Effective People
Management:
A Presentation to OCSAA
“We take our lead from Christ, who is the source
of everything we do.”
- Ephesians 4:15
Doreen Harvey, Human Resources Consultant
Adrian Miedema, Partner, Dentons Canada LLP
February 10, 2014
February 10, 2014
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Today’s Webinar
1.
Effective hiring practices (Getting the right people on the bus)
2.
Effective management (Keeping the right people on the bus)
3.
4.

Communications

Clarifying expectations
Managing problem employees

Performance issues

Persons with disabilities/chronic sick leaves
Terminations
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Effective Hiring

“People are not your most important asset, the RIGHT people are.”
– J. Collins; Hire slowly, fire quickly

Hire people:

Who ‘get’ your culture & values

Who don’t have to be tightly managed (vs. guiding and teaching); hire self
leaders


With passion for the role
Define the process & implement
See:http://www.bing.com/videos/search?q=The+right+people+by+jim+collins&docid=4684152697260005&mid=F153366DFBEE74BDB18CF1533
66DFBEE74BDB18C&view=detail&FORM=VIRE3#view=detail&mid=F153366DFBEE74BDB18CF153366DFBEE74BDB18C
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Common Pitfalls in Effective People
Management

Lack of a clear vision

Expectations not clear for employee

Hiring the wrong people

Little or no communication or feedback

Poor delegation

Managers not coaching and developing their staff

Problems ignored or not resolved early enough
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The Performance Management
Cycle
Performance Planning
• Clarifying expectations
• Getting the ‘final exam’
Employee Development
• Creating a Development Plan
• Rolling out the plan
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Performance Coaching
• On-going feedback &
communications;
• Working towards an ‘A’
Performance Evaluation
• Regular Reviews – informal and
formal
• Rewards & recognition
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Good to Great

Fly-wheel concept:

Aligns people by clarifying the vision

Consecutive ‘pushes’ in the same direction

No single, defining event, no ‘killer concept’ or program but big and small
‘pushes’

Adds up to sustained and spectacular results
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Communications
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What is Critical Feedback?

Honest communications

Telling people how their behaviour affects us/others.

Delivering a difficult message

Speaking the truth in love

Searching for the truth and confronting it

The application of Matthew 18
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Critical Conversations - Premise

Be supportive and motivating

Demonstrate integrity, truth, kindness and respect

Foster learning: powerful

Be aware of developing a link with person, not cutting off
communications

Seek the truth in the situation
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Critical Conversations
1. Identify the issue
2. Have a specific example(s) to illustrates the behaviour or situation
that needs to change.
3. Describe your emotions about the issue.*
4. Clarify what’s at stake.*
5. Identify your contribution to this problem.
6. Indicate your wish to resolve the issue.
7. Invite the person to respond.
* Fierce Conversations: Susan Scott, 2002
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Discipline

What is discipline?

“Disciple” means “to teach”; therefore it is teaching in a way that
modifies behaviour

Ensuring the person clearly understands what is expected

Determining if the person knew what was expected but chose to do
otherwise
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How to Discipline Effectively

Investigate the situation

Meet in private

Be brief/specific & consistent

Address issues as soon as you can

Give a clear warning, if a warning is necessary

Create a “Performance Improvement Plan” if this makes sense
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How to Discipline (cont’d)

Progressive:

Verbal warning

Written warning

Suspension

Dismissal

Outline future corrective action

Fully document
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Performance Improvement Programs

Try to uncover the reason for the decline in performance

Create a plan!

Catch it early

Identify performance issue, its causes and a way forward

Identify how the organization may have contributed to the problem

Set out expectations
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Performance Improvement Programs
(cont’d)

Create plan with timeline for deliverables/outcomes and dates for follow
up meetings

Review your leadership style and discuss with employee as this may
change in the course of the PIP

Give staff member the opportunity to turn things around

Document
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Managing Problem Employees

Performance Issues

“Harassment” allegations resulting from performance management
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Managing Problem Employees

Chronic absenteeism / sickness

Human Rights Code: disability discrimination / duty to accommodate
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Terminations

Employment Standards Act obligations

“Common law” notice

Exceptions:

Employment contract

Resignation

Just cause
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Terminations

Contractual restrictions on termination: check your contracts and policies

Special considerations for teachers

Human rights considerations
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What Works...

Hiring the right people

Effective communications & feedback

Clear expectations

A commitment to people development

A culture that supports and fosters staff engagement

Addressing issues early and with grace, honesty

Trust & respect

Servant leadership
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