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So you want to manage? The Dos & Don'ts of personnel management.
The document outlines key aspects of personnel management, focusing on leadership, expectations, conflict resolution, and professional development. It emphasizes the importance of understanding employee roles, setting clear goals, and managing conflicts effectively. The document provides practical advice on mistakes to avoid and highlights the need for adaptive leadership and ongoing support for team members.
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So you want to manage? The Dos & Don'ts of personnel management.
- 1. AUSTINA M. JORDAN,MA & MLIS HEAD OF ACCESS SERVICES UNIVERSITY OF NORTH GEORGIA
- 2. SO YOU WANTTO MANAGE? The Dos & Don’ts of Personnel Management
- 3. AGENDA Leadership Who are youremployees Expectations Conflict Understanding Policy Employee Evaluations | Feedback Professional Development & Mentoring
- 4. Myth Reality Operative principleAuthority Interdependency Key players Subordinates Included those outside your formal authority Source of power Formal Authority “everything but” Focus Managing one-on-one Managing one-on-one and leading a tem Desired Outcome Control through compliance Commitment through empowerment Key Challenges Cope with complexity Cope with complexity and change Essential competencies Technical Technical, human, conceptual What it Really Means to Manage Hill, L. A. (2007). Becoming a manager: How new managers master the challenges of leadership. Boston, Mass: Harvard Business School Press. Exhibit V-2, pg. 268.
- 5. ADAPTIVE LEADERSHIP • NavigatingBusiness Environments • Leading with Empathy • Learning through self-correction & reflection • Creating win-win solutions https://www.thebalancecareers.com/using-principles-of-adaptive-leadership-in-the- workplace-4161276
- 6. WHO ARE YOU SUPERVISING? •Staff • Assistant | Associate | Specialist • Exempt | Non-Exempt • Faculty • Tenured | Tenured track • Non-tenure track • Ranks • Assistant | Associate | Professor • Reporting Structures • Direct Reports • Indirect Reports
- 7. EXPECTATIONS • Do notassume • Don’t micromanage • Set reasonable goals • Time Management • Individual Supervision • Team Supervision • Manage yourself. • Manage your network. • Manage your team. https://hbr.org/2011/01/are-you-a-good-boss-or-a-great-one
- 8. CONFLICT • It willhappen • It must be dealt with • We are all grown ups • Manage expectations • Disagreement is not the same as fighting • Why We Fight at Work • Insecurity • Desire for power & control • HabitualVictimhood https://hbr.org/2014/06/why-we-fight-at-work
- 9. • Employee Handbooks •Leave & Absence Policy • Take the time to read and reread • Pay Schedules Calendars
- 10. • Job Descriptions •Is it what they really do? • When & How often are they done? • Don’t be surprised • Probationary evaluations? • 60 day—90 day—6 month • Know what is expected of you • SMART GOALS • Specific • Measurable • Achievable • Relevant • Time Bound • https://youtu.be/3-mv33vrqBs
- 11. PROFESSIONAL DEVELOPMENT& MENTORING • It’snot just for leaders • Find yourself a mentor • Create a space for learning • Be creative • Other Resources in my Bibliography • On Boarding in the Library • Workplace Barriers for employees with Disabilities • What is in your files…
- 12. TOP 10 MISTAKES MANAGEMENTMAKES MANAGING PEOPLE • Fail to Get to Know Employees as People • Fail to Provide Clear Direction • Fail toTrust • Fail to Listen to & Heal Employees Feel their Opinions areValued • Make Decisions andThen Ask People for Their Input as If Their Feedback Mattered • Fail to React to Problems and Issues That Will Soon Fester If Ignored • Trying to Be FriendsWith EmployeesWho Report toYou • Fail to Communicate Effectively and Withhold Important Information • NotTreating All Employees Equally • Throw Employees Under the Bus https://www.thebalancecareers.com/top-mistakes-managers-make-managing-people-1917718
- 14. LIA’S DILEMMA Does EileenHave what it takes to Succeed? A Case Study Sprinkle, T. & Maellaro, R., (2017). Lia’s dilemma: Does Eileen have what it takes to succeed?. In SAGE Business Cases. 2020. 10.4135/9781526403735
- 15. CONTACT INFO Austina M.Jordan, MLIS/MA Head of Access Services Librarian Associate Professor Selector for: Paralegal Studies eCore Librarian Libraries | University of North Georgia John Harrison Hosch Library | Gainesville Campus austina.jordan@ung.edu | 678-717-3506
- 16. References Graybill, J. O.,Hudson Carpenter, M.T., Offord, J.,Jr, Piorun, M., & Shaffer, G. (2013).Employee onboarding: Identification of best practices in ACRL libraries. Library Management, 34(3), 200-218.doi: http://dx.doi.org/10.1108/01435121311310897 Hill, L.A. (2007).Becoming a manager: How new managers master the challenges of leadership. Boston, Mass: Harvard Business School Press. Lo, L., & Herman, B. (2017).An Investigation of Factors Impacting theWellness of Academic Library Employees. College & Research Libraries, 78(6),789. doi:https://doi.org/10.5860/crl.78.6.789 Oud, J. (2019). SystemicWorkplace Barriers for Academic Librarians with Disabilities. College & Research Libraries, 80(2),169. doi:https://doi.org/10.5860/crl.80.2.169 Saffady,W., PhD. (2018).What's in your employee files? Information Management, 52(3), 24-26,28-30. Retrieved from https://search.proquest.com/docview/2117119211?accountid=159965 Sprinkle,T. & Maellaro, R., (2017). Lia’s dilemma: Does eileen have what it takes to succeed?. In SAGE Business Cases. 2020. 10.4135/9781526403735 https://www.thebalancecareers.com/how-great-managers-motivate-their-employees-1918772 https://www.youtube.com/playlist?list=PLdinyWzDfipPVYqpTc8EhWNDvEx14Nc1E https://hbr.org/2011/01/are-you-a-good-boss-or-a-great-one HR Basics: Giving Employee Feedback 2e https://youtu.be/3-mv33vrqBs