Managing government employees : how to motivate your people, deal with difficult issues, and achieve tangible results /
| Основен автор: | Liff, Stewart. |
|---|---|
| Формат: | Електронна книга |
| Език: | English |
| Публикувано: |
New York :
American Management Association,
℗♭2007.
|
| Предмети: | |
| Онлайн достъп: |
http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=181410 |
| Подобни документи: |
Print version::
Managing government employees. |
Съдържание:
- What is different about working for the government?
- The private sector is in business to make a profit
- Government organizations are run by elected officials
- Government organizations generally require a higher degree of bureaucracy
- Government organizations typically receive more scrutiny
- Government employees are often paid at a different rate
- Government employees usually have better job security
- Most government employees do not have the right to strike
- Why people come to work for the government
- They want to make a difference
- They want the total package of government pay, benefits, and retirement
- They want the job security offered by the government
- The government can offer the right job and training
- The government offers many opportunities to advance
- Why do government personnel systems make things so difficult?
- History of the civil service
- Perception
- What can be done?
- Guiding principles of managing people in government
- Overall philosophy
- Most people want to do a good job
- Most people want to be part of a winning organization
- Always treat people with respect
- Apply the golden rule
- Many (not all) problems are caused by management
- Look at your management systems
- Make sure your systems are reliably applied
- Always remember that your decisions affect people's lives
- The objective: performance
- The workforce
- Winning the battle for hearts and minds of the middle 80 percent
- Avoiding confrontation with the bottom 10 percent
- Don't rely only on the top 10 percent- pull others up
- Strategies and tactics for managing government employees
- Communicate with employees as much as you can (visually, whenever possible)
- Teach them the big picture (the political climate)
- Teach them what's going on in the local organization
- Give them feedback as to how they are doing
- Manage by walking around (MBWA)
- Ask your employees for advice
- Say "thank you" as often as you can
- Be sensitive to people's sensitivities
- Your Human Resources management advisors
- The two types of HR specialists
- Getting good HR advice is harder than ever
- Dealing with difficult people
- Overall philosophy
- A problem employee tends to stay a problem unless handled
- Beware of the employee who continually uses the same excuses
- You can successfully deal with a difficult government employee
- Tactics
- Utilize the probationary period
- Keep it simple, stupid
- If poor employees never cross the line, change the line
- Make sure you control the situation
- Bring your problems to a head
- Fear
- The key players in having an effective program of discipline
- Lessons learned
- Document, document, document
- You don't need a perfect case to take action
- Avoid third parties when you can, but don't be afraid of them
- It's better to lose an occasional case than to never take action
- Let them fight you from outside the organization
- Performance management
- Principles
- Goals
- Involvement
- Performance appraisal
- What is it?
- How does it work?
- What is it used for?
- What is in a performance plan?
- How do you write performance standards?
- Dealing with problem employees
- Identify them early and let them know there is a problem
- Always make a good-faith effort to help your employees
- Don't wait too long to take action
- Document your actions
- Keep your focus
- Best practices
- Examine the performance trends
- Look for common causes of performance problems
- Use spreadsheets to track employee performance
- Post-performance data
- Issue monthly performance report cards
- Rewards and recognition
- Overview
- Nonmonetary recognition
- Monetary recognition
- Alignment
- A simple rewards system that works
- Results of this system
- Why did this system work so well?
- Attendance management
- Tours of duty
- Flexible work schedules
- Compressed work schedules
- Considerations regarding flexible and compressed schedules
- Alternate workplace
- Work at home
- Outbased locations
- Leave administration
- Principles of leave administration
- Annual leave
- Sick leave
- Leave without pay (LWOP)
- Labor relations
- Overview
- Overall philosophy
- Keep the union informed
- Treat the union well
- Let the union have some victories
- Negotiations
- Be prepared
- Stay cool
- Understand the long-term impact of an agreement
- Frame the issue
- Unfair labor practice (ULP) charges
- Grievances
- Grievance procedures
- How to handle a grievance
- Lessons learned
- Build a personal relationship with the union
- Use humor
- Be wary of union factoids
- Learn to think like the union
- Equal employment opportunities
- Overview
- Philosophy
- Be honest
- Look at things from the other person's perspective
- Know your statistics
- The most common EEO issues
- EEO issues involving the disabled
- Sexual harassment
- Strategies and tactics
- Rally the workforce around the mission and the metrics
- Be careful what you say
- Don't act in a vacuum
- Make sure your supervisors are sensitive to their EEO responsibilities
- How to handle filed complaints
- Stay calm
- Settle case where appropriate
- Pick your battles
- Final thoughts.