Scphl ipresentation bmh
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The document discusses effective communication between supervisors and employees. It emphasizes that communication is the number one reason why employees stay or leave an organization. Some tips for effective communication include being a good listener, having one-on-one feedback meetings, demonstrating core values, informing employees of expectations in a timely manner, and handling private or delicate matters privately. Both supervisors and employees should clearly communicate their expectations. All communication and feedback should be well documented.
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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- 1. Work Expectations and Communication Presented By: Brent Hatcher, SPHR ADPH, Office of Human Resources
Editor's Notes
- Introduction Bubble Gum illustration -What are the three scenarios?
- We communicate via: Memos Letters Email Text messages Staff meetings One on one Employees are different Generational Some are very, right to the point Very private while others want to share everything These differences challenge our communication.
- Why should we communicate? Work duties Tasks Projects Plans Goals Discipline Coaching issues
- Exit Interviews: Most positive things are about supervisors Most negative things are about supervisor Employees quit because of supervisors.
- These are some various tips.
- Supervisors describe: Job duties Results and responsibilities Tasks Performance appraisals Performance appraisals should be a tool Outline what is expected Input vs output Avenue of communication with employee at the start and throughout year Encompass all of work, nothing else Mississippi now has a new Performance Appraisal method (Karen McPhearson??)
- What do we want as employees? Praise High score Raise We want to know what is expected of us. Example – My R&Rs
- Supervisors need to provide the necessary tools to the employee. Find these out thru communication Training Interested in a certain project Ideas to improve job or process We want to improve ourselves Supervisors should communicate and give specific examples. Do not go on memory or be vague with employee. Don’t just have discussions because of the negative, discuss good things employee is doing.
- Documentation is key. Document meetings and follow up with understanding/plan Need evidence of what has been done/discussed Again, don’t just document the negative Performance appraisals are for the entire period, not just the last few weeks Documentation can keep us out of trouble! Has anyone learned from mistake/missing/poor documentation? Ex. Bad employee, good appraisals We should be accurate in documentation, including appraisals. Rewarding a poor performance with good marks does not motivate employee to do better!
- Summarize.