese Philosopher Lao Tzu Said <ul><li>Always we hope someone else has the answer. </li></ul><ul><li>Some other place will be better. </li></ul><ul><li>Some other time it will all turn out.. </li></ul><ul><li>No one else has the answer. </li></ul><ul><li>No other place will be better, and it has already turned out. </li></ul><ul><li>At the center of your being you have the answer… </li></ul><ul><li>Search your heart and see the way to do is to be. </li></ul>
    48. 48. Positive Work Environment <ul><li>A Happy and Productive Workforce doesn’t happen by itself . . . </li></ul><ul><li>It takes a lot of hard work and a great deal of effort by everyone. </li></ul><ul><li>The reward is worth the effort. </li></ul>
    49. 49. Conflicts Can Be Managed
    50. 50. BOSS To LEADER <ul><li>BOSS </li></ul><ul><li>Drives the team </li></ul><ul><li>Instills fear </li></ul><ul><li>Say “Do” </li></ul><ul><li>Makes work drudgery </li></ul><ul><li>Relies upon authority </li></ul><ul><li>Says “I” </li></ul><ul><ul><li>LEADER </li></ul></ul><ul><li>Guides the team </li></ul><ul><li>Inspires confidence </li></ul><ul><li>Say “Let’s Do” </li></ul><ul><li>Makes work interesting </li></ul><ul><li>Relies upon cooperation </li></ul><ul><li>Says “WE” </li></ul>
    51. 51. Who is a Team Leader <ul><li>Contact point for communication between team and management </li></ul><ul><li>Full-fledged team member </li></ul><ul><li>Assists the team by immediately implementing changes that are within the bounds of the team </li></ul>
    52. 52. “ There’s no ‘I’ in ‘ Team’, but there is a ‘Me’ if you look hard enough” David Brent
    53. 53. give your people a damn good listening to
    54. 54. “ The best engineers sometimes come in bodies that can’t talk .” nolan bushnell, founder of atari
    55. 55. take action, not notes
    56. 56. “ Vision without action is hallucination” Andy Law, St.Lukes
    57. 57. “ take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King
    58. 58. don’t just stand there….. do something! dick dastardly
    59. 59. Ten Commandments To Feel Good Every Day
    60. 60. BE A KID AGAIN
    69. 69. “ RELAX VEV
    70. 70. <ul><li>THANK </li></ul><ul><li>YOU </li></ul>THANK YOU
    71. 71. <ul><li>Dr.R.PRAKASH MSc(Ag), MBA, PhD </li></ul><ul><li>Professor&Project cordinator </li></ul><ul><li>Agricultural Extension and Development studies </li></ul><ul><li>Kerala Agricultural University </li></ul><ul><li>College of Agriculture,Vellayani P O </li></ul><ul><li>Thiruvananthapuram – 695522 </li></ul><ul><li>[email_address] 9446331825 (M) </li></ul>