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How to Empower Managers to Solve Problems?
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How to Empower Managers to Solve Problems?
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We would like to empower our managers to solve their own employee issues rather than coming to HR or the division head for everything. We have recently begun New Supervisor Orientation classes, but th
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How to Empower Managers to Solve Problems?
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How to Empower Managers to Solve Problems?
posted at 2/13/2012 2:51 PM EST
on Workforce Management
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Posts: 4
First: 2/13/2012 Last: 6/5/2012 |
We would like to empower our managers to solve their own employee issues rather than coming to HR or the division head for everything. We have recently begun New Supervisor Orientation classes, but the issue exists with current managers as well. I would like to develop a "Quick Tips" sheet and mini-training (no more than one hour in length). Problems that managers frequently encounter include: 1) conflict between employees 2) late/attendance 3) talking/gossiping rather than working 4) general performance issues such as production/quality and 5) negative verbal/non-verbal behaviors ("attitude"). My goal is to get them thinking of different aspects/points of view on the issue, and to be able to ask themselves some good questions that will guide their decision-making. For example "Has the employee exhibited this behavior before?" "How long has this person been in their position?" "What has their performance been like overall?" "Did this person receive adequate training?" "Was their follow-up after training to ensure understanding?" I appreciate any ideas from the group! |
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Re: How to Empower Managers to Solve Problems?
posted at 2/13/2012 5:49 PM EST
on Workforce Management
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Posts: 148
First: 9/20/2011 Last: 12/12/2012 |
In Response to How to Empower Managers to Solve Problems?: We would like to empower our managers to solve their own employee issues rather than coming to HR or the division head for everything. We have recently begun New Supervisor Orientation classes, but the issue exists with current managers as well. I would like to develop a "Quick Tips" sheet and mini-training (no more than one hour in length). Problems that managers frequently encounter include: 1) conflict between employees 2) late/attendance 3) talking/gossiping rather than working 4) general performance issues such as production/quality and 5) negative verbal/non-verbal behaviors ("attitude"). My goal is to get them thinking of different aspects/points of view on the issue, and to be able to ask themselves some good questions that will guide their decision-making. For example "Has the employee exhibited this behavior before?" "How long has this person been in their position?" "What has their performance been like overall?" "Did this person receive adequate training?" "Was their follow-up after training to ensure understanding?" I appreciate any ideas from the group! Posted by Heather70 First I want to tell you that this is exactly what I believe the future is for HR. Fewer HR staff and line managers taking over the role of first line employee relations managers by performing these kinds of functions. |
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Re: How to Empower Managers to Solve Problems?
posted at 2/16/2012 9:57 AM EST
on Workforce Management
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Posts: 127
First: 9/21/2011 Last: 11/12/2012 |
While empowering them, I would also suggest making a list of when they SHOULD come to HR...Issues such as FMLA, ADA, discrimination claims, just to name a few should always be passed up to HR unless you have given them very very specific training on them. Sometimes it's a balance of knowing when to go to HR and when to handle a situation/problem themselves. I would do some role playing/scenarios to help them understand the difference. |
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Re: How to Empower Managers to Solve Problems?
posted at 2/22/2012 1:56 PM EST
on Workforce Management
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Posts: 1
First: 2/22/2012 Last: 2/22/2012 |
Here is a copy of a my "cliff notes" for supervisors/managers. They all have attended training on coaching verses disciplne and are aware of when it is mandatory to involve HR. Ask yourself these questions before taking disciplinary actions: • Was there, in fact, an established rule? • Was the department rule reasonable? • Are there other employees, with similar responsibilities, required to follow the rule? • Is it reasonable to believe this employee had known about the rule prior to the alleged offense? • Did the employee do what Management alleges? • Are there any circumstances so compelling that a reasonable person would have violated the rule? • Is the discipline administered to this employee similar to the discipline administered to all other employees who were observed by management as having violated the rule from the time the rule was established and who had similar work histories and tenure? • Was there a reasonable investigation, i.e., did Management get the employee’s side of the story, speak with any witnesses, observe surveillance tapes, documents, etc.? |
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Re: How to Empower Managers to Solve Problems?
posted at 2/22/2012 2:31 PM EST
on Workforce Management
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Posts: 1
First: 2/22/2012 Last: 2/22/2012 |
I'm going to take a slightly different approach. I would first think about how and why it is the managers believe they have to go to HR with everything. I'm guessing that's how they were trained, that's the role the HR took on (or had thrust upon them). I know in my wife's former company, she could do nothing as a manger/area manager - nothing - without the OK of HR. Even when an employee was caught stealing, caught red handed, nothing. This is the bigger issue. Solve it and you'll be well on your way to getting managers to handle their own problems. My $.02, which with $1.71 will get you a large cup of coffee at Love's and Pilot's; yours may vary.
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Re: How to Empower Managers to Solve Problems?
posted at 2/22/2012 3:47 PM EST
on Workforce Management
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Posts: 148
First: 9/20/2011 Last: 12/12/2012 |
In Response to Re: How to Empower Managers to Solve Problems?: I'm going to take a slightly different approach. I would first think about how and why it is the managers believe they have to go to HR with everything. I'm guessing that's how they were trained, that's the role the HR took on (or had thrust upon them). I know in my wife's former company, she could do nothing as a manger/area manager - nothing - without the OK of HR. Even when an employee was caught stealing, caught red handed, nothing. This is the bigger issue. Solve it and you'll be well on your way to getting managers to handle their own problems. My $.02, which with $1.71 will get you a large cup of coffee at Love's and Pilot's; yours may vary. Posted by DrJeffreyP Most coaching/discipline does not involve loss of position. When the infraction rises to this level, the cost of being cautious (going to HR or Legal) is much lower than the cost of being wrong. If it were you or someone you knew wouldn't you feel like a third party should at least look at the fact situation before pulling the trigger to terminate? The employee can be immediately suspended (by the manager without asking for permission) and sent home based on the manager's observation and a final decision made after review with HR or Legal. |
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Re: How to Empower Managers to Solve Problems?
posted at 3/9/2012 3:18 AM EST
on Workforce Management
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Posts: 26
First: 10/12/2011 Last: 3/9/2012 |
Good problem solving skills empower managers in their professional and personal Lives. People Empowerment is one of the best ways to involve employees in any improvement program. To be successful, a People Empowerment process must recognize, congratulate, and reward employees for their commitment to a "problem solving and corrective action" way of doing business. |
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Re: How to Empower Managers to Solve Problems?
posted at 8/16/2012 11:59 AM EDT
on Workforce Management
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Posts: 1
First: 8/16/2012 Last: 8/16/2012 |
In Response to How to Empower Managers to Solve Problems?: We would like to empower our managers to solve their own employee issues rather than coming to HR or the division head for everything. We have recently begun New Supervisor Orientation classes, but the issue exists with current managers as well. I would like to develop a "Quick Tips" sheet and mini-training (no more than one hour in length). Problems that managers frequently encounter include: 1) conflict between employees 2) late/attendance 3) talking/gossiping rather than working 4) general performance issues such as production/quality and 5) negative verbal/non-verbal behaviors ("attitude"). My goal is to get them thinking of different aspects/points of view on the issue, and to be able to ask themselves some good questions that will guide their decision-making. For example "Has the employee exhibited this behavior before?" "How long has this person been in their position?" "What has their performance been like overall?" "Did this person receive adequate training?" "Was their follow-up after training to ensure understanding?" I appreciate any ideas from the group! Posted by Heather70 Provide quick communication tools that will help managers find the words to deal with each of these situations. As a conflict management specialist I find that is what folks struggle with the most. The right words to use in the kind of scenarios you describe: 1) managers need to identify the interests of each of the employees and determine if they are differnt and if they need a 3rd party to help resolve; 2) I noticed you were late 3 times this week, is there something I can do to help you get here on time successfully? Might we change your hours for awhile? or I wasn't able to find you at your desk earlier, and I need your support on this project. 3) I recognize there are needs to destress and change our focus during the work day and I am in favor of that as long as our productivity is on target. Lately, I notice... ; 4) I would like to grow your performance to a new peak, what do you think are the challenges you face in being more productive?; and lastly, 5) I really want to see your programs succeed and I recognize you have been frustrated of late, what are the challenges you are facing that I might help you overcome? Just some thoughts.... |
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