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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

Georgia Department of Human Services | 2Office of Enterprise Development 1/7/2019

Georgia Department of Human Services | 3

Vision and Mission for OED


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




Introductions


What is your name?

Where are you from?

Previous experience?

What fun fact can you share

about yourself?

5Georgia Department of Human Services |

Ground Rules


Be on time Stay positiveShow respect

– judgment free zone

Participate and ask

questions

Cell phone/ internet use Have fun!


Housekeeping

Restrooms

Emergency Exit

Snacks & Drinks

Clean up




Georgia Department of Human Services | 701/2019

Introduction


• Fundamental Supervisory Skills Class

• Some concepts are review

• Some concepts are new

• Group & individual exercises

• Information, discussion and practice

• Testing


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





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







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





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


New for FY ‘20


New Hire/ Bi-Annual Training


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





New Hire/ Bi-Annual Training


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



Agenda


• Successful Supervision Establishment

• Establishment and Transition

• ePerformance

• Communication

• Art of Listening


Pre-TestOffice of Enterprise Development




Successful Supervision Establishment



Good vs. Bad Manager


What are good vs. bad manager characteristics?


Good Leader


Good Leader

Inspiration Integrity

Clear goals

Good example

Vision

Clear communication

Expects the bestSupport

Encouragement

Recognition

Stimulating work

Focus on team interests

and needs




Establishment and Transition



Establishment and Transition


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

Georgia Department of Human Services | 2101/2019Office of Enterprise Development

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




Knowing You


• What is your leadership style?

• What do you know about your team?


Knowing Your Team


• Learning styles

• Visual, auditory, kinesthetic or tactile

• Interpersonal styles

• How we deal with other people

• Motivators

• Something to keep our team working


Leading Your Team


• Demonstrate a can-do approach

• Learn the facts

• Make your own decisions

• Confront challenges

• Accept responsibility

• Be consistent




Accessibility


• 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


Roles and Expectations


Expectations - Results


• Show respect to others

• Set clear expectations

• Set high standards for yourself and those around you

• Believe in yourself

• Listen




Earn Respect


• 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


Relating to Your Manager

• Supportive and positive

• Willingness to learn

• Cooperation with others

• Even temperament

• Say No appropriately

• Keep up the good work


Relating to Peers

• Deal directly with the people you need

• Spread requests around

• Never bully or pressure peers

• Return the favor




Relating to Your Team

• Provide vision for the future

• Provide inspiration

• Make staff feel important

and appreciated

• Live your values & behave

ethically

• Empower others


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


What Motivates Your Staff?


Work itself

Advancement

Responsibility

Salary

Benefits

Social relationships

Recognition




ePerformance


Performance Management

Overview

Four Phases of Performance Management

Georgia Department of Human Services | 36Office of Enterprise Development

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%


Determining Section WeightsConsider the importance of a section

Weight indicates critical level

Essential for success

Required for acceptable performance





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



Section 1: Core/Individual Competencies


• Statewide competencies that are required

• Customer Service

• Teamwork and Cooperation

• Results Orientation

• Accountability

• Judgment and Decision Making

• How things get accomplished


The Rating Scale


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




Not Rated Option for Employees


• 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


Calculation of Ratings

• Assess each goal, competency or responsibility

• System calculates rating for the section

• System calculates an overall rating



Statewide Leadership Competencies


Talent Management

Transformers of Government




Section 2: Individual Goals


• What individual goals get accomplished

• Goals are measurable outcomes or results

• Provide three to five goals

• Write goals as SMART goals


Individual Goals/ Behavioral Competencies


• Creativity/ Innovation/ Flexibility

• Communication

• Cultural Awareness

• Initiative

• Project Management

• Teaching Others

• Negotiation and Influence

• Professional Development

• Team Leadership

• Conflict Management


Section 3: Individual Job Responsibilities


• 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




Job Responsibilities/ Behavioral Competencies


• Creativity/ Innovation/ Flexibility

• Communication

• Cultural Awareness

• Initiative

• Project Management

• Teaching Others

• Negotiation and Influence

• Professional Development

• Team Leadership

• Conflict Management


Section 4: Individual Development Plan


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


Conducting the Review





Performance Plan Meeting Objectives

• Performance expectations

• Performance measurements

• Review tracking and monitoring

• Review observing

• Activities and target dates



Evaluation Meeting

• Be prepared• Explain purpose• Take notes• Two-way exchange• Some problem-solving and goal setting• Review expectations and definitions• Discuss self evaluation



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





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

Office of Employment Development


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

Office of Employment Development


Recognizing PerformanceOffice of Enterprise Development




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



Non-Monetary Rewards

• Flexibility

• Achievement

• Personal growth

• Challenging work



Rewarding Employees


• Handwritten note from manager

• Make work fun

• Help people connect

• Reward effort and success

• Wall of fame

• Visual recognition




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



ePerformance Self-Paced Training


DHS ePerformance self-paced training is available on the LMS.


Communication

Feedback Loop

Communication Channel

03/2018Office of Enterprise Development




Communication Medium

- Face-to-face

- Telephone

- Written communication

- Memos, emails and letters

- Group or staff meetings

Georgia Department of Human Services | 63Office of Enterprise Development

Barriers to Communication

ContradictionsAssumptions

ConfusionPerceptions

Jargon

03/2018


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





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



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



The Art of Listening





Effective Listening Skills


• Be attentive

• Ask questions

• Avoid unnecessary interruptions

• Good body language

• Empathize

• Take notes


Active Listening

Listening is:

• Active

• Two-way

• Empathetic

Listen for:

• Understanding

• Key information

• Decision-making

Office of Enterprise Development 03/2018


Agenda


• 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




Engaging Dialogue

Office of Enterprise Development 03/2018


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



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?





Key Words in Questioning

Open-Ended• How

• Why

• Who

• When

• What

• Where

Closed-Ended• Did

• Can

• Have

• Do

• Will

• Is

• Would



Planning and Prioritizing



The Leader Puzzle





• Time management tools

• Time management goals

• Establish routines

• Organize systems




• Track daily activities

- Date and time

- Activity description

- How I feel

- Duration

- Value


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




Daily Planning Tips

• Limit interruptions• Set time limits• Handling demanding tasks

• Prioritizing important tasks



Delegation and Motivation


• decision.


Delegation & Motivation


• 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




Why You Must Delegate


Your Ability

Your Responsibility


Why You Should Delegate

• Importance to the Supervisor

• Importance to the Employee



When to Delegate


• 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?




Upward Delegation


Avoid upward delegation


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



Things You Should Not Delegate

• Formulating goals

• Formulating strategies

• Formulating polices

• Preparing or approving budgets





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



Delegation Exercise


Are you ready to delegate?


Problem Solving & Decision Making





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



Decision Making: Involving Others


Authority or Expert

Consultative

Majority Rules

Consensus


Decision Strategies: Critical Factors


• 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?




Decision Strategies: Critical Factors


Need for Buy - In

Building Teamwork

Capability


Group ExerciseSolve a Problem or Make a Decision



Concern and Resolution


Leaders think and talk about the solutions.

Followers think and talk about the problems.




Coaching Goals


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


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



Development

Foster professional growth

• Explore outside training

• Enhance strengths

• Veteran employee mentors

• On the job training

• Demonstrate competencies

• Model professional behavior





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



Giving Positive Feedback

• Recognize good performance

• Be specific

• Describe importance of feedback

• Relate to goals

• Praise in public

• Mean what you say



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





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


Responding to Concerns

There are two steps to effective ways to respond to problems:

• Empathize

• Explanation



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





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



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

Office of Human Resources


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





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



Training Your Team



Types of Training

Training

On the Job

Web-based

Seminar

Conference

Classroom

Job Rotation


MOOCs




When to Provide Training

Employee cannot do the job

Employee can do the job, but not well

Employee is doing the job incorrectly



When Training is Not the Answer


No expectations

No idea of how he or she is performing

Lack of support

Lack of willingness

Employee has…


Team Building





Building a High Functioning Team


You cannot do it alone!Sell your vision!


Invest in Your Team

• Training

• Mentoring

• Relating

• Roles and responsibilities

• Exhibit understanding

• Consider team requests



Team Building Essentials

Team Ownership Promote creativity and flexibility

Have enthusiastic

team members

Team members who do not wish

to be there





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



Dress Code


DHS Policy # 1205a Dress Code Policy


Appropriate Attire for Women


Business Professional Attire Business Casual Attire




Appropriate Attire for Men


Business Professional Attire Business Casual Attire


Inappropriate Business Casual Attire


• 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


Environmental Attire


Employees who work in the community

Non-office work activities

Professional appearance

Supervisory approval

Wear clothes appropriate for the environment




Appropriate Environmental Attire


• 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


Court Attire


• Business professional attire

• For case participants, witnesses or

observers

• Maintains decorum and shows respect

• Environmental attire is prohibited


Ethics





Ethics

Standards for conduct

Critical in government

Maintain public trust

Unethical behavior causes

criticism



Ethical Behavior and Environment


• Strong ethical culture

• Safeguards your assets

• Protects state assets


Core Values





DHS Employee Relations Values


Handout and Activity


Agenda


• 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


Recruiting Your Team






Recruitment Process - Forms


Position Requisition - DHS Position Requisition - DFCS Job Posting Template


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





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.



Recruitment Process Forms

Job Posting template

Organizational Chart

Interview Questions



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.




HR Pass Approval Flow

Director Executive Leadership Team Budget Compensation Human

Resources


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


Salary Adjustments


• 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


HR Pass Approval Flow

Director Budget Compensation


The above approval flow should be entered for the following requisitions:• Reallocation-Vacant Position• Department ID Change• Maildrop Change • Supervisor Change




Voluntary Resignations

No Approvals Needed



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



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





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



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



Holding Employees Accountable





Areas of Accountability


Employees should be accountable for:

Conduct

Attendance

Performance


Conduct


• Responsive to direction

• Avoids arguments and loud

speech

• Clean and neat appearance

• Cooperative

• Complying with instructions


Attendance


• Basic responsibility

• Essential function

• Mandatory for duties




Performance


• Accurate work

• Appropriate interactions

• Compliance

• Meets deadlines

• Requests clarification


Leave Policy #1006



Work Hours


• 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




Annual Leave Policy #1006


Make reasonable efforts to grant annual leave requests:

• Disrupt schedule

• Leave an office uncovered

• Inconvenience work or public

• Not meeting expectations


Annual Leave Facts #1006


Employees’ break in service:

• Accrued and unused annual is paid out

• Not forfeited leave paid in lump sum


Sick Leave Facts #1006


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






Leave for death in the family:

• No specific bereavement leave

• May use sick leave

• Should not exceed 5 work days

- Unless under medical care




• Accumulate up to 720 hours

• Over 720 hours is forfeited




Must provide medical documentation for:

• Pattern of abuse of leave

• Over 17 hours in 30 days

• Currently on attendance plan






Medical or dental care:

• Time necessary for appointment and travel

Short-term or long-term disability:

• Cannot use sick leave



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


Leave without Pay #1007


Approved leave without pay:

• Qualifying health condition

Contingent leave:

• Leave without pay

• Medical reasons

• Reasonably expected to return

• Position not held




Management Authority


Direct the workforce in mission accomplishment:

• Work hours and job location

• Duties and directives

• Schedule leave

• Evaluate performance

• Take corrective/ disciplinary action


Assignment of Duties #101


Managers may:

• Assign duties

• Change duties

• Take from, add to or eliminate


Teleworking


• Complete Teleworking course

• Accountability

• Demonstrated work products

• Management engagement

• Work-away best practices

• Work away agreement




Family Medical Leave



What is FMLA?


• Federal law

• Employee entitlements

• Rigid complex rules

• Little room for discretion

• Violations cause liability

12 weeks of protected time off


Time Off


• Employee’s job is protected

• Use annual, sick, personal or

compensatory time

FMLA is unpaid leave time




FMLA Eligibility


• 12 months state service, not consecutive

• Worked 1250 hours in last 12 months

• Rolling calendar year

• Spouse employed by same employer


Qualification Reasons


Serious health condition of:

• Employee

• Child under 18

• Spouse

• Parents

Pregnancy, adoption or foster child


Serious Health Condition


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.




2008 Amendment


NDAA amended FMLA in 2008

• Created 2 new categories

• Qualifying exigency

• Military caregiver leave


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



Qualifying Exigencies


• Short notice deployment

• Military events

• Childcare and school activities

• Financial and legal arrangements

• Counseling, rest recuperation

• Post-deployment activities




Recent FMLA Law Changes


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


Approval Process


FMLA certification of serious health condition

Submit forms to OHR

Approval letter from OHR


Intermittent FMLA Leave


Alternative work

schedule

Essential functions

Return to former

position




Keep in Mind


• Supervisor FML mandatory

compliance

• Unlawful discharge and

discrimination

• Disciplinary action


Scenario



Fair Labor Standards Act





The Basics of FLSA


Federal law

Exempt or non-exempt

Exempt/ non-exempt done

by OHR


FLSA – Time Worked


• Present at work station

• Breaks are work time

• When lunch qualifies as work

• Unapproved overtime


FLSA Non-Exempt Employees


• Time sheets

• Adjustments




FLSA Overtime


• Excess of 40 hours

• Required prior approval

• No approval steps: counted/

discipline

• Time and a half

• 240 hours overtime and below


FLSA Comp Time


Must be in lieu of annual leave

May be in lieu of sick or personal leave

Cannot transfer between agencies/ units


Accountability


• No inaccurate modification of time sheets

• Evaluate on PMP and FLSA compliance

• Manager evaluates your FLSA monitoring




Ethics



Ethics

Standards for conduct

Critical in government

Maintain public trust

Unethical behavior causes

criticism



Ethical Behavior and Environment


• Strong ethical culture

• Safeguards your assets

• Protects state assets




Standards of Conduct



Conduct: Insist on Professionalism


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


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





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



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



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





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



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:


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





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



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



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





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



Discipline



Elements of Effective Employee Discipline


Employee Rights & Privileges

Progressive Discipline

Consistency

Documentation

Factual Integrity

Coaching

Communication




Communication

N

Notice

E

Expectations

W

Warning



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



Fact Finding


• Investigate complaints

• Interview

• Written statements

• Review documents

• Witness credibility




Importance of Documentation



Documentation


Do it promptly

Write accurately

Date all documents

Witness statements if needed


Documentation Should IncludeWhat

occurred?

When?

Frequency Follow up

When follow up was done

Work impact





Keeping Documentation


• Pertinent materials and reports

• Copies of group directives

• Copies of corrective actions

• Copies of disciplinary actions

• Keep pertinent information

• Forward file to next supervisor


Importance of Documentation


Accurate documentation supports challenges:

Classified appeal

Unemployment Insurance Hearing

Litigation EEOC Charge

Complaints to higher levels


Consistency





Decision Factors


• Evidence and severity of the offense

• Impact on clients

• Prior disciplinary or corrective action

• Performance evaluations

• Length of service

• Mitigating circumstances


Corrective Actions


• Attendance plan

• Work plan

• Memo of concern

• Leave without pay

• More frequent evaluations


Progressive Discipline


• What is it?

• What is its purpose?

• What are the steps?




Progressive DisciplineStart with least severe penalty

Omit steps for severe offenses

Time for improvement

Move quickly when no improvement

Try to salvage employee



Disciplinary Actions


• Written reprimand

• Written reprimand/ Final warning

• Separation/ Dismissal

• Suspension without pay

• Demotion


Progressive Discipline Process


• Do you have to use all steps?

• Timing between steps




Grounds for Disciplinary Action


• Negligent and inefficient

• Chronic tardiness or absenteeism

• Misconduct or crime

• Failure to report or stay at work

• Inability to perform duties

• Insubordination


Employment Laws and HR Policies



Key Employment Laws


EEO – Equal Employment Opportunity

Sexual Harassment

ADAAA – Americans with Disabilities Act Amendment Act

FMLA – Family and Medical Leave Act

FLSA – Fair Labor Standards Act




Diversity


DHS is an Equal Opportunity Employer

• Solicits and welcomes diverse

contributions

• Fosters rich diversity

• No discrimination


Discrimination Complaints


• 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


Americans with Disabilities Act Amendment Act


• DHS provides reasonable

accommodations

• Must perform essential duties

• Dialogue and documentation

• Management response

• Consult OHR




Sexual Harassment


• Management must act

• Harassment must be unwelcomed

• Must be pervasive

• Often is misconduct

• Consult OHR regional manager


ScenarioOffice of Enterprise Development


Dispute Resolution





Dispute Resolution Procedures


• 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


Grievance Issues

Retaliation

Erroneous interpretation of HR policies

Unsafe or unhealthy conditions

Allegations of harassment



Non-Grievance Issues


• Responsibilities, expectations and evaluations

• Work hours and duties

• Budget and structure

• Corrective and disciplinary actions

• Internal security

• Selection and relocation




Summary


• Ethics and Values

• Holding Employees Accountable

• Effective Discipline

• Employment Laws and HR Policies

• Discipline Resolution

• Short Scenarios and Case Studies


Human Resources PolicyOffice of Enterprise Development


Questions?


Office of Enterprise DevelopmentGeorgia Department of Human Services

2 Peachtree Street, Suite 29Atlanta, GA 30303

[email protected] | Twitter | Facebook

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