The Network for Social Work Management

Transcription

1 The Network for Social Work Management An International Organization Advancing Social Work Management

2 Invest in your Career: Join the Network Starting on July 1, 2013 Membership to the Network became free for Individual Members Please note that due to these changes, membership applications are not currently being accepted

3 Benefits of Joining The Network o Exclusive Networking Opportunities o Mentorship of Future Organizational Leaders o Reduced Rates at National and Regional Conferences o Interactive Webinar Series o Social Work Manager, Quarterly Newsletter o Opportunities to Serve on Network Committees o And many more

4 About the Presenters o Shelly Wimpfheimer, DSW, LCSW, CSWM, President, Wimpfheimer & Associates and Executive Director of the Community Chest o shellyw6tg@gmail.com o Louis Donnelly, MSW, PhD. Student o Graduate Research Assistant o Rutgers School of Social Work, Institute for Families o ldonnelly@ssw.rutgers.edu

5 The 360 Assessment: A New Tool for Evaluating Managers Performance March 3, 2014 at 11:00AM PST/2:00PM EST Presenters: Shelly Wimpfheimer, DSW and Louis Donnelly, MSW, LCSW

6 Human Services Management Competencies A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions This instructional series features Network s Human Services Management Competencies, a framework for describing the skills necessary for the successful management of both public and private nonprofit organizations.

7 Competency: Possess interpersonal skills that support the viability and positive functioning of the organization Leadership 1. Demonstrates the ability to assume different leadership styles as appropriate to the situation 2. Possesses strong skills in emotional intellligence, self-awareness, self-mastery, etc. 3. Is able to find common ground with others and form positive relationships easily 4. Recognizes the value of optimizing the human potential of staff and insures that the organization develops healthy and productive practices that develop staff in all ways 5. Demonstrates the ability to assemble a leadership team of individuals whose skills and abilities supplement one s own and to be a team player"

8 Presentation Overview Background on management and leadership competencies Instrument to assess management competencies Results from 360 assessment - case study Strategies for implementing 360 evaluation Other applications of the management competencies Q & A

9 Background on Management and Leadership Relevance of competencies for different levels of managers Not all competencies are relevant for all managers in all organizational contexts (e.g. public management) Greater expectations for collaborative decisionmaking More emphasis on effective implementation

10 Emotional Intelligence The Fundamentals SW 1. Self Awareness 3. Social Awareness 2. Self Management 4. Social Skill

11 Effective Management Values and mission are ever-present Value learning and openness Able to reflect on own skills and abilities Willing to consider new approaches to managing/leading

12 Why carry out 360 evaluations? Identify individual and organizational strengths and areas in need of improvement Promote greater self-awareness of managers Facilitate important topics of discussion during mentoring and coaching sessions Utilize information for individual and organizational development

13 LD Context of 360 Evaluation Case Study State human service agency Evaluation of local office managers Modified list of NSWM competencies approved by the agency administration Adapted for managers of public organizations Managers engaged in an 19-month management and leadership training program Monthly trainings Regular coaching/mentoring sessions Capstone projects

14 LD Administration of 360 Evaluation Case Study Administered 10 months into training program Managers evaluated their own performance Supervisors voluntarily completed evaluation of manager Two (at least) supervised by manager voluntarily completed evaluation of manager (staff selected by manager) Supervisors and staff made aware that responses would be shared with managers Results shared with manager only

15 LD Sample of Participants 43 managers evaluated 90% Female 68% with Master s Degrees 32% with BA s only Average 5.4 years management experience Average 19 years experience in public organization 43 supervisors evaluated the managers 100 supervisees evaluated the managers

16 LD Development of 360 Evaluation Instrument 14 competencies 3 to 6 behavioral statements for each competency Agreement indicates high competency Refer to handout

17 LD Sample of Report Presented to Managers Refer to handout

18 LD Aggregate Results

19 LD Competency strengths: Aggregate Results Human resources; Financial management; Internal controls Competencies in need of improvement Stakeholder relationships; Learning processes; Strategic management; Community collaboration Performance indicators in need of improvement Management functions related to external stakeholders Minimal differences by background characteristics Education; Years of management experience; Years working in public organization

20 Experience Processing the Results General reaction positive Participants reflected on who they chose to participate in the process Participants were generally willing to examine their selfassessments Participants were interested in using this process to evaluate other staff The confidentiality of the process was a strong factor in participants acceptance

21 Using the Results in Coaching Sessions Discussion of how the results were organized in the report Review of each type of results Discussion of similarities and differences and possible reasons for them Review of possible approaches to improving areas in which performance results from others varied Creation of a plan

22 Best Practices for 360 Implementation Preparing managers for examining their performance honestly Ensuring confidentiality Providing them with a coach they can trust Helping them select other participants in the process Providing them with time to participate in the process Permitting them to develop their own improvement plan Providing them with honest feedback about their participation in the process

23 Recruitment/hiring Other Applications Appraisal/promotion Professional development Organizational development

24 Get Connected! Network for Social Work Management Facebook.com/NNSWM Twitter.com/TheNSWM New Twitter Account!