EMPLOYEE RELATIONS COACHING SUPERVISORS

Transcription

1 Introduction EMPLOYEE RELATIONS COACHING SUPERVISORS By Jill Gaskins East Bay Municipal Utility District (EBMUD) While I have a long history of working in human resources in private industry, I am relatively new to human resources at a public agency. Although I found many differences, the dynamics of the relationship between people remains the same. In a work setting, the relationships between management, employees and unions refers to the connections, dealings, or associations that bring them together to deal with personal, business, or legal affairs. The key to successful relationships is building a foundation of trust and respect. This is easier said than done. The culture of an organization, the adversarial nature of the discipline and negotiations processes, and the natural resistance people have to change are all roadblocks to developing and maintaining a foundation of trust and respect. The Human Resources professionals working in employee and labor relations are in a unique position to assist supervisors in developing better relationships by: Reviewing and questioning how they approach issues Focusing on positive reinforcement to change behaviors When possible, taking small steps toward larger changes When discipline or corrective action is required, a supervisor s responsibility is to change the behavior while maintaining a productive working relationship with the employee. The ongoing effectiveness of the employee and the morale of the work unit can be affected by the actions and attitude of the supervisor during and after the disciplinary process. The Value of Employee Relations Analysts Employee Relations (ER) Analysts are responsible for working directly with the supervisors on disciplinary actions, grievances and negotiations. This responsibility puts the ER Analyst in a position to observe different supervisory styles and assess if a given approach is bringing the desired outcome. The ER Analyst can help supervisors evaluate their styles and make suggestions for improvement. ER Analysts regularly deal with the problems between supervisors and staff but often are not involved until something has already gone wrong. Some of the best supervisors are least equipped to handle employee problems because they are unfamiliar with the matter

2 Page 2 of 8 causing the problem. ER Analysts have the advantage of knowing what problems have occurred in the organization and the history of how similar problems have been resolved. Building a strong, proactive relationship between the ER Analysts and the supervisors can bridge the gap created by a supervisor s lack of practice in dealing with the myriad of issues that arise. Additionally, ER Analysts can promote a stronger rapport between the supervisors and the unions by encouraging the supervisor to improve communication and develop skill in conflict resolution. Resources for Supervisors Resources available to supervisors to help them understand their role and learn how to handle the steps of progressive discipline, grievance processing, arbitrations and negotiations include: The provisions in Memorandums of Understanding (MOU) Policies Procedures Civil Service Rules Federal and State employment laws Legal rulings from court cases, arbitrations and Public Employment Relations Board (PERB) decisions. The common thread in these resources is the agreement between the unions and management on what the language means and how it is applied. Success in finding mutually-acceptable solutions to problems is affected by the relationship between the parties. For example, at EBMUD, supervisors attend classes and seminars designed to give them the skills to be good supervisors. Notwithstanding the training, they need to practice the skills they ve learned to retain what they ve been taught. Ideally, the supervisor should contact the ER Analyst for assistance with a problem early on. This is more likely to occur if the supervisors trusts and respects the ER Analyst. The Value of Effective Supervisors What are the characteristics of an effective supervisor? In First, Break All The Rules by Marcus Buckingham and Curt Coffman 1 a study is included that looked at what the world s greatest supervisors do differently. The results were based on in-depth interviews conducted by the Gallup Organization with over 80,000 supervisors in over 400 companies. The study found that effective supervisors are vital to creating successful 1 Buckingham, Marcus & Coffman, Curt, First, Break All The Rules

3 Page 3 of 8 employees. The best supervisors build on their staff s strengths rather than trying to fix weaknesses. The study showed great supervisors focus on: Making certain each employee has clearly defined expectations Supplying the materials and equipment needed to do the work right Giving each employee an opportunity to do what they do best every day At least once a week, giving some type of recognition or praise for doing something right Showing you care about each employee as a person Encouraging the development of each employee Role of the Supervisors Put simply, it is the supervisor s responsibility to set clear expectations and then motivate and develop the employee s strengths. When supervisors try to fix an employee s weaknesses, they are setting themselves up for failure. First, this creates a negative focus and the results are often just as negative. More important, the supervisor should focus on fixing the relationship, not the person. This does not imply that there is no need for discipline in the workplace. Some people are either not capable or unwilling to meet the expectations of the job. However, before a disciplinary process begins, the supervisor should be certain he/she has done everything possible to help the employee succeed. The best supervisors work individually with employees, asking questions, listening, and working with them to bring their unique talents into their performance. Some supervisors fear this could be seen as discriminatory. While it is true that the terms of the MOU, polices, procedures and employment laws must be applied in an equal manner, these are a framework of rules designed to provide fair treatment for all employees and are not the basis for establishing good working relationships. An example of this is a supervisor who has two employees working in the same type of position with the same responsibilities. While both are equally skilled at performing the basic functions, one is timid and insecure and the other is aggressive and resistant to authority. If the supervisor treats these employees exactly the same way, a poor working relationship with one or both of them will likely result. If a supervisor s style of managing is more assertive, he/she may find that the insecure employee feels threatened and the more aggressive employee may challenge the supervisor s authority. If a supervisor s style is more hands off, the insecure employee may feel unsupported and the more aggressive employee s performance may be difficult to track. Effective supervisors learn that what matters it is not what rules are applied, but how each employee is approached. If a supervisor has an employee who clearly does not like being told what to do, the supervisor should try involving him/her in the decision process and garner buy-in to what is expected. If an employee is insecure, he/she may prefer the supervisor to lay out the expectations and not ask for input. Some employees might be

4 Page 4 of 8 subject matter experts, individual superstars or even leaders in their own right. A good supervisor uses varying styles to bring about successful performance. The framework of rules establishes what the supervisor needs to enforce. The success of enforcing the rules fairly while establishing and maintaining good working relationships is largely determined by how the supervisors approach each employee. Role of the Employee Relations Analysts So where do the ER Analysts fit in with the relationship between supervisors and their employees? The ER Analysts are in a position to help a supervisor recognize a problem with his/her way of approaching an issue or when his/her actions actually contribute to the problem. Supervisors have responsibilities beyond supervising their staff and may resist dealing with conflict. Or he/she may feel unable to cope with a specific issue. These are some of the reasons supervisors ignore or neglect unfamiliar or seemingly trivial issues. The longer a supervisor delays in confronting a problem, the more likely it will grow into a bigger one. The existence of a good relationship between the ER Analyst and the supervisors opens the door to early prevention and, if necessary, intervention. The first step is to let the supervisors know that the ER Analysts are available to discuss any issues regarding their staff. The supervisor should be requested to describe what is happening and what they have tried to do to solve the problem. The ER Analysts can then assist with making certain the supervisor has considered all avenues of obtaining relevant information, such as: Reviewing appropriate MOU language that pertains to the matter Reviewing policies and procedures that might impact their decision Determining if other staff or departments might need to be involved or have pertinent information Referring to previous similar situations and how were they resolved Discussing concerns with the Legal Department, if appropriate Determining if there is a required action such as referral to Affirmative Action or the Employee Assistance Program Asking if the supervisor has looked into sending the employee to appropriate training if the issue is lack of skills Acting as a sounding board for the supervisor to practice what they plan to say to the employee Giving advice on how to proceed or what questions to ask Discussing what measures (verbal counseling, coaching, training, etc.) the supervisor has already administered Reviewing the questions and approach the supervisor has developed if an investigation is involved Reviewing timelines

5 Page 5 of 8 The ER Analysts should encourage supervisors to address problems immediately whenever possible. Process of Corrective Action and Setting Expectations Issues with the employee should be separated by whether the problem is with the employee s performance or with their behavior. If the matter deals with performance, a determination should be made as to where and how the supervisor has set his/her expectations for the employee. Expectations might be found in a job description, a performance plan or some type of coaching or counseling session. With a behavioral problem, the expectations might be spelled out in the MOU, policies, procedures or other employment laws. If the supervisor is unable to show that clear expectations were given to the employee, this will be the first area where the supervisor needs to take steps. Expectations for an employee s performance and behavior should always be clear, reasonable and put in writing. Supervisors need to review applicable MOU s, policies, procedures, work rules, safety rules and any employment laws that govern the employment relationship to ensure compliance when setting expectations. The ER Analysts should emphasize the importance of making expectations clear. The use of a goal setting tool called SMART Goal Setting 2 is helpful in setting expectations. Supervisors should use this easily remembered tool: S means specific M means measurable (either quantitative performance or observable behavior) A is achievable or agreed to R means relevant, realistic and reasonable T means time-based or tangible Importance of Maintaining the Ongoing Relationship Besides setting clear reasonable expectations, supervisors should understand their role as agents of change. In First, Break All The Rules the Gallup research showed that the single largest reason employees leave a company is because of a negative or ineffective relationship with their direct supervisor. In public agencies many employees have civil service status which gives the employee a property right to their job. This property right combined with generous benefits can make leaving a job a difficult decision. Employees 2 Rose, Joni, SMART Goal Setting

6 Page 6 of 8 may opt to stay, but if the relationship with their supervisor is strained the result is usually an unhappy and often unproductive employee. While the grievance procedure is available for specific issues, it is not designed to address the relationship between the supervisor and the employee. Although the goal of progressive discipline is to change behavior, it does not necessarily provide a way to maintain positive working relationships between the parties involved. This falls to the supervisor. Even if a supervisor takes immediate action when a problem occurs, sets clear expectations, coaches, mentors and otherwise strives to encourage employee s success, these are insufficient if the working relationship remains strained or broken. Kaizen Encourage Supervisors to Explore Different Approaches It is not unusual for a supervisor to enter a position and find on his/her staff an unhappy or unproductive employee. Simply telling the employee what to change can result in a defensive and dispirited staff member. Or a supervisor feels the employee has too many problems to deal with and they will either put off dealing with him/her or begin discipline. This is when the ER Analysts should encourage the supervisor to embrace concept of kaizen, a Japanese technique of achieving lasting change and success through small, steady steps. In his book One Small Step Can Change Your Life by Robert Maurer, Ph.D. 3, he discusses the natural resistance to change that many people share. All changes, even positive ones can be frightening. This human fact is unavoidable whether the change is seemingly insignificant or life altering. The application of kaizen encompasses the following strategies: Asking small questions to dispel fear and inspire creativity Thinking small thoughts to develop new skills and habits Taking small actions that guarantee success Solving small problems Recognizing small achievements or moments Bestowing small rewards to yourself or others This approach is designed to break down issues and work on making changes by taking small steps in the right direction. It is important to understand that not all six of the strategies listed above are appropriate for every situation. Supervisors should make a list of the issues they have with an employee and then start with something easy. An early success on a small change can pave the way for changes on bigger issues. The philosophy is simple great change can be made through small steps! The ER Analysts 3 Maurer Ph.D., Robert, One Small Step Can Change Your Life

7 Page 7 of 8 are in a position to help encourage supervisors to work on problem areas with an employee one at a time, assuming of course they are not dealing with gross misconduct. Another benefit of encouraging supervisors to develop the skills of kaizen is that the same concepts apply to improving their supervisory style. Useful Tools for Developing Skills The book First, Break All The Rules is part of a series which includes Now, Discover Your Strengths 4, and Go, Put Your Strengths to Work 5, both by Marcus Buckingham. Now, Discover Your Strengths helps supervisors discover their own strengths as a supervisor and the strengths of their employees. Go, Put Your Strengths to Work guides supervisors to make the most of their strengths. These three books along with One Small Step Can Change Your Life and SMART Goal Setting are just a few of the many tools and concepts the ER Analysts can provide to support the supervisors. Conclusion ER Analysts are in a unique position to assist supervisors by encouraging them to spend more time establishing and maintaining good working relationships with their staff. By proactively working to establish a good rapport with the supervisors, ER Analysts can encourage supervisors to strive for ways to reinforce positive solutions. It takes time to develop positive and productive working relationships. It also takes time to investigate and discipline employees. The best support the ER Analysts can provide to the supervisors is helping them decide how and where they will spend that time. Jill Gaskins Human Resources Analyst II East Bay Municipal Utility District 375 Eleventh Street Oakland, CA (510) Buckingham, Marcus, Now, Discover Your Strengths 5 Buckingham, Marcus, Go, Put Your Strengths to Work

8 Page 8 of 8 References 1 Buckingham, Marcus & Coffman, Curt, First, Break All The Rules 2 Rose, Joni, SMART Goal Setting 3 Maurer Ph.D., Robert, One Small Step Can Change Your Life 4 Buckingham, Marcus, Now, Discover Your Strengths 5 Buckingham, Marcus, Go, Put Your Strengths to Work