DHS Skills for Successful Supervision 1/7/2019
Office of Enterprise Development 1
Georgia Department of Human Services
Office of Enterprise Development
DHS Skills for Successful Supervision
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Vision and Mission for OED
Office of Enterprise Development
Vision
Strengthen DHS employees through high quality and timely knowledge transfer
Mission• Develop gold standards for training DHS employees• Establish consistency across the agency for training processes and curriculum• Establish consistency for conference and meeting management• Develop a robust workforce
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Introductions
Office of Enterprise Development
What is your name?
Where are you from?
Previous experience?
What fun fact can you share
about yourself?
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Ground Rules
Office of Enterprise Development
Be on time Stay positiveShow respect
– judgment free zone
Participate and ask
questions
Cell phone/ internet use Have fun!
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Housekeeping
Restrooms
Emergency Exit
Snacks & Drinks
Clean up
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Introduction
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• Fundamental Supervisory Skills Class
• Some concepts are review
• Some concepts are new
• Group & individual exercises
• Information, discussion and practice
• Testing
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Mandatory Annual Training
Training Relevance When
Sexual Harassment
• 55% of the EEOC’s harassment claims are gender-based• 25% percent of women experience sexual harassment in the
workplace• 75% of harassment victims experienced retaliation when they
reported it• Between 87% and 94% of employees experiencing
harassment do not file a formal complaint
Mandatory Annual
Safety and Falls, Slips and Trips (HR)
• Easy to overlook hazards indoors or outdoors• Raises your awareness to stay safe
Mandatory Annual
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Mandatory Annual Training
Training Relevance When
HIPAA (Health Insurance Portability and Accountability Act of 1996) (OGC)
• Congress recognizes that advances in electronic technology could affect the privacy of health information
• Congress mandated the adoption of federal privacy protections for individually identifiable health information
Mandatory Annual
Defensive Driving (OHR)
• Protection against careless motorists
• Vehicle and travel safety
Mandatory Annual
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Mandatory Annual Training
Training Relevance When
Information Security Awareness (OIT)
• Applies to all users including DHS employees and contractors with access to DHS systems, applications and network
• All users must comply with DHS policies and procedures regarding information security
Mandatory Annual
Workplace Violence (OIG)
• Part of DHS Standards of Conduct and Ethics in Government
• Employees are expected to maintain professional and businesslike relationships with fellow employees at all times
• DHS has a zero tolerance policy towards violence
Mandatory Annual
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Mandatory Annual Training
Training Relevance When
Workplace Harassment (OHR)
• A form of discrimination that violates Title VII of the Civil Rights Act of 1964, the ADA, the ADEA, or GINA
• Unwelcome verbal or physical conduct based on a person’s race, color, religion, sex or gender, national origin, age (40 and over), disability (mental or physical), or genetic information
Mandatory Annual
Fraud, Waste, Abuse (OIG)
• Centers largely around DHS policy 1201, mainly internal investigations and benefits fraud violations related to this policy as well as other fraud, waste, and abuse allegations
• Highlights sanctions for violating said policies as well as an end of course quiz.
Mandatory Annual
Office of Enterprise Development
New for FY ‘20
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New Hire/ Bi-Annual Training
Training Relevance When
Standards of Conduct (OIG)
• DHS Policy 1201 is our Standards of Conduct Policy• Employees must perform duties in compliance with the
following:• Federal and state laws• Code of Ethics for Government Services • Rules of the State Personnel Board • Governor Executive Order on ethics• Provides a foundation for handling a variety of work
related situations
New Hire
Customer Service and Communication
• Improves the interaction with internal and external customers in the service we provide
• Improves the delivery method of those services
New Hire
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New Hire/ Bi-Annual Training
Training Relevance When
Workplace Diversity (OHR)
• DHS Policy 101 is the Equal Employment Opportunity and Unlawful Discrimination Policy
• DHS is an equal opportunity employer committed to providing equal employment opportunity for all individuals regardless of race, color, creed, national origin, ancestry, citizenship, religion, political opinions or affiliations, age, disability, genetic information, gender, sexual orientation, pregnancy, childbirth, related conditions, military or veteran status
• Civil and human rights
New Hire
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Agenda
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• Successful Supervision Establishment
• Establishment and Transition
• ePerformance
• Communication
• Art of Listening
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Pre-TestOffice of Enterprise Development
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Successful Supervision Establishment
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Good vs. Bad Manager
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What are good vs. bad manager characteristics?
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Good Leader
Office of Enterprise Development
Good Leader
Inspiration Integrity
Clear goals
Good example
Vision
Clear communication
Expects the bestSupport
Encouragement
Recognition
Stimulating work
Focus on team interests
and needs
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Establishment and Transition
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Establishment and Transition
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Going from buddy to boss
• Hard decisions/hard circumstances
• Cannot always please, have answers, or meet needs
What is most difficult?
• Confronting employees
• Setting limits
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Setting Boundaries
• Maintains focus on goals and objectives
• Reduces risk of favoritism and harassment charges
• Facilitates objective decision-making
• Earns respect and credibility
• Creates foundation for building trust
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Knowing You
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• What is your leadership style?
• What do you know about your team?
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Knowing Your Team
Office of Enterprise Development
• Learning styles
• Visual, auditory, kinesthetic or tactile
• Interpersonal styles
• How we deal with other people
• Motivators
• Something to keep our team working
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Leading Your Team
Office of Enterprise Development
• Demonstrate a can-do approach
• Learn the facts
• Make your own decisions
• Confront challenges
• Accept responsibility
• Be consistent
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Accessibility
Office of Enterprise Development
• Maintain accessibility
• Manage by walking around (MBWA)
• Productivity reports and feedback
• Discuss performance reviews
• Frequent communication with virtual staff
• Give up old tasks
• Get things done through others
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Roles and Expectations
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Expectations - Results
Office of Enterprise Development
• Show respect to others
• Set clear expectations
• Set high standards for yourself and those around you
• Believe in yourself
• Listen
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Earn Respect
Office of Enterprise Development
• Stand up for your team
• Show confidence and express appreciation
• Identify that poor performance is not acceptable
• Treat everyone with fairness
• Always follow through with your actions
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Relating to Your Manager
• Supportive and positive
• Willingness to learn
• Cooperation with others
• Even temperament
• Say No appropriately
• Keep up the good work
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Relating to Peers
• Deal directly with the people you need
• Spread requests around
• Never bully or pressure peers
• Return the favor
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Relating to Your Team
• Provide vision for the future
• Provide inspiration
• Make staff feel important
and appreciated
• Live your values & behave
ethically
• Empower others
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Relating to Your Team
• Set the pace through your expectations and be an example
• Establish an environment of continuous improvement
• Provide opportunities for people to grow, both personally and professionally
• Care and act with compassion
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What Motivates Your Staff?
Office of Enterprise Development
Work itself
Advancement
Responsibility
Salary
Benefits
Social relationships
Recognition
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ePerformance
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Performance Management
Overview
Four Phases of Performance Management
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Employee Performance Plan
Section Weight*
1 Core/Individual Competencies (Required) 25-100% (minimum of 25%)
2 Individual Goals (Optional) 0% - 75%
3 Job Responsibilities (Optional) 0% - 75%
4 Individual Development Plan Not rated
*The entire weight for sections one through three cannot exceed 100%
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Determining Section WeightsConsider the importance of a section
Weight indicates critical level
Essential for success
Required for acceptable performance
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Factors for Section ImportanceFactors to consider when determining the importance of a section:
• Consequences to stakeholders
• Health or safety implications
• Financial implications
• Political considerations
• Proportion of total work time spent
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Section 1: Core/Individual Competencies
Office of Enterprise Development
• Statewide competencies that are required
• Customer Service
• Teamwork and Cooperation
• Results Orientation
• Accountability
• Judgment and Decision Making
• How things get accomplished
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The Rating Scale
Office of Enterprise Development
Met all and may have exceeded some (less than 50%)
Met all and exceeded most (more than 50%)
Met most, but failed to meet some
Exceeded all performance expectations
Did not meet all or most
Evaluate performance on all competencies, goals, and job responsibilities
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Not Rated Option for Employees
Office of Enterprise Development
• Employees hired between April 1st and June 30th should be evaluated if supervisors have had sufficient time to adequately evaluate performance
• Criteria for “N” - Not Rated instead of numerical value• A new supervisor of employees 3 months or less• An employee who is hired on or after April 1st
*Contact OHR to determine if Not Rated should be used
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Calculation of Ratings
• Assess each goal, competency or responsibility
• System calculates rating for the section
• System calculates an overall rating
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Statewide Leadership Competencies
Office of Enterprise Development
Talent Management
Transformers of Government
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Section 2: Individual Goals
Office of Enterprise Development
• What individual goals get accomplished
• Goals are measurable outcomes or results
• Provide three to five goals
• Write goals as SMART goals
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Individual Goals/ Behavioral Competencies
Office of Enterprise Development
• Creativity/ Innovation/ Flexibility
• Communication
• Cultural Awareness
• Initiative
• Project Management
• Teaching Others
• Negotiation and Influence
• Professional Development
• Team Leadership
• Conflict Management
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Section 3: Individual Job Responsibilities
Office of Enterprise Development
• Identify areas that are most important to the employee’s success in the position
• Provide three to five job responsibilities
• Supervisors should consult with their division or office to ensure that all individual job responsibilities are aligned to the division or office standards
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Job Responsibilities/ Behavioral Competencies
Office of Enterprise Development
• Creativity/ Innovation/ Flexibility
• Communication
• Cultural Awareness
• Initiative
• Project Management
• Teaching Others
• Negotiation and Influence
• Professional Development
• Team Leadership
• Conflict Management
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Section 4: Individual Development Plan
Office of Enterprise Development
Action plan created by employee and direct supervisor• Critical for all employees• Goals and activities• For excellent workforce
Focus• Current role• Expanding skills• Preparation for future roles• Professional development
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Conducting the Review
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Performance Plan Meeting Objectives
• Performance expectations
• Performance measurements
• Review tracking and monitoring
• Review observing
• Activities and target dates
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Evaluation Meeting
• Be prepared• Explain purpose• Take notes• Two-way exchange• Some problem-solving and goal setting• Review expectations and definitions• Discuss self evaluation
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Evaluation Meeting (Continued)
• Review ratings and cite examples• Obtain agreement on action plans• Summarize major points• Opportunity to make comments• Express confidence in employee• Forward to and/ or meet with
manager
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Performance Evaluation Tips
• Clarify expectations
• Evaluate employees based on expectations
• Monitor all areas of behavior
• Define the review period
• Use interim evaluations more frequently
• Rating should be consistent with performance
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Common Performance Evaluation Mistakes
• Satisfactory rating with disciplinary action(s)
• Failing to weigh the importance of the action(s)
• Failing to evaluate whole performance
• Failing to have adequate documentation
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Recognizing PerformanceOffice of Enterprise Development
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Benefits of Employee Recognition
• Reinforced behavior tends to reoccur
• Encourages others to excel
• Increases productivity
• Creates a cohesive work team
• Increases commitment
• Cultivates respect for supervisor
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Non-Monetary Rewards
• Flexibility
• Achievement
• Personal growth
• Challenging work
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Rewarding Employees
Office of Enterprise Development
• Handwritten note from manager
• Make work fun
• Help people connect
• Reward effort and success
• Wall of fame
• Visual recognition
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Rewards and Consequences
• Follow through
• Focus on job related issues
• Employee has earned the reward or correction
• Only approve salary increases for truly satisfactory performance
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ePerformance Self-Paced Training
Office of Enterprise Development
DHS ePerformance self-paced training is available on the LMS.
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Communication
Feedback Loop
Communication Channel
03/2018Office of Enterprise Development
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Communication Medium
- Face-to-face
- Telephone
- Written communication
- Memos, emails and letters
- Group or staff meetings
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Barriers to Communication
ContradictionsAssumptions
ConfusionPerceptions
Jargon
03/2018
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Email Communication
• 55% of interaction’s meaning comes from facial and body language
• 38% comes from vocal inflection
• Only 7% of the interaction’s meaning comes from the words themselves
• Emails are just words -- easily and often misinterpreted
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Undermine Relationship in Emails
• Never treat an e-mail like a conversation• Keep messages short
• Establish the right tone upfront
• Criticism via email can be detrimental for the long term• Get your objective in mind before you type
• Never email when you are irritated
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Undermine Relationship in Emails
Avoid:• Email grenade battles – do not respond to others’ aggressions• ‘You’ statements as much as possible • Using absolutes; never, always, impossible, or cannot• Over use of I in an email
• Bold, CAPITALIZING, Red, or lots of !!!!
Use:• Techniques to keep your inbox clean – maximizes responsiveness• Grammar and writing rules
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The Art of Listening
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Effective Listening Skills
Office of Enterprise Development
• Be attentive
• Ask questions
• Avoid unnecessary interruptions
• Good body language
• Empathize
• Take notes
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Active Listening
Listening is:
• Active
• Two-way
• Empathetic
Listen for:
• Understanding
• Key information
• Decision-making
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Agenda
Office of Enterprise Development
• Engaging Dialogue
• Planning and Prioritizing
• Delegation and Motivation
• Problem Solving and Decision Making
• LEP/SI
• Concerns and Resolution
• Training Your Team
• Team Building
• Dress Code
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Engaging Dialogue
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Open-Ended Questions
• Give an opportunity to fully explain
• At the beginning of contact:
• Gain information
• Find out what is requested or needed
• Obtain what the other knows
• Fact-finding instrument
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Closed-Ended Questions
• Require a limited and specific response, often just yes or no
• Use when you need to:
• Get the customer’s agreement
• Verify your understanding of the situation
• Manage the conversation and your time
• Most issues will be concluded with a closed-ended question:
• Is that an acceptable arrangement?
• Have I answered all your questions?
• Will this resolve the issue?
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Key Words in Questioning
Open-Ended• How
• Why
• Who
• When
• What
• Where
Closed-Ended• Did
• Can
• Have
• Do
• Will
• Is
• Would
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Planning and Prioritizing
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The Leader Puzzle
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Planning and Prioritizing
• Time management tools
• Time management goals
• Establish routines
• Organize systems
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Planning and Prioritizing
• Track daily activities
- Date and time
- Activity description
- How I feel
- Duration
- Value
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Analyze Your Daily Log
Eliminate or delegate unessential rolesEliminate or delegate unessential roles
Stay focused on single taskStay focused on single task
Reduce time on legitimate personal activitiesReduce time on legitimate personal activities
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Daily Planning Tips
• Limit interruptions• Set time limits• Handling demanding tasks
• Prioritizing important tasks
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Delegation and Motivation
Office of Enterprise Development
• decision.
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Delegation & Motivation
Office of Enterprise Development
• decision.
“...the achievement by a manager of definite, specified results,...by empowering and motivating subordinates to accomplish ...specific results for which the manager has final accountability.”
D. McConkey
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Why You Must Delegate
Office of Enterprise Development
Your Ability
Your Responsibility
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Why You Should Delegate
• Importance to the Supervisor
• Importance to the Employee
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When to Delegate
Office of Enterprise Development
• Is it critical that you do it yourself?
• Does the task provide an opportunity to grow and develop another person’s skills?
• Is this a task that will recur in a similar form in the future?
• Do you have enough time to delegate the job effectively?
• Is this a task I should delegate?
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Upward Delegation
Office of Enterprise Development
Avoid upward delegation
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Things You Should Not Delegate
• Ultimate accountability
• Responsibilities regulated by law
• Selecting new employees
• Power to counsel, discipline and maintain morale
• Evaluating performance
• Resolving conflicts or any duties involving trust
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Things You Should Not Delegate
• Formulating goals
• Formulating strategies
• Formulating polices
• Preparing or approving budgets
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The Delegation Process
• Make assignments
• Be clear and tell them why
• Specify time and quality standards
• Monitor with support and progress checks
• Evaluate
• Give rewards and consequences
• Never play favorites
• Do not delegate to punish
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Delegation Exercise
Office of Enterprise Development
Are you ready to delegate?
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Problem Solving & Decision Making
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Problem Solving vs. Decision MakingProblem Solving Decision Making
Define the problem Define and clarify the issues
Determine the cause Gather the facts and understand the causes
Generate and evaluate possible solutions Brainstorm possible options/ solutions
Select and troubleshoot the chosen solution Consider and compare pros and cons
Develop and implement an action plan Select best options
Follow up Follow up
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Decision Making: Involving Others
Office of Enterprise Development
Authority or Expert
Consultative
Majority Rules
Consensus
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Decision Strategies: Critical Factors
Office of Enterprise Development
• Is the individual responsible for their decisions or does the organization hold ultimate responsibility?
• Who has to carry out the course of action decided?
• Who will it affect if something goes wrong?
• Are you willing to take responsibility for a mistake?
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Decision Strategies: Critical Factors
Office of Enterprise Development
Need for Buy - In
Building Teamwork
Capability
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Group ExerciseSolve a Problem or Make a Decision
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Concern and Resolution
Office of Enterprise Development
Leaders think and talk about the solutions.
Followers think and talk about the problems.
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Coaching Goals
Office of Enterprise Development
Building Skills
• Orchestrate opportunities
• Coach new skills• Discuss new skills• Provide practice• Discuss learning
Solving Problems
• Encourage defining problems
• Encourage problem solving
• Sympathize with difficulties
Work Progress
• Discuss potential barriers
• Sounding board• Discuss potential
solutions • Discuss pros and
cons
Overcoming Conflicts
• Assist with thinking through conflicts
• Encourage switching perspectives
• Focus on results• Avoid focusing on
personality conflicts
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Management Coaching ModelTell the significance of the discussion
Specify details
Specify desired outcomes
Open-ended questions
Active listening
Agree on an outcome
Summarize actions to be taken
Set up a follow up meeting
Assure confidence in employee’s ability
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Development
Foster professional growth
• Explore outside training
• Enhance strengths
• Veteran employee mentors
• On the job training
• Demonstrate competencies
• Model professional behavior
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Mentoring
Foster professional growth
• Usually not done by the supervisor• Relationship with an experienced “expert”• One on one confidential relationship• Fosters employee growth and confidence• Less formal structure• Requires skilled communicator
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Giving Positive Feedback
• Recognize good performance
• Be specific
• Describe importance of feedback
• Relate to goals
• Praise in public
• Mean what you say
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Giving Corrective Feedback
• Address problems ASAP
• Be specific about deficiencies
• Use opportunity to improve skills
• Describe the effect on goals
• Protect self-esteem
• Avoid public correction
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Conflict Resolution
• Meet with both parties and give assignment
• Parties meet, discuss assignment and resolve conflict
• Supervisor arranges meeting, guides and establishes action plan
• Supervisor follows up to ensure compliance
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Responding to Concerns
There are two steps to effective ways to respond to problems:
• Empathize
• Explanation
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Empathize
• This is not an immediate agreement• Connect to the employee’s concerns
• Sympathize with employee’s situation
• Listen empathically
• Acknowledge their position and core problem
• Affirm your commitment to help resolve the issue at hand
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Explanation without Judgement
• After all data and information is gathered, develop a plan of action
• Advise the employee of what steps you will take
• Advise the employee of what actions they must take
• Explain what the results or outcomes will be
• Emphasize benefits to employee
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Plan of Action
When the problem cannot be resolved:
• Tell the employee exactly what you will do
• Explain in detail why the delay is necessary
• Indicate time frame for results or resolution
• Check for the employee’s understanding and satisfaction
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Concluding the Dialogue
• Assure that all issues and concerns have been addressed
• Affirm that customer is satisfied
• End the discussion on a cordial note• Use the client’s name
• Be sure the client is finished speaking
• Review the plan of action
• Reaffirm the agreed upon action
• Confirm your availability if more assistance is needed
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Follow-up Contact• When a follow-up is necessary:
• A follow-up was promised
• The client was angry or irate
• The problem was not fully resolved
• The problem has been assigned
• You have a high priority caller interrupt
• The problem was a sensitive or severe issue
• You feel the caller ended the call on unease
• When a follow-up has been promised or is needed, never fail to follow-up as agreed
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Training Your Team
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Types of Training
Training
On the Job
Web-based
Seminar
Conference
Classroom
Job Rotation
Office of Enterprise Development
MOOCs
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When to Provide Training
Employee cannot do the job
Employee can do the job, but not well
Employee is doing the job incorrectly
Office of Enterprise Development
Georgia Department of Human Services | 114
When Training is Not the Answer
Office of Enterprise Development
No expectations
No idea of how he or she is performing
Lack of support
Lack of willingness
Employee has…
Georgia Department of Human Services | 115
Team Building
Office of Enterprise Development
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Georgia Department of Human Services | 116
Building a High Functioning Team
Office of Enterprise Development
You cannot do it alone!Sell your vision!
Georgia Department of Human Services | 117
Invest in Your Team
• Training
• Mentoring
• Relating
• Roles and responsibilities
• Exhibit understanding
• Consider team requests
Office of Enterprise Development
Georgia Department of Human Services | 118
Team Building Essentials
Team Ownership Promote creativity and flexibility
Have enthusiastic
team members
Team members who do not wish
to be there
Office of Enterprise Development
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Goals of Team
• Organization ahead of personal agenda
• Knowledge and skills to consistently get the job done
• Clear understanding of the group’s goals
• Diverse group of creative and innovative employees
• Focused on shared goals
• Each employee contributes something unique
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Dress Code
Office of Enterprise Development
DHS Policy # 1205a Dress Code Policy
Georgia Department of Human Services | 12101/2019
Appropriate Attire for Women
Office of Enterprise Development
Business Professional Attire Business Casual Attire
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Appropriate Attire for Men
Office of Enterprise Development
Business Professional Attire Business Casual Attire
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Inappropriate Business Casual Attire
Office of Enterprise Development
• Denim, exercise pants, overalls and any form-fitting pants
• Items with undue attention to anatomical features
• Bright colored athletic shoes and flip-flops
• Short and/ or tight skirts, shorts and sun dresses
• Tank tops, midriff tops and clothing with offensive words
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Environmental Attire
Office of Enterprise Development
Employees who work in the community
Non-office work activities
Professional appearance
Supervisory approval
Wear clothes appropriate for the environment
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Appropriate Environmental Attire
Office of Enterprise Development
• Appropriate business casual attire
• Khaki, navy or black slacks with DHS shirt
• Jeans and unmarked t-shirts
• No jeans with rips, dirty, sag or too tight
Georgia Department of Human Services | 12601/2019
Court Attire
Office of Enterprise Development
• Business professional attire
• For case participants, witnesses or
observers
• Maintains decorum and shows respect
• Environmental attire is prohibited
Georgia Department of Human Services | 12701/2019
Ethics
Office of Enterprise Development
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Ethics
Standards for conduct
Critical in government
Maintain public trust
Unethical behavior causes
criticism
Office of Enterprise Development
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Ethical Behavior and Environment
Office of Enterprise Development
• Strong ethical culture
• Safeguards your assets
• Protects state assets
Georgia Department of Human Services | 13001/2019
Core Values
Office of Enterprise Development
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DHS Employee Relations Values
Office of Enterprise Development
Handout and Activity
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Agenda
Office of Enterprise Development
• Recruiting Your Team
• Holding Employee Accountable
• Leave Policy (#1006)
• Family Medical Leave (FML)
• Fair Standards Act (FLSA)
• Ethics
• Standards of Conduct
• Importance of Documentation
• Dispute Resolution
• Post-Test
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Recruiting Your Team
Office of Enterprise Development
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Recruitment Process - Forms
Office of Enterprise Development
Position Requisition - DHS Position Requisition - DFCS Job Posting Template
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What is HR PASS?• HR PASS facilitates the online processing of position requisitions
• Request to Fill
• Position Action Request
• Promotions, Demotions
• Position Reallocations
• Salary Supplements
• Automates job postings and the application process, to include:
• Online posting of open positions
• Online applicant/application process
• Automation of the process flow between OHR, Hiring Manager, Budget Administration and Executive Leadership
• HR PASS provides hiring managers instant access to the request status, streamlines the approval process for the Divisions, and increases accountability in every step of the process
Office of Enterprise Development
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HR PASS Recruitment Process
1. Complete Position Requisition (PR) using HR PASS.
2. Create work flow approval using HR PASS.
3. Attach job posting template for internet posting.
4. Attach resignation letter, or reason for open position.
5. Attach organizational chart identifying open position.
6. Attach potential interview questions.
7. Attach applicant screening questions, if applicable.
Office of Enterprise Development
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Recruitment Process Forms
Job Posting template
Organizational Chart
Interview Questions
Office of Enterprise Development
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Your Role in the Process
1. Receive applicant pool from HR specialist within HR Pass.
2. Determine top two - three candidate pool.
3. Conduct 30 minutes or less phone screenings.
4. Select applicants for face-to-face interviews/schedule interviews.
5. Conduct interviews – recommended to use a panel of three with one neutral.
6. In HR Pass, move your top pick to hire.
7. Ensure the candidate is moving through the hiring process in HR Pass.
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HR Pass Approval Flow
Director Executive Leadership Team Budget Compensation Human
Resources
Office of Enterprise Development
The above approval flow should be entered for the following requisitions:• Reallocation-Filled Position • Hire • Temp-Part Time/Hourly• Salary Change (Promotions or Demotions) • Temporary Salary Supplement • Change (Full-Time to Part-Time and Part-Time to Full-Time)
• Requisition cancellation occurs within 45 days• New requisition required after 45 days • The Hiring Manager field should list at least two names:
• Actual hiring manager• Assigned HRG
Georgia Department of Human Services | 141
Salary Adjustments
Office of Human Resources
• In-grade
• Significant permanent increase in responsibility that are beyond additional duties as assigned
• Significant inequity with other incumbents
• Special job-related skills and competencies
03/2018
Georgia Department of Human Services | 142
HR Pass Approval Flow
Director Budget Compensation
Office of Enterprise Development
The above approval flow should be entered for the following requisitions:• Reallocation-Vacant Position• Department ID Change• Maildrop Change • Supervisor Change
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Voluntary Resignations
No Approvals Needed
Office of Enterprise Development
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Onboarding ProcessOHR
• Onboarding only occurs the 1st and 16th or the next work day
OIT• Hiring Manager (HM) submits onboarding form to OIT
• OIT processing time - 15 days from date of submission by HM
OFS• Submit form for check for badge
DHS LMS - Non-DFCS• Uploaded from PeopleSoft each Tuesday morning
• Can take two-four weeks to be processed
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Motor Vehicle Checks
• Annual Motor Vehicle Report (MVR) checks for all employees
• Office of Human Resources (OHR) to ascertain whether the employee holds a valid license and whether his or her driving record is within the parameters
Office of Enterprise Development
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Motor Vehicle Disqualifiers
Drivers will be disqualified from driving vehicles for state business for any of the following reasons:
• Accumulating 10 or more points
• Receiving a citation (ticket or warning) while driving on behalf of DHS
• Being involved in an at-fault motor vehicle accident within six (6) months preceding an assignment to drive for state business purposes
Office of Enterprise Development
Georgia Department of Human Services | 147
Motor Vehicle Disqualifiers (continued)
Being charged with or convicted of one of the following offenses:
• Driving under the influence (DUI)
• Leaving the scene of an accident
• Refusal to take a chemical test for intoxication
• Aggressive driving
• Exceeding the speed limit by more than 19 MPH
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Holding Employees Accountable
Office of Enterprise Development
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Areas of Accountability
Office of Enterprise Development
Employees should be accountable for:
Conduct
Attendance
Performance
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Conduct
Office of Enterprise Development
• Responsive to direction
• Avoids arguments and loud
speech
• Clean and neat appearance
• Cooperative
• Complying with instructions
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Attendance
Office of Enterprise Development
• Basic responsibility
• Essential function
• Mandatory for duties
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Performance
Office of Enterprise Development
• Accurate work
• Appropriate interactions
• Compliance
• Meets deadlines
• Requests clarification
Georgia Department of Human Services | 15301/2019
Leave Policy #1006
Office of Enterprise Development
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Work Hours
Office of Enterprise Development
• DHS official work hours 8:00 a.m. – 5:00 p.m.
• Monday - Friday
Alternative Work Schedules
• Flex time
• 9 – Hour day
• 10 – Hour day/ compressed schedule
• Teleworking
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Annual Leave Policy #1006
Office of Enterprise Development
Make reasonable efforts to grant annual leave requests:
• Disrupt schedule
• Leave an office uncovered
• Inconvenience work or public
• Not meeting expectations
Georgia Department of Human Services | 15601/2019
Annual Leave Facts #1006
Office of Enterprise Development
Employees’ break in service:
• Accrued and unused annual is paid out
• Not forfeited leave paid in lump sum
Georgia Department of Human Services | 15701/2019
Sick Leave Facts #1006
Office of Enterprise Development
Sick leave qualifications
• Personal illness or injury
• Contagious condition
• Medical or dental care
• Illness or death of family member
• Spouse, child, parent, sibling, and
dependent
Immediate family
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Sick Leave Facts #1006
Office of Enterprise Development
Leave for death in the family:
• No specific bereavement leave
• May use sick leave
• Should not exceed 5 work days
- Unless under medical care
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Sick Leave Facts #1006
Office of Enterprise Development
• Accumulate up to 720 hours
• Over 720 hours is forfeited
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Sick Leave Facts #1006
Office of Enterprise Development
Must provide medical documentation for:
• Pattern of abuse of leave
• Over 17 hours in 30 days
• Currently on attendance plan
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Sick Leave Facts #1006
Office of Enterprise Development
Medical or dental care:
• Time necessary for appointment and travel
Short-term or long-term disability:
• Cannot use sick leave
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Sick Leave Facts #1006
Office of Enterprise Development 5/3/17
Break in service:
• Accrued sick leave is lost
• Forfeited leave is lost
Upon return:
• Lost leave balance for retirement credit
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Leave without Pay #1007
Office of Enterprise Development
Approved leave without pay:
• Qualifying health condition
Contingent leave:
• Leave without pay
• Medical reasons
• Reasonably expected to return
• Position not held
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Management Authority
Office of Enterprise Development
Direct the workforce in mission accomplishment:
• Work hours and job location
• Duties and directives
• Schedule leave
• Evaluate performance
• Take corrective/ disciplinary action
Georgia Department of Human Services | 16501/2019
Assignment of Duties #101
Office of Enterprise Development
Managers may:
• Assign duties
• Change duties
• Take from, add to or eliminate
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Teleworking
Office of Enterprise Development
• Complete Teleworking course
• Accountability
• Demonstrated work products
• Management engagement
• Work-away best practices
• Work away agreement
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Family Medical Leave
Office of Enterprise Development
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What is FMLA?
Office of Enterprise Development
• Federal law
• Employee entitlements
• Rigid complex rules
• Little room for discretion
• Violations cause liability
12 weeks of protected time off
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Time Off
Office of Enterprise Development
• Employee’s job is protected
• Use annual, sick, personal or
compensatory time
FMLA is unpaid leave time
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FMLA Eligibility
Office of Enterprise Development
• 12 months state service, not consecutive
• Worked 1250 hours in last 12 months
• Rolling calendar year
• Spouse employed by same employer
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Qualification Reasons
Office of Enterprise Development
Serious health condition of:
• Employee
• Child under 18
• Spouse
• Parents
Pregnancy, adoption or foster child
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Serious Health Condition
Office of Enterprise Development
A Serious Health Condition is an illness, impairment, physical or mental condition certified by the employee’s health care provider.
A response in writing within 15 days and recertification may be required every 30 days.
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2008 Amendment
Office of Enterprise Development
NDAA amended FMLA in 2008
• Created 2 new categories
• Qualifying exigency
• Military caregiver leave
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Qualifying Exigency
Reason related to family’s service
Take up to 12 weeks of leave
Includes spouse, son, daughter or parent
Family member called to active military duty
Office of Enterprise Development
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Qualifying Exigencies
Office of Enterprise Development
• Short notice deployment
• Military events
• Childcare and school activities
• Financial and legal arrangements
• Counseling, rest recuperation
• Post-deployment activities
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Recent FMLA Law Changes
Office of Enterprise Development
Addition of qualifying reasons:
• Family member’s call to active duty
• Care of an injured service member
• Spouse, son, daughter, parent or
nearest blood relative
• Must meet other criteria
• Currently use the rolling year
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Approval Process
Office of Enterprise Development
FMLA certification of serious health condition
Submit forms to OHR
Approval letter from OHR
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Intermittent FMLA Leave
Office of Enterprise Development
Alternative work
schedule
Essential functions
Return to former
position
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Keep in Mind
Office of Enterprise Development
• Supervisor FML mandatory
compliance
• Unlawful discharge and
discrimination
• Disciplinary action
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Scenario
Office of Enterprise Development
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Fair Labor Standards Act
Office of Enterprise Development
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The Basics of FLSA
Office of Enterprise Development
Federal law
Exempt or non-exempt
Exempt/ non-exempt done
by OHR
Georgia Department of Human Services | 18301/2019
FLSA – Time Worked
Office of Enterprise Development
• Present at work station
• Breaks are work time
• When lunch qualifies as work
• Unapproved overtime
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FLSA Non-Exempt Employees
Office of Enterprise Development
• Time sheets
• Adjustments
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FLSA Overtime
Office of Enterprise Development
• Excess of 40 hours
• Required prior approval
• No approval steps: counted/
discipline
• Time and a half
• 240 hours overtime and below
Georgia Department of Human Services | 18601/2019
FLSA Comp Time
Office of Enterprise Development
Must be in lieu of annual leave
May be in lieu of sick or personal leave
Cannot transfer between agencies/ units
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Accountability
Office of Enterprise Development
• No inaccurate modification of time sheets
• Evaluate on PMP and FLSA compliance
• Manager evaluates your FLSA monitoring
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Ethics
Office of Enterprise Development
Georgia Department of Human Services | 18901/2019
Ethics
Standards for conduct
Critical in government
Maintain public trust
Unethical behavior causes
criticism
Office of Enterprise Development
Georgia Department of Human Services | 19001/2019
Ethical Behavior and Environment
Office of Enterprise Development
• Strong ethical culture
• Safeguards your assets
• Protects state assets
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Standards of Conduct
Office of Enterprise Development
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Conduct: Insist on Professionalism
Office of Enterprise Development
DHS Policy # 1201 - Standards of Conduct and Ethics in Government
• Conflict of interest
• Confidential information
• Relationships with clients
• Interactions with colleagues
• Conditions of employment
• Use of state property
Georgia Department of Human Services | 19301/2019
DHS Policy #1201 Standards of Conduct and Ethics in
Government
• Exercise the highest moral and ethical standards
• Engaging in off duty activities that may bring discredit to the department
• Ensure the absence and appearance of conflicts of interest
Violations may result in disciplinary action up to and including termination
Office of Enterprise Development
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Policy 1201- Conflict of Interest
• Avoid even the appearance of a conflict of interest
• Have a duty of trust to the State and its citizens
• Refrain from making an improper profit
• Shall not ask, accept, demand, solicit, seek or receive a financial in return for being influenced in the discharge of their official duties
• Must disqualify themselves from any official proceeding in which impartiality might reasonably be questioned
Office of Enterprise Development
195Georgia Department of Human Services |
Policy 1201- Confidential Information • Avoid personal gain, helping
relatives, or individuals with whom
you are personally or financially
involved
• Adhere to all HIPAA regulations
• Release of privileged/confidential
information is only by authorized
DHS officials
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196Georgia Department of Human Services |
Policy 1201- Disclosure of Information
• Falsification or misrepresentation of information
• Information which directly influences/impacts a hiring decision
• Notify supervisor/manager or HR personnel representative within five (5) calendar days of any arrest or conviction
Office of Enterprise Development
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197Georgia Department of Human Services |
Policy 1201- Activities with Non-Employees
• Prohibited from involvement in official activities which a client, patient, or customer is a relative or in-law
• Positive and courteous manner at all times towards, client, patients, and customers
• Gifts from those acting on official business must be returned to the donor
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198Georgia Department of Human Services |
Policy 1201- Activities with Non-EmployeesEmployees are prohibited from the following with clients, patients, or customers:
• Sexual relationships, verbal and physical
• Accepting any type of honoraria
• Gambling, buying, selling, trading, borrowing or lending goods or money
• Taking unfair advantage because of information gained as a result of your official duties
• Exhibiting rude, argumentative, hostile or otherwise unprofessional behavior
Office of Enterprise Development Employees are
prohibited from the following with clients,
patients, or customers:
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Policy 1201- Conditions of Employment
Employees are required to comply with the following as a condition of continuous employment:
• Adhere to the DHS Dress Code
• Maintain a professional and courteous relationship with co-workers, supervisors, and customers
• Observe established work hours and call-in procedures
• Comply with instructions from supervisors and managers
Office of Enterprise Development
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Policy 1201- Conduct During Work HoursDHS will not tolerate acts or threatened acts of violence in the workplace
• Threatening, abusive, or profane language, behavior or written
• Argumentative behavior, directed at any party while on duty or acting in an official capacity
• Fighting
Intimate relationships between managers or supervisors and subordinate staff members is prohibited
• Intimate relationships between co-workers are prohibited
Office of Enterprise Development
Georgia Department of Human Services | 201
Policy 1201- Conduct During Work Hours
DHS employees are required to cooperate fully and truthfully and provide assistance with any criminal or administrative investigation being conducted by the Office of Inspector General or other entity that is authorized to conduct such investigations including Law Enforcement & Office of Human Resources
• Cannot be on call for other employment or conduct an outside business during their regularly scheduled work day
• Gambling is prohibited
Office of Enterprise Development
202Georgia Department of Human Services |
Policy 1201- Conduct During Work Hours• Employees cannot carry weapons
• Employees cannot possess alcohol or drugs nor report for duty with the presence of alcohol or drugs
• Babysitting of children by employees while on duty is prohibited
• Employees are not authorized to tape record conversations at work
• Employees are prohibited from falsifying records
• time cards
• sign in/out sheets
• case management records
Office of Enterprise Development
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203Georgia Department of Human Services |
Policy 1201- Use of State Property
Employees are not to use or permit the use of State property for unofficial activities
• No employee has a privacy interest in any information contained in a state computer or other state owned tools and equipment
• State cellular phones cannot be used to make personal calls
• Employees are prohibited from downloading or installing personal software of any kind on state computers or cellular phones
State Owned Property
• Office equipment, automobiles, and supplies of any kind
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Discipline
Office of Enterprise Development
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Elements of Effective Employee Discipline
Office of Enterprise Development
Employee Rights & Privileges
Progressive Discipline
Consistency
Documentation
Factual Integrity
Coaching
Communication
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Communication
N
Notice
E
Expectations
W
Warning
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CoachingBest Practices
Use active listening skills
Keep an open mind
Take a collaborative approach
Focus on win-win solutions
Be courteous and respectful
Respond, do not react
Ensure understanding of improvements
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Fact Finding
Office of Enterprise Development
• Investigate complaints
• Interview
• Written statements
• Review documents
• Witness credibility
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Importance of Documentation
Office of Enterprise Development
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Documentation
Office of Enterprise Development
Do it promptly
Write accurately
Date all documents
Witness statements if needed
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Documentation Should IncludeWhat
occurred?
When?
Frequency Follow up
When follow up was done
Work impact
Office of Enterprise Development
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Keeping Documentation
Office of Enterprise Development
• Pertinent materials and reports
• Copies of group directives
• Copies of corrective actions
• Copies of disciplinary actions
• Keep pertinent information
• Forward file to next supervisor
Georgia Department of Human Services | 21301/2019
Importance of Documentation
Office of Enterprise Development
Accurate documentation supports challenges:
Classified appeal
Unemployment Insurance Hearing
Litigation EEOC Charge
Complaints to higher levels
Georgia Department of Human Services | 21401/2019
Consistency
Office of Enterprise Development
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Decision Factors
Office of Enterprise Development
• Evidence and severity of the offense
• Impact on clients
• Prior disciplinary or corrective action
• Performance evaluations
• Length of service
• Mitigating circumstances
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Corrective Actions
Office of Enterprise Development
• Attendance plan
• Work plan
• Memo of concern
• Leave without pay
• More frequent evaluations
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Progressive Discipline
Office of Enterprise Development
• What is it?
• What is its purpose?
• What are the steps?
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Progressive DisciplineStart with least severe penalty
Omit steps for severe offenses
Time for improvement
Move quickly when no improvement
Try to salvage employee
Office of Enterprise Development
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Disciplinary Actions
Office of Enterprise Development
• Written reprimand
• Written reprimand/ Final warning
• Separation/ Dismissal
• Suspension without pay
• Demotion
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Progressive Discipline Process
Office of Enterprise Development
• Do you have to use all steps?
• Timing between steps
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Grounds for Disciplinary Action
Office of Enterprise Development
• Negligent and inefficient
• Chronic tardiness or absenteeism
• Misconduct or crime
• Failure to report or stay at work
• Inability to perform duties
• Insubordination
Georgia Department of Human Services | 22201/2019
Employment Laws and HR Policies
Office of Enterprise Development
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Key Employment Laws
Office of Enterprise Development
EEO – Equal Employment Opportunity
Sexual Harassment
ADAAA – Americans with Disabilities Act Amendment Act
FMLA – Family and Medical Leave Act
FLSA – Fair Labor Standards Act
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Diversity
Office of Enterprise Development
DHS is an Equal Opportunity Employer
• Solicits and welcomes diverse
contributions
• Fosters rich diversity
• No discrimination
Georgia Department of Human Services | 22501/2019
Discrimination Complaints
Office of Enterprise Development
• Internal: OHR investigates
• External: GCEO or EEOC investigate
• Grounds: Race, sex, age, color, national
origin, religion, disability, retaliation
• OHR: Responds to all GCEO/ EEOC
charges
Georgia Department of Human Services | 22601/2019
Americans with Disabilities Act Amendment Act
Office of Enterprise Development
• DHS provides reasonable
accommodations
• Must perform essential duties
• Dialogue and documentation
• Management response
• Consult OHR
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Sexual Harassment
Office of Enterprise Development
• Management must act
• Harassment must be unwelcomed
• Must be pervasive
• Often is misconduct
• Consult OHR regional manager
Georgia Department of Human Services | 22801/2019
ScenarioOffice of Enterprise Development
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Dispute Resolution
Office of Enterprise Development
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Dispute Resolution Procedures
Office of Enterprise Development
• Rebuttal of reprimands (unclassified)
• Reprimand review (classified)
• Review of performance plan
• Review of less than satisfactory rating
• Unlawful discrimination complaint
• Appeal to higher level management
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Grievance Issues
Retaliation
Erroneous interpretation of HR policies
Unsafe or unhealthy conditions
Allegations of harassment
Office of Enterprise Development
Georgia Department of Human Services | 23201/2019
Non-Grievance Issues
Office of Enterprise Development
• Responsibilities, expectations and evaluations
• Work hours and duties
• Budget and structure
• Corrective and disciplinary actions
• Internal security
• Selection and relocation
DHS Skills for Successful Supervision 1/7/2019
Office of Enterprise Development 78
Georgia Department of Human Services | 23301/2019
Summary
Office of Enterprise Development
• Ethics and Values
• Holding Employees Accountable
• Effective Discipline
• Employment Laws and HR Policies
• Discipline Resolution
• Short Scenarios and Case Studies
Georgia Department of Human Services | 23401/2019
Human Resources PolicyOffice of Enterprise Development
Georgia Department of Human Services | 23501/2019
Questions?
Office of Enterprise Development
Office of Enterprise DevelopmentGeorgia Department of Human Services
2 Peachtree Street, Suite 29Atlanta, GA 30303
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