1 / 51

Effective Strategies for VECs: Improving Productivity and Staff Motivation

Gain insights on time management, conflict resolution, and reducing absenteeism. Learn to motivate staff effectively with recognition and fair treatment. Take steps to address personal conflicts and reduce absenteeism through thoughtful strategies.

edena
Télécharger la présentation

Effective Strategies for VECs: Improving Productivity and Staff Motivation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Effectiveness in VECs Gwen Moore & Tony Bourke 27th May 2009

  2. Welcome • Emergency exits • Toilets • Mobiles • Water • Break & lunch • Finish

  3. Agenda • Motivating Staff in Challenging Times - 09.30 • Time Management - 10.30 • Conflict Resolution - 12.00 • Reducing Absenteeism - 14.00 • Negotiating with Suppliers - 15.00 • Action Plans - 16.00

  4. Objective Note 2 items today that you will have implemented to make your VEC more efficient Gwen to document

  5. Managing Staff in Challenging Times

  6. Challenging Times • Salaries • Bonuses • Pensions • Taxes • Temps • - €4b Dec ‘09 • Distracted / irritated

  7. What Motivates? • Recognition • Praise • Appreciation • Acclamation • Admiration • … • Impact of 1% pay increase could be gained by frequent appreciation White Water Strategies

  8. Why People Resign • 60,000 – people • 50,000 – lack of recognition (25%) • 40,000 – lack of advancement • 28,000 – salary • 10,000 – bored • 12,000 – other SFA study – June 2006

  9. Genuine Praise • Timely + evidence + real • “Thanks” • “Thank you for locking the staffroom door I forgot to do it” • “Good job” • “You did a really good job of organising the parent-teacher meetings”

  10. Praise Training • Before training • 54% praise • 46% criticising • 25% disrupting or not working • After training • 85% praise • 15% criticising • 6% disrupting or not working Moore University study

  11. Dr David Sirota • Fairness – be treated fairly at work • Achievement – do important / useful work + be recognized for it • Camaraderie – enjoy good relationships

  12. Actions • MBWA • Listen • Update objectives • Make feel valued • Praise better – Irish challenge • To motivate staff in these challenging times?

  13. Time Management

  14. Charles Schwab • “Each evening write down things you have to do tomorrow and number them in order of importance. First thing in the morning start working on item 1 and continue it until you have finished. Then start on item 2…. Don’t be worried if you haven't finished them all. Use this system every day”

  15. TO-DO List Important Tasks Less Important Tasks (in priority order) 3 4 5 6 7 8 9 10 11 12

  16. Exercise • ‘To Do’ list should be done every evening? • Easy • Plan • Switch off • Subconscious • Start

  17. Exercise • Examples of important work?

  18. Important Work • Planning • Thinking • Strategising • What if? • Opportunities • Initiatives • Changing • Communicating • Team building • Simplifying

  19. Time Wasters • Howya’s S’cuse me’s • Email Meetings • Starting things Not delegating • Telephone Mobile • Not saying ‘No’ Desk • Web Long hours

  20. Exercise • Do your ‘To Do’ list for tomorrow • Prioritise it • Draw line beneath important ones • Action – what to do in VEC?

  21. Conflict Resolution

  22. Types of Conflict • Situation • Let’s redevelop the website • About situation – not personal • General Motors - Alfred P Sloan • Passion. Belief, Enthusiasm…

  23. Personal Conflict • Famous Irish personal conflict in 2002? • Keane & McCarthy • What was it supposed to be about? • What was it really about? • Who was at fault?

  24. Exercise • Managers often deal with personal conflict? • Let them sort it out • Come on you two and grow up • They'll get over it • Shake hands and move on • Ignore it

  25. Exercise • Golden rule in personal conflict? Nip in Bud

  26. Conflict - Escalation • You • Manager • HR • Mediator • Arbitrator • Court

  27. Mediation? • Any non-legal way of resolving dispute • Mediator = impartial • Voluntary & non-binding • Growth industry (Injuries, Ombudsman, Labour) • Pat Kenny land

  28. Mediator Process • Parties tell stories - without interruption • Mediator listens (1 emotion, 2 evidence) • Parties suggest options • Choose best solution • Memo to confirm agreement • Follow-up

  29. The 4 Rs • Receive - listen without interruption • Repeat - repeat story back • Request - views on solving issue (move on) • Review - possible outcomes John Clark

  30. Mediator & Arbitrator • Mediator - gets parties to agree • Arbitrator - imposes agreement (judge)

  31. Bully Conflict • “I did not know that” • Date, time, place, witnesses • Who, what happened, how felt, outcome • Follow procedure • Action – what to do about conflict?

  32. Reducing Absenteeism

  33. Guidelines • Encourage people to attend work • Encourage absentees back to work

  34. Exercise • Staff entitled to be paid on sick days? • ‘Normally payable’ • No legal obligation on employers to provide an occupational sick pay scheme for employees • Want sick people at work? • Want malingering?

  35. Surveys • Average absence rate = 3.4% (IBEC) • USA = 1.9% (2002) • UK = 3.2% • Switzerland = 1.8% • Sweden = 6.3%

  36. Sick Leave Guidelines • Sick person speak to own manager • Never ‘sickie’ – why? • No “welcome back” – why? • Who worse? • Joe took 5 single sick days in year • Sue took 5 continuous sick days in year • Occurrences > days (O2D) • Joe 525 = 125, Sue 125 = 5 (>80 warning)

  37. Management Do? • Management issue • Awareness • Record it • Sick for full day? • Note Dr. • ‘Back to work’ meeting

  38. Return to Work Meeting • All managers or none • All sick leave (genuine + doubtful) • “Tell me about being absent yesterday?” • “Tell me about your treatment?” • “Are you fit to work today?” • “Today, please do the …”

  39. Long Term Sick Leave • Management do? • Regular contact = back sooner • No contact = reluctant to return • Action – VECs do?

  40. Negotiating with Suppliers

  41. Negotiating • Trading, exchanging, swapping • Most important word? • If we increase order, additional discount? • Gifts not reciprocated • Don’t ask, won’t get

  42. Negotiating Tips • Plan what you want + fallback • Double preparation (call VECs) • Win-Win • Understand power = confidence • Communicate • Bad negotiators talk • Good negotiators ask

  43. Suppliers • What 2 things do suppliers want? • Understate requirement (= enlarge pie) • Large concession = more to come • Small concession = nearly finished • You document

  44. Team • Discipline (blurter) • 1 leader • Time out • Good cop – bad cop • Look at speaker • Time out – who goes?

  45. Negotiation • Swap, trade, exchange • Do more homework • Ask more questions • Win-Win • Action for VECs?

  46. Action Plans

  47. Quick Decisions • By VEC, what 2 actions are you going to have implemented when you return to your VEC?

  48. Closure

  49. Agenda • Motivating Staff in Challenging Times - 09.30 • Time Management - 10.30 • Conflict Resolution - 12.00 • Reducing Absenteeism - 14.00 • Negotiating with Suppliers - 15.00 • Action Plans - 16.00

  50. Finally • Thank you • Do actions • Evaluation • tonyb@raising-performance.com

More Related