Children’s Healthcare of Atlanta - c.ymcdn.com€¦ · Management 101 Tools and tips for managing employees Michael Landis, PHR Director, Human Resources Children’s Healthcare

Management 101

Tools and tips for managing employees

Michael Landis, PHR

Director, Human Resources

Children’s Healthcare of Atlanta


About Us

• Not for profit

• 575 licensed beds

• 3 hospitals

• Almost 9,000 employees

• 6,500 volunteers

• Almost 900,000 patient visits a year

• 361,927 patients from every county in Georgia

• 10 years in a row appearing on the Fortune 100 Best Places to Work

2


Why are people frustrated?


Why are managers frustrated?

4


Outline

• Be A Leader

• Be Clear and Compelling

• Grow Relationships

• Build a Strong Team (Recognition)

• Get Results (Addressing Concerns)

5


Be A Leader

6


Be a Leader

• Respect is earned; not given

– Set an example

– Be Visible• Round on your staff to ask how they are doing and if they have

what they need to do their jobs

• Be on the unit

• Be available

– Follow Policies• Time and Attendance

• Dress Code

– Admit when you’re wrong

– Say “I don’t know” when you don’t

7


Be a Leader

• Engage your employees by showing genuine interest in them, their ideas, their contributions

– Listen!

• Be Professionally Blunt

– Be clear and firm in your communications

– You’re going to have to deliver bad news• Prepare for it

• Check the Policy

• Call your HR partner

• Get a witness if needed

• It is never easy, but call HR for help if you need assistance

8


Be a Leader

• Coach appropriately

– Create an environment of learning; not fear

– Want to give people the opportunity to grow, but need to correct behaviors/performance from time to time

• Manage Relationships

– Relationships outside of work time don’t need to end, but need to stay out of Children’s business, decisions, etc.

– Colleague relationships turned into Supervisory can be tricky, but need to establish new boundaries

– Social Media…be careful

9


Be a Leader

• Be a Team Player

– If a “working” supervisor, take your appropriate share of the load

– If it’s busy, help your employees• If you can’t help communicate why

• Negotiate resources

10

Children’s Healthcare of Atlanta 11


Be Clear and Compelling

12


Communication

• General Communication to Staff

– Cascading news, changes, updates

– Ensure a process is in place to reach all staff in a reasonable time frame

• Communicating the Why

– Explain reasoning behind changes, not just the change

• Be Transparent

– When possible, give appropriate information to help give context and explain reasoning

– It’s ok to say “I can’t tell you the details”

13


Communication

• Say Hello/Be Friendly

– While respecting professional boundaries

– Acknowledge and get to know your employees

• Listen to your employees

• Say Thank You

• Get your employee’s side of the story

• Check on your employees who are sick/on FMLA

– Welcome them back

• If you say you will do something, ensure you follow up

14


Setting Expectations

• Make policies and procedures clear and known

– Review policies and procedures with new hires, at staff meetings, when changes are made

• Day to Day Expectations should be well communicated

– Schedule

– Daily duties

– Where/When

• Be clear on consequences

– Discuss consequences on the front end

15



Accountability

• Let people know when they’re on the right or wrong path

• If you see someone not meeting expectations, address them in the spirit of helping them with development

• Address timely, don’t wait until it’s too late

– Attendance memos

– Coaching before Corrective Action

17


Build a Strong Team

18


Build a Strong Team

Recognition

• Just as, if not more important, than coaching

• Should be timely

• Reward employees with what is of interest to them

– Some enjoy being recognized in public, some don’t

– Starbucks gift cards aren’t valuable to someone who doesn’t drink coffee

19


Build a Strong Team

• Say Thank You often

– 10 Pennies- Start the day with 1- pennies in your pocket. Each time you thank someone for doing a good job or recognize a team member for their contribution, transfer a penny to your other pocket. The goal is to move all the pennies!

20



Treating Employees with Respect

• Be consistent

– Every decision sets a precedent; so ensure you are following set department guidelines/system practices

• Be transparent with your decision making

• Avoid playing favorites

– Take the name out of the situation when coaching

– Treat your best employee the same way that you would treat your most difficult

22


Get Results

23


Coaching for Performance

• Continually review expectations

– Can take up to 7 times to be “heard”

• Coach in real time

– Address issues as quickly as possible; after full investigation

• Research issues before moving forward

– Talk to Employee

– Talk to Witnesses

– Review facts

– Review system and departmental policies and guidelines; when applicable

24


Coaching for Performance

• Coach vs. Corrective Action

– Coach when feel concern needs to be addressed for first time/first time in a long time

– Corrective action when feel the policy/behavior issue is well known and accepted practice isn’t followed

• The more you review expectations; the easier it is for the employee to understand

– Don’t wait until performance reviews to address concerns

– When you see an issue address appropriately; even if not your employee• Seeing employees on cell phone/internet

• Working on your unit not in dress code

25


Accountability Traps

When an employee is performing poorly

be cautious of:

• Holding Work Back

• Assigning work to colleagues

• Doing work yourself

• “I don’t want to address the issues because then they can’t transfer”

26


Conducting Performance Conversations

• Conduct in private

• Identify the problem and address it specifically

• Be direct but professional

• Don’t coach emotionally (from leader or employee)

– Emotions from work

– Emotions from personal life

• Clearly explain consequences

• Follow up coaching with email

• Complete appropriate follow-up steps listed in the document

• Respect confidentiality27


Keep it Factual & Remove the Emotion

28

You’re always late. / You’re never on time.

You accumulated eight occurrences in the last quarter.

You create a hostile work environment.

Repetitive questioning of orders is perceived as argumentative &

inappropriate.

You neglect your patients.

Protocol requires vitals be taken hourly. An audit of your charts

shows that vitals are done every 3 hours.

Take pride in your work. / Do the kind of work you can be

proud of.

Your performance is below expectations in the following

areas…


Performance Reviews

• Be direct, but professional

• Be fact based

• Own the review you are giving

• Avoid addressing things for the first time in a review

• Review notes from throughout the year to ensure you capture the totality of performance year

29


Performance Reviews

30

• Ensure you have an individual face to face conversation with all employees on your team

• If you give an NI in any competency or job duty, you should create a performance improvement plan to address



Questions?

32


Contact Information

33

Michael Landis, PHR

Director, Human Resources

404-785-6975

[email protected]

mailto:[email protected]

Documents

Children’s Healthcare of Atlanta - c.ymcdn.com€¦ · Management 101 Tools and tips for managing employees Michael Landis, PHR Director, Human Resources Children’s Healthcare