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Association Personnel Management Leaders and Laggards NAW Association Executives Council (AEC) 2014...
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Transcript of Association Personnel Management Leaders and Laggards NAW Association Executives Council (AEC) 2014...
Association Personnel ManagementAssociation Personnel ManagementLeaders and LaggardsLeaders and LaggardsNAW Association Executives Council (AEC)NAW Association Executives Council (AEC)
2014 Summer Meeting2014 Summer Meeting©Presented by:©Presented by:
Nancye M. Combs, AEP•SPHRNancye M. Combs, AEP•SPHRPresident, HR Enterprise, Inc.President, HR Enterprise, Inc.
P.O. Box 6507 * Louisville, KY 40206P.O. Box 6507 * Louisville, KY 40206502.896.0503502.896.0503
[email protected]@aol.com
Association Personnel ManagementAssociation Personnel ManagementLeaders and LaggardsLeaders and LaggardsNAW Association Executives Council (AEC)NAW Association Executives Council (AEC)
2014 Summer Meeting2014 Summer Meeting©Presented by:©Presented by:
Nancye M. Combs, AEP•SPHRNancye M. Combs, AEP•SPHRPresident, HR Enterprise, Inc.President, HR Enterprise, Inc.
P.O. Box 6507 * Louisville, KY 40206P.O. Box 6507 * Louisville, KY 40206502.896.0503502.896.0503
[email protected]@aol.com
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Learning ObjectivesLearning Objectives
Learn the tenets of hiring for retention of long-term talent
Learn the methodology for developing and retaining leaders
Methods of coaching the underachiever
How to recognize the uncoachable
How to implement a measureable improvement plan
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Mistakes in Hiring Long-Term Talent
• Lack of clarity and role confusion• Fail to identify the important competencies• Try to duplicate yourself• Over-hire• Create unrealistic expectations
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Threshold Requirements
• Clarify the Knowledge, Skills, Abilities needed (KSAs)
• Match the employee to the position• Begin with basic skills
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Competencies with Greatest Impact Competencies with Greatest Impact For Association ManagementFor Association Management
• Ability to Learn• Teamwork• Communication Skills• Technical Skills• Analytical Skills • Computer Skills
• Interpersonal Skills• Project Management• Business Writing • Presentation Skills• Planning/Time
Management
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Most Association Work = 16 years educationMost Association Work = 16 years education
Key Success Factors
1. Working Effectively With Others
2. Initiative and Follow Through
3. Critical Thinking/Problem Solving
4. Priority Setting
5. Communication
6. Leadership
7. Job Proficiency
8. Creativity/Passion for Marketing
9. Attendance/Punctuality
Identified by Executive Leadership Team, 4/20146
Training Versus DevelopmentTraining Versus Development
Training
• Training involves a process of providing knowledge, skills and abilities (KSAs) specific to a particular task or job. Used when skill is missing and can be used immediately.
Development
• Development is a long-term focus on preparing for the future responsibilities while increasing capacity to perform current work. Development is broader than just training.
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Career Development as a Job Satisfaction Factor
34%=Very important 47%=Important 15%=Unimportant 4%=Very Unimportant
Source: 2012 Job Satisfaction and Engagement: A Research Report by SHRM
TESTINGTESTING
ADVANTAGES• Determines deficiencies
in KSAs• Easy to quantify and
compare
DISADVANTAGES• Must be constructed for
audience and valid to be legal
• Does not indicate if measured knowledge and skill is used for position
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11For further information, contact: [email protected]
SWOT - IPDSWOT - IPD
ADVANTAGES• Easy to Administer• Widely Used and
Respected• Non-Threatening• Forces Employee to
Think about Future
DISADVANTAGES• No Validation• Employee may not have
realistic view
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EMPLOYEE DEVELOPMENT PLAN
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A. CAREER INTEREST• Short Term – What Now?• Long Term – What Next?
B.PERSONAL DEVELOPMENT PLAN
____
Skill/Development Area
Action by Employee Action by Executive
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ASSESSMENT CENTERASSESSMENT CENTER
ADVANTAGES• Ideal for leadership
and management employees
• Requires high levelof employee participation
DISADVANTAGES• Time consuming and
expensive• Diagnoses
development needs but not potential
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ADVISORY COMMITTEEADVISORY COMMITTEE
ADVANTAGES• Inexpensive and
accessible• Taps knowledge of
those who know
Could be members orvendors
DISADVANTAGES• Carries personal bias
potential• Information may be
limited to public behavior
Opportunities to Develop Leaders
• Challenging assignments early in the role• Visible leadership role models who are either very good or
very bad• Assignments that broaden knowledge and experience with
tolerance for error• Task force/Project Management assignments• Mentoring or coaching from Senior Executive• Cross Training/Exposure outside the employee core
responsibilities• Special projects and development jobs• Formal Training Programs
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HIDDEN VALUESHIDDEN VALUES
Challenging, multifunctional work teaches: •self-confidence, •toughness, •persistence, •knowledge of the business, •skills in managing relationships, •sense of independence, and •Leadership.
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University or College
Leadership Denver, San Francisco, or Columbus
Center for Creative Leadership
Association Leadership Programs
Certification Programs
FORMAL SETTINGS
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Tuition Reimbursement
Educational Loans
Sabbaticals
Company Paid Sponsorships
Scholarships
FINANCING FUTURE LEADERS
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Discharge \\CoachingCoaching
Coaching is the time supervisors spend helping
employees get better and better at their jobs. It
is what we do after we have provided basic
training.
Coaching is reserved for those who have shown they know how!
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Unemployment Defined\\
THE UNCOACHABLETHE UNCOACHABLE
The Pacer11
The Unmotivated
The Character Flawed44
33
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The Know-it-All
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Discharge\\CounselingCounseling
Counseling is the time supervisors spend discussing problems with employees – refuse to improve, communication issues, problems with co-workers, absences, failure to follow new procedures, as well as personal issues, such as outside issues that interfere with the work.
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Unemployment Defined\\
Conversation StartersConversation Starters
I am concerned we may not be able to keep you here…11
I am sure you care a lot about this job…
Please help me understand why this project is stalled and how you intend to get it finished by..
44
33
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I am a little worried that you may not know the impact of not improving your work will have, so I need to tell you…
55
If we were on the golf course I could give you a mulligan, but at the office they don’t exist.66
I understand that paperwork is your least favorite thing to do, but it is essential to our business and..77
I am accountable for everyone here and I am struggling to understand how to help you….
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Unemployment Defined\\The Steps of CounselingThe Steps of Counseling
Critical Steps to Counseling An Employee….
1. Get agreement there is a problem
2. Discuss mutually agreeable solutions “OPTIONS”
3. Get employee commitment to solve the problem
4. Follow up and monitor progress - PIP
5. Recognize achievement right away
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Performance Improvement PlanPerformance Improvement Plan
1. Formal commitment to improve2. Specific behaviors and results3. Time bound4. Sends the right message
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1. Point out performance deficiencies
2. Provide the employee with a specific work plan(s)
3. Define acceptable standards of performance
4. Establish a timetable and dates for reviews of progress
5. Ensure equal treatment is fairly and equitably administered
OBJECTIVES OF THE PIP
PIP
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• Applies to all employee actions:
– Covered by Anti-Discriminations Laws
– True reflection of the expectations
– Free of discrimination
– Based on personal knowledge and observation
Coercive Discharge * Wrongful Termination
I’LL BE SUING YOU
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Nancye M. Combs, a Senior Professional in Human Resources, prepared this program. She is President of HR Enterprise, Inc., a teacher, a writer, an expert witness, and has been a mentor to talented executives on four continents for more than 25 years. She is an authoritative and entertaining presenter. Her goal is that you will learn from her and have fun in the process.
Thanks!