Class 12: Personnel management and

supervision UTA School of Social Work

6371: Community & Administrative PracticeDr. Dick Schoech

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Review Previous Classes2. Theories, values, perspectives

3. Problem definition, theories of need

4. Capacities and needs assessment

5. Evidence based interventions and logic models

6. Program descriptions, community linkages

7. Mission, Goals and Objectives

8. Information Management, performance measurement, program evaluation

9. Budgeting

10. Leading, Scheduling, Marketing, Public Relations

12. Personnel management and supervision

13. The politics of Implementation

Management Contingency Approach (text 118)

Purpose/goals

Politicalforces andinstitutions

Socioculturalforces andInstitutions

Technologicalforces andInstitutions

Economicforces andInstitutions

Tasks People/manager

Structure

Technology

Inputs of resources,policy, theories,values, etc.

Outputs of servicesprovided, behaviorschanged, goals met,rules/ethicsfollowed, etc.

Environment

Key Contingencies Involved in Personnel management

Comment Managers have more control over people than

structure & goals, but less control than over technology

Key Personnel Functions1. Structure work (job analysis, design system)

2. Insure objectives accomplished3. Analyze jobs, recruit, screen, select, train &

supervise staff4. Motivate5. Guide and mentor6. Employee relations7. Appraise, provide feedback, discipline,

terminate8. Prevent burnout--career ladders vs. dead end

jobs9. Abide by legal requirements (EO/AA) §

1 & 2. Structure work & Insuring outcomes

Maintaining morale

Maintaining quality work environment

Ease staff/management interactions

Open communications

Career planning and career ladders

Manage by objectives

Manage by exception §

Personnel function #3: Job analysis

Task analysis looks at each task done to help you mold like tasks into a job descriptionJob descriptions Duties Qualifications (must be related to duties) Benefits

Personnel function #3: Recruit

Important area often overlookedRecruit to get diversity & good choices Advertise in multiple communities

representative of your client population

Listservs, monster.com, etc.

Use your networking skills

Personnel function #3: Screen

Initial screening Interviewing: Questions must Be job related Be consistently asked to all Best=role play job situation with

employees

Reference checks What they say and don’t say –

reading between the lines

Personnel function #3: Select

Determine potential employee needsIn human services, often focus on the total benefit “package”, not salaryMeet relevant committees of agencyNegotiate and write contract letter

Litigation Proof References Phrases

To describe a person who is extremely lazy: "you will be very fortunate to get this person to work for you."

To describe a person who is totally inept: "I most enthusiastically recommend this candidate with no qualifications whatsoever."

To describe an ex-employee who had problems getting along with fellow workers: "I am pleased to say that this candidate is a former colleague of mine."

To describe a candidate who is so unproductive that the job would be better left unfilled: "I can assure you that no person would be better for the job."

To describe a job applicant who is not worth further consideration: "I would urge you to waste no time in making this candidate an offer of employment."

To describe a person with lackluster credentials: "All in all, I cannot say enough good things about this candidate or recommend him too highly."

Personnel function #3: Train

Orient and train as soon as possibleTrain on vision, agency culture, procedures, etc.Key to worker satisfaction and retentionMentor using existing employees

Personnel function #3: Supervise

MotivatePrevent burnout Guide, mentorProvide feedback (30, 60, 90 days)Appraise performance

Function #4: MotivateTask analysis to see if jobs are rewarding and to determine the person/task fitIncentives systems Hertzberg Satisficers (pay, policy fairness, good

supervision, social relationships, working conditions, office, benefits, hours)

Motivators (sense of accomplishment, advancement, ability to gain increased responsibility, recognition, potential to grow and develop)

McClelland: Workers motivated by (1) need for achievement, (2) power (3) affiliation

MBO: make people responsible for outcome--do not micromanage process)TQM: Design systems that help do the job

Function #5: Guide & mentor

Daily then weekly meetingsManage the results, not the processAttend to the personUse team projects and debriefings

Function #6: Employee relations

First 15 minutes are the most important. Make person feel at home, wanted, & part of agencyMaintaining moraleMaintaining quality work environmentEase staff/management interactionsOpen communicationsCareer planning and career laddersManage by exception

Welcome to the Automatic Salary ReviewPlease answer the following question.

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Your salary will be reviewed again next year.

#7. Prevent Burnout: Symptoms

Attitude: cynical, negative

Emotions: overwhelmed, unappreciated, lethargic, maybe ashamed

Interpersonal: irritable, overreact, problem with spouse & friends

Health: disturbed sleep, digestive problems, headaches

Work: Below-par performance, low energy §

Function #7: Prevent Burnout

Recruit for person job fitRestructure work to be fulfilling Monitor workload — do not overload hard workersPrioritize (focus on #1 tasks) & delegateSeparate work from home (don’t take work home)Expressions frustrations at work & forget themAllow yourself to play and laugh at workGet proper nutrition, sleep, & exercise , e.g., daily walkTake breaks (stretches, meditations) & vacationsSet aside time for significant others (family, friends)Develop a non-work hobby, writing poetry, gardeningAvoid responsibility with no authorityMake small changes & be good to and reward yourselfOthers you have discovered :-) §

Function 7: Appraise performance

Schedule periodic meetingsHave agreed upon system & criteriaHave employee self evaluateAddress results/behaviors vs. process/personalities (3:1 praise to criticism)Avoid ranking of employees/ system responsible for 80-90% of performance (TQM)Get employees’ signed written responseContract for performance changes to:

Remedy areas needing attention Build areas in which they want to grow

Function 8: Provide feedback, Discipline/Terminate

Use consistent & timely feedbackHave a legally reviewed processHave documentation over timeEmployee should know what is comingTerminate quickly, do not rehashRefer problems to EAP

Task 9: Legal RequirementsEOAA -- Equal Opportunity

Must not give preferential treatment Must not discriminate based on age, religion, political affiliation,

ethnicity, disability, weight, sexual preferences, marital status, birth control, origin, etc.

EOAA -- Affirmative Action Must have plan to rectify past discrimination by new hires,

advancement, & retentionFLSA=Fair Labor Standards Act is federal labor law concerning:

Overtime, minimum wage, child labor protection & equal pay (e.g., hourly workers must be paid time and half for work over 40 hours per week.)

FMLA=Family Medical Leave Act After one year of work provides 12 weeks of unpaid job protection leave

in a 12 month period for birth/adoption/foster child or the serious health condition of a employee/child/parent/spouse. Also allows the employee to return to the same or equivalent position§

Comparable Worth Equal pay for work of equal value

Labor union relations -- Treat labor as a partner (TQM) §

Special Case:Working with Volunteers

Highly underutilized resourceHighly abused resourceTreat like special employees (include in org chart, training, required supervision)Use best staff for volunteer managerRequires special skills in recruiting, matching and supervisionVolunteer management software helps

Summary: Personnel Management

Staff is the client/consumer of managers.

Key concepts and tasks Treat humans as other valuable resources, e.g.

$s Planning Continuous quality improvement Treat people with dignity and respect Give authority with responsibility Empower rather than accumulate power Ounce of prevention = pound of cure §

Summary: Personnel Management

Staff is the client/consumer of managersKey to all types of management

Communicating a vision Having well defined plans & measures of

achievement Continuous quality improvement (TQM) Drive out fear of discussing problems (TQM) Treat people with dignity and respect Give authority with responsibility Empower rather than accumulate power Ounce of prevention = pound of cure §