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Written and recorded by Mac Mackay, DAWLAW Ltd.
Hello and welcome to you Listening online to this data more program on how to manage your support staff. My name is Matt McKay. I worked for TRW Limited. We are a training organization. Helping Data Lord with a lot of content on your firm's with marking advice is what was management focusing very much on CPD. As we move forward, this program has been set up to help you get the best out off the support staff that you've got on the way that we've put this together is to provide a number of different resources. The first of which, of course, is to have me running through a whole series of ideas on these slides on some of the content I will be giving you on the science is actually more than you will have within the workbook. Other workbook is something that you can get. Hold off. You can look at online. Of course, it's been printed in there a particular way. Such a resolution is good on your mobile devices, but also if you want to connect it up to a printer and print off some pages, I'll encourage you to do that so that you can add your own thoughts and ideas to this program. So that's of course, one of the sport's give. So let us move forward to explain what we're gonna get out of this program on where the whole background comes from. And what we're aiming to do is to give you a fairly broad brush on the process, the process off, recruiting right from the beginning, where to get good staff start off with on how he got good staff two on boredom, successfully integrated into existing team on, uh, let me hit the floor and develop over the crucial first weeks when they were employed by you. Having got good talent, then clearly you want to retain your best talent on, then move through three key areas of performance, and one is to get people bothered to do well, which is motivation to improve your ability to do well. Which, of course, is there. A contribution will be quite crucial there on then. The third thing is to develop confidence to explore new ways of delivering good service for your firm. Appraisals can be a nightmare for other managers. Any date for stopping for that matter. So this program will explore a little bit more detail, how to manage a praise, and I hope that we will be able to get appraisals down to one page of a four to make life a little bit more easy for you. Occasionally, things will go wrong, so we need to look at this. Been agreements from a number of points of view on then to manage the leaving of people from work there. They may retire, may have to close a department or let people go redundancy or, when things go wrong to remove staff and try and do that with a lot straight, less stress all around. So the structure has been put together in these seven key areas, as you can see here. And as you know, if you're familiar with data law offer that you can look at the content any time you like, repeated when you want on, stop it when you want, you are in control, and indeed, I'll encourage you through this program to do just that. And that is to stop it from time to time and just explore what's going on. Andi had some few thought. Side is, so have a pen paper somewhere to record your own thoughts as we go through this program. Now, I have to say, before we kick off is that page three of the notes will remind you off they get out. Clause as it were, is that the particularly the legislation as it affects employment will be a moving feast. It will move forward. So I don't want you to rely on the content here. I'm not a liar. I'm management on marketing specialist, not in law on. Therefore, don't take his absolute, uh, the definitive answer to a number. Things I will point you to places to go to get that definitive answer as it will change and move forward. I waas a seeing examiner with the chanted Management Institute and I wrote the workbooks for the certificate and diploma in management programs. They are also used for judging stupid personal development. So on so forth COPD one of which catchy title recruiting, retaining, releasing people looking at a variety of areas of redeployment, people moving them from one place to another. What happens when they return to work in retirement and redundancy and so forth? But that was published in 2000 and seven It's a while ago. Now that where you are now, what time zone You're in listening to this, but things have moved forward from there. I have updated materials in the workbook, but that workbook will be out of date at some stage, so don't write on it from a definitive point here. There's a little bits and pieces here on I will direct you to other places to go my favorite subject from a performance point of view from being a parent. Being a manager, being a sports coaches, looking three, determined to quit performance on that is motivation ability, conference building. So that's where it's all coming from. Let's get on and have a look at the first of these that is recruiting your best staff one. Of course, there's quite a lot involved in recruiting the right staff on. We're going to look out some areas you maybe not particularly familiar with. All may be new to you. So I hope we can handsome particular family here because what we're aiming to do, of course, is to get the right person for the job. So if you are involved in recruitment, then I think this will be quite an interesting area. There's a number things we need to pull together before we can start advertising somebody in first, which is to be fairly clear about what's what sort of person we're looking for. Now that's sounds like a very simple thing, but it is actually quite complex to make sure that not only are we not discriminatory, but also we are defining exactly what sort of person. When I say sort, we'll explore the more detail. I think that, uh, we are very clear about what fear does to dear, but sometimes less clear when it comes to a job description for support stuff. We could look at that on the issue about women returners. I will explore women returning to work place after a career break. It scares Children, elderly relatives and so forth. And it's not just the preserve of women, of course, that return after a particular break. So we look at the sort of things that go on there when people have had a career break, what it is they've been doing that is actually surprisingly quite valuable for the employment in for So let's look at the first of these. The person specifications. So maybe you want the the ideal man, the ideal woman in a particular support function. Well, what is a person specifications? Well, essentially, there's two parts to that page for the notes will explore that a little bit more detail. The 1st 1 is What is it? Did you want them to have demonstrably all requirements? How would you know? They've got it. See these interview? What have you covering? A number of areas. Maybe you want them to be educated to a certain standard. You probably want people that got an English, uh, G C S e. You may want to be qualified in some other way. You may want him to be trained on the common software that's going to be used in a law firm word processing. Maybe it's word something like that. Software is available, some sort of experience within a job and also some personal attributes or qualities when it comes to maybe deal with other people a pleasant manner and so forth for perhaps reception duties. So those things you want them to have, But then, when it comes to what skill set are we expecting for? We need to have a look at it and there's a number of different ways and contest for these things. So we want to be able to communicate well on. May want to have an advantage, second language or more or something like that. Something disposition, something, behavior with others, working with others, getting on with others and so forth. Maybe you want them to have particular interests, and it may be social activities may be sporting activities. I'm not being limited just to a law firm here. Clearly, you may want to recruit somebody fuel your, um, your law firms. Five A side football team. That's quite a different area on then, perhaps person. Circumstances again being very careful not to be discriminating here. But maybe you want people to travel or work different time shifts or maybe work full time or part time. And I've regretted people full time, and I've recruited people specifically part time as well. So with that in mind, we need to be able to look at what does a person specifications looked like these sort of headings. Well, there's one that we did for a firm. It's a national firm, uh, undertaking immigration work in the UK and you'll see what we've got there for page five. We're looking at some key particular requirements on there. It was knowledge and understandings, skills and abilities experience other requirements of those sort of four headings with their that was for somebody to be head of reception to manage a number of different receptionists of Clearly, we need something quite different from perhaps somebody who is going to be a more junior receptionist. So you get some ideas from Page five. Let me take you through maybe somebody more junior to what we've got on Page five, the sort of things that we might expect to have for a junior receptionist. So we start off by saying, What sort of criteria are we looking at? Maybe things that they know, think, understand things that they can do things that they have done experience and then something else about. And then we split them up into two key areas that if we are recruiting, we want to say one. Okay, we won't recruit anybody who doesn't have some of these essential requirements. You get that, of course, from TV, so whatever you do to put an adverse mint out out through particular media that's relevant to wear your firm's located through recruitment agents, office angels or whatever other type of place you might go for recruiting more junior staff. And you might say, Well, what do we want? Essential under these headings and then having dismissed all those that didn't make the essential criteria, you get a shortlist of Stevie's now. So we will then say What is it desirable that we want this person to have on, Then start to sift through to see if we can narrow down our short list? Okay, let's have a look at some of those particular areas there under the heading off Essential that say, it doesn't have to be this, and you can decide what your own essential things are. But I might say that I want to have somebody support star function, maybe typing secretarial receptionist that I would want somebody who's got English to a GCSE stand. That may be particularly important for you. That's, uh to to great see or greater, maybe a requirement. So if you get CV that hasn't got that really not going to be what we're looking for. So it's perfectly reasonable to turned those down just on the basis of the essential criteria there. Maybe you want their skills and ability. If you're in reception and work, call me under pressure. Do with challenging clients, maybe the skills and mentioned elsewhere. Skills. Maybe you want them to use software or something like that. Deal with a particular circumstances of situation on that may come out at Sea V. It may come out at interview and so forth with experience. Well, you may want a experience of somebody who's worked, at least for two years in a similar role on that, said admits. Very good people who haven't yet had the experience. But maybe if I'm replacing somebody, have I got the opportunity to train somebody up? Can I do a trainee and internal something like that? School leaver? Well, that's quite a different sort of area. If you are trying it, find out resources in your firm. You want to get some people some experience perfect, reasonable that you ask that although they can be limits as to whether the demand for experience over a particular period at least 10 years experience and see this with Fiona's, for example, someone's gonna have 10 years experience. That's difficult to justify if somebody says, Well, I've had eight years experienced, but I did take a career break to look after Children look after held in relative or something like that can't really justify that. 10 years is essential when eight years may have been pretty good. Yeah, it's a matter to decide, so So it is not too ambitious in terms of experience. You could suggest those things then, when it comes to other essential requirements clearly very important from employment legislation, don't forget the caveat that things do move and change. It is now becoming more, um, or important under immigration laws that you do establish as as the employer that somebody does, indeed have the right to work in the UK on the burden is with employers. So if you want to check that out, check with a good employment life. You might be. One, of course, would know what the situation is but need to check as to what the situation is in terms off essential right criteria. When it is a recruitment, maybe your receptionist is to have some sensitivity to other cultures and related issues. I mentioned immigration a moment or two ago, And indeed that's what we found when we were looking at the desirable criteria for somebody to work in reception, inner immigration, whatever it might be. So there's your essential criteria, and you could be had to sit through the 20 or 30. So CDs you get in and say, Okay, I can see from this E V that they don't meet that so we could dismiss those from the shoot from the short list on someone. Now, when it comes to desirable criteria, say, Well, okay, there's my essential ones. What would be nice if they had this? So he or she may have particular characteristics that we want or particular experience or something like that. Let's have a look at some suggestions under those headings. Now you may say, Well, I want English to particular standard for obvious reasons for communication purposes, typing and what have you. Maybe if somebody's got a particular interest in customer service, there are N V. Q's national application qualification at various levels and customer service. Level two is a pretty modest one, and then maybe people coming out off schools or colleges or something that have got this well that will put somebody ahead, perhaps in your mind on somebody who didn't have. So I just put. This is a suggestion. Think about other things that maybe their knowledge or understanding under mentioned knowledge or understanding off, perhaps case management systems or a common word processing presentation software that you're using, maybe even spreadsheets in terms of skills and ability you desire. But some bacon, a similar information quickly and efficiently because you don't have opportunity, as I mentioned before to have extended period training, you want somebody with two years experience to come in on become effective within the first few, Uh, weeks said it would be desirable if you were an immigration firm that somebody has been working in immigration. What other requirements would be desirable if something works in reception ability to build rapport with a mixed group, people that will be very powerful. The firms that I visit, I do see a lot of really good reception suit can actually do that. This is something you have to test at interview. So far, so there's a person specifications is entirely up to you, how you define it. But then, if you start with that, then you know what you're looking for. If you didn't do it, you'll just have people coming in with a whole variety or different characteristics, and you risk recruiting somebody on the wrong criteria. I'm not suggesting you should choose on parents or something like that, but you can get caught into thinking about recruitment from the wrong perspective and just think by one of the crew people like Or do you want to recruit people that not only do you like but also are competent to defined degrees on this does make your life a lot easier to narrow down quite quickly. The, um, process off recruitment and so forth. So there's posted specifications. Let's have a look at job descriptions and, again, a number of different headings under here. I don't think a lot of people sample over a couple things when it comes to writing job descriptions as to what it includes, what it doesn't include. So let's have a look at a couple of thoughts and ideas that I've got here now. What I think is quite interesting. This comes up quite a few times when I'm talking to folk about recruitment and so forth is to say to them What do you want? Somebody in a support function to do? What's the purpose of the role? Well, it supports stuff, so I want them to support. But let's be a little bit more clear. How about the used to on this is something. It's quite interesting from the point of view of your existing supports. Don't go and ask them whether or not they're able to do this. The purpose of the job. There are two fundamentals. The purpose off somebody in a support function is to save any time and secondly, to support any client Capital C. What I've done here, which is quite important, I think, is to recognize that whoever you are recruiting, whether that somebody in an idea function a bookkeeping function of back office functions or reception function or secretarial function. They are support staff, yes, but they're Kiev role is to support the finance, generating the work, generating the income generating part of your professional service phone. So unless it's expressive right from day one, right on the top of the job description to bullet points, the purpose of this job is to save any Fiona time. It does get the mindset to looking at exactly what their job is without a shadow of doubt. If you're fear, you know, of course, that you want to maximize the opportunity to deliver good professional services to your clients. That's where you earn fees for the firm on. Wouldn't it be wonderful if people that are in their support function realize that that's the primary objective on not to do things that they feel is more important or to do things in their way or two begrudgingly, look at what you've asked him to do you know where you don't pick on me or whatever, so that may help start things off in the right direction. On the other point of view, I think is important. That recognizes that fielders can only own fees for clients that coming through the door and choose to stay and give you their particular issue to deal with. So the second bullet point here, I think, is also quite interesting, very important to explore as well, because supporting any client also means that they will be focusing very much on the client. Care expects off your firm, focusing on dealing with clients in the right way, particularly their bookkeepers particularly dealing with banking. Particularly. They're dealing with support with Fiona's in terms of what does a particular client over what, what's been paid in, what hasn't and I have? Anecdotes and stories of clients have paid, but it hasn't been acknowledged by the Fiona's. The feelings didn't know the Fiona's were chasing for something that has just been paid, you know, all that sort of internal communication things. So here's two bullet points. I hope that had something to all the job descriptions that you're thinking about because, let's face it, I can't think of anything else that support people are doing in your firm. That didn't meet one of one of those two criteria, right? With that little bit of a rant over, let's look at four key areas off job descriptions. 1st 1 is to focus on not what the job is about in terms of an input or doing. It's about what that job is supposed to achieve in terms of output. So on output Job description is describing something that was not as an input. So, for example, of out on screen there, your job is to answer incoming calls. No, it isn't. I mean, that might be what you do. That's the input. But the purpose of answering incoming calls is to deal with telephone enquiries. Professionally puts a slightly different approach to what is meant by because I can answer a call like says, going from phone, I could pick the frontal lobe. What? I've answered the call, but I havent answered it. Professional. You might have a particular way that you want employees to excuse. May phone. Well, Vernon enquiries professionally. Take messages. Pass it on phone. People back to explain when Fiona is in court or not returning today because whatever, whatever on that he's dealing with enquiries. Professional. That's the output job. More notes on what's meant by outputs. Outputs is what you're supposed to achieve. So inputs are deadly. Sin is not about doing work is about achieving something. So that's very important to have a look at that on, then, to make sure that people know what constitutes a job well done in terms of some measure ability. Now I don't get hung up here on the scientific bait basis off measures, but if you can't, if there are no measures, then don't do it because now you will know whether it's being done. You see the light being on or off is still a measure. You could measure the lumens by getting a light meter, but on off is actually still a measure, so it is not measurable. Don't worry about it. Noble notice. Whether it's done or no, everything is measurable. But is it worth measuring on? Is it what we want to achieve? So it's not how many keystrokes that somebody can dio working in a call centre of people. Typing on the measure was how many keystrokes on the people who produced more keystrokes were clearly obviously working harder. No, because you had people sitting there backwards and forwards backwards and forwards forward backwards keystrokes on a document, lots of keystrokes not actually producing. So the measures off success a very important. That means that we have to have measures that are within the remit off people to actually manage those measures. So one of the outputs can they be measured on, then does it fit in with what the firm's about? Now, if you take those two bullet points and had a moment ago saving fearing as time, of course, it fits in the firm's strategy about delivering good professional services to clients. That's what the Fiona's do then achieving that fits in very clearly with that particular aspect. Thea other part, of course, is looking after clients. But of course, that fits in with the strategy. So the job description isn't really aligned. All the arrows are all pointed in the same direction, pulling in the same direction, trying to achieve the same sort of puts. Then, of course, can somebody influence those things in terms of outcomes? Well, of course, somebody who answers the phone professionally can influence the professional way in which the phone gets answered. They can't influence whether or not the the caseworker call somebody back, but they can have the authority if they know that the Fiona is not gonna be back today. They have a list of messages they passed on to John and Peter Gender. Wherever it might be on, they know who's come back in and who hasn't on then be able to call those clients back and say, I'm sorry he's been held up in court today. I do know I promised that somebody would call you back today. It's going to be tomorrow. Is that OK? Can I get somebody else to deal with it today? Now that he's dealing with telephone enquiries professionally, So holding these four things to account within a job description is a very, very important part off the job. Now, if you actually need help with this sort of thing, then guess who you can have a conversation with on. We can help you with that. Provide job descriptions Britain in ways that meets what the business is all about. So when you recruit people, it heads in the right sort of direction, not just people. You're like the lock off or think you can work with, because I work with people I find really great people to work with. But if they know a tuned to where we're headed and what drugs do, then I'm rather charitable by employing them if they're not actually delivering what we need off the job. So let's give you a few ideas on Let's turn now to have a look at women returning into the workplace. And, as I said before, it calls to apply to men return workplace, but something that I think is quite well with exploring it is the last time I'll mention it, of course, what I'm talking about. Women Return is returning after a period of bringing up Children, for example, caring for elderly relatives. It is, of course, also applicable to men returning an animal. Anybody who's taken a career break for whatever purpose, I think it's worth exploring this because I have met some very, very talented, very capable people. I think we are seeing many Mawr proportion of new mums, for example, returning to their original employer. This is my statistics is that my observations? But it's from the YouGov. You'll find this sort of information online on. There's a number of reasons for that. Maybe it's because of financial reasons. Maybe it's because off just a a desire to continue their career and why not? So what we have to do is to say, Well, okay, are we making life easier for them to do so? And I think in today's modern firm, we're seeing many, many more opportunities for people come back to work and engage in a particular way, which is a great benefit firm itself as an operation. But also, of course, the clients off that for yes childcare provision. Timings of the day become very, very important. I know when I was doing was moving into my current home. Sylvia, my conveyance, sir, she said, Well, I'm always in the office of seven in the morning because I always want to be on the school gates and help us three in the afternoon. Her husband worked in a different business and didn't have the opportunity for much flexibility so he would drop him off on his way in to his work in the morning. And she would then be at school gates having down a full day's work and suited me as a client because I could get in seven o'clock in the morning to sign the documents and still be in a train down to London from her office. So child care provisions on the flexibility to meet all that. But also, of course, from the point of view of flexible working on why is this a benefit to the firm? Well, of course, it gives cover at various ways it doesn't managing, doesn't need people to stick to their schedules on. I have a very good book keeper who comes in part time, Andi, she plans her time and involves everybody else was going on on that works very well. I also find that flexible working myself helps because then I could meet clients. Need so for client wants, um, consultancy or coaching on so forth early one evening. Then I again I could do that quite happy to do that. So, uh, one then has to stop and think Well, okay, If people have had a career break, the immediate reactions are Well, you've been out of work. You haven't gained anything. A lot of a lot of short sightedness in that respect. Because if you take all the activities of somebody as they took example from my wife, remember who wrote the chapter of a book Recruiting, retaining, releasing. People think about the tasks that are actually involved in running a home, looking of Children and so forth. Only think about the skill sets that may have some degree of application in the workplace and make sudden become chief executive overseeing everything. But if you stop and think about what people doing what the skill sets might be that will have valid application in the workplace. So I put up there Ah, whole variety of a, um Go 89 different activities. What the skill sets associating with that. So again, as I mentioned earlier in the program, if you want to stop the film, think about it yourself. And then, of course, are revealed what the issues are and see what you think. Shopping, birthday party, school runs, meals, doctors making those appointments, child development initiatives, involvement in schools and societies. I very much involved in schools and societies when my Children were younger in both sports and so forth. That's something home decorating, cleaning as well as maintenance. Well, what all the skill says, How did you get on with your appraisal of this on? But be useful to do that just to think it through?
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Let's have a look and see what these skill sets might be associating with each of these tasks. Well, shopping clearly requires planning, budgeting and so forth could find out amount of money. So that's good skill to have organizing a troop of birthday party? Well, he actually dealing with very sensitive situation, having with Children, parents and so on and so forth. Organizing school runs, time management, preparing meals. Figure about preparing a meal myself for this evening. Planning, budgeting, decision making, project management is there attending the appointments, time management, communication, planning and so forth Child development relating to develop the staff to senior member of staff coming back then communication, mentoring, development of individuals. Quite important involvement in other activity outside of the home. Communication planning, organizing team building, of course, dealing with conflict, possibly that sort of thing when it came to developing things at home. When I started out earning my first apartment, I knew nothing on hope. Now, as a result, most recently with the University of YouTube, actually quite good learning new skills, planning, budgeting again become important on home maintenance, utilizing others. Of course, you've got to do with budgeting, cost control negotiating with supplies on de so forth. So although they're not gonna be earth shattering, although they're not, could be heads of department in a particular area. You're not gonna be running a logistics business immediately. Having done this sort of thing, you can see that it isn't away entirely. Bring this activity for going to say there is a lot there. And I think there's a really good people come back into the workplace on. Therefore, using these things, I think becomes very important. Okay, well, let's move it on, then. Let's have a look at the next stage, which is about having decided what person you want having got an idea off who may be coming back. You've got some CVS coming in. You've looked at your essential desirable, and you want to conduct an interview just as an aside. Actually, one thing I thought that was quite a good idea. There's one firm city centre practice town centre more accurately on what they said Waas that what they wanted to do was to having advertised The post was to ask people to come and drop to see the off. They wouldn't accept any by post or email No, the first look at that. When I heard that, I thought, Well, that's that's crazy, That's why Well, if anybody cannot be bothered to print out a CV and make their journey to our offices on drop this Evening off, then that is gonna weed out those it is gunning and sending all sorts of TV's through a database sitting on the bottom somewhere in their front room or kitchen table on. But I thought that this chap are speaking is he's got something here. If we can't make their journey there yet, you aren't limiting those people who are working elsewhere because they can nip out in their lunch hour. It does demonstrate with I've actually got a little bit of initiative can come out and do that sort of thing on that will on. It's very simple, reduced the number of people who are going to clog up your inbox or oh, post trade. We load to notes of CVS when they haven't really got the get up go to come and make the delivery interesting thought. Anyway, back to the part. There are three areas that I want to look at here in terms of interviews, one is to think about whether or not we could be all projective in our interview and not subject, if not come back what that means. Look at some areas that some firms get involved with in terms of designing what it somebody's competence to do the job. And can we use any sacrament testing to determine who is most appropriate on then to look at some areas off inter off, communicating at a a new interview to see whether people are attuned and so forth. So a few things to think about, I think, returned to selection methods commonly used by firms. Then we can see there's quite a difference between the techniques used to select people on whether that relates to particularly well to the performance of that individual in the firm. So correlation, maybe not something you're familiar with the term but correlations. The statistical term is a calculation determining whether there is any relationship between the test, the technique here on selection of tests on then, the correlation to whether people could do the job well zero in statistical terms is there's no correlation with this high correlation of one means there is a direct relationship between one thing another. So we'll see that closer to zero. Thes activities are not so good for suggesting what performance continue. Remind me on others Get better. And I listed here, guess what? People will use handwriting. They'll ask people to do a a letter, all for their own personal profile or something like that. I think it's very useful to do that because people couldn't communicate reason be well, couldn't communicate in French. If I've got Google translate, it won't necessarily be perfect, but it will be a lot better than if I was trying. Without that. So tight letters aren't the same as hand written. It also requires people to get a piece of paper, pick up a pen and actually put the effort it. So it's another way of sifting people out. But then, looking at the hand, writing calligraphy determines anything about this person. Well, leave that to the circus. Leave it to affairs of the at the village. Fate No, actually very good is very, very poor. Correlation between somebody's handwriting on whether they are competent in job way have had some prime ministers who had appalling handwriting on they have been incompetent. Prime ministers on. We have had some prime ministers who have got a very beautiful handwriting who have been equally incompetent and vice versa off every a shade off the political spectrum just because somebody is involved in various things outside of work that does indicate when there's a routine player or other interests and so forth, but not necessarily whether they're good at the job, unless the job, of course, is to organize some leisure activities. So somebody's captain of local cricket club or captain tennis or something like that is pretty good from importing of tennis. But are they a good team player are a good person? It's not necessarily correlated now. An interview, of course, is going to be a lot better than you think They're. Correlation here must be pushing up towards one. Well, I'm sorry to disappoint you. Interviews are not very good to correlate between whether the person probably was in good job. Why, well, two reasons. Some people get trained in how to be interviewed, and I have done interviewed training. The other thing is that a lot of people do interviews. I don't have any training in it anyway. So well, they're doing used to take a look going with gut fields, and I think I like this person or don't like this person. I don't like the way they responded. I like the way they did. It's not very objective on that. Your current The interview isn't so robust. And if you're not convinced of this, then why do you have a probation period? Why recruit somebody where the c v an interview and then have a probationary period? Is it because there may be people who come through that particular net and don't perform in the job? Well, if that was the case, there must be something wrong with process on. That, indeed is why we have the probationary period personal references. Well, I've had people leave me when they have fingers in the till from the point of view of using the phone, the work phone excessively for domestic use, and they've been told about it. We've been through processes on. I had to let them go. So having done that because I can't give a bad reference, I can't say this person did this. We did that. I would have to get very bland reference, so references are pretty good if you get somebody who is a former employer and says this person kept kept good hours and good member of a team and sorry to see them go And if you value, if that has some validity to the individual, then yes, pretty good. Better than an interview alone. So a lot of people do references. Seven. There's a cumulative the c V eyes pretty good, although do you remember that people can be trained in how to write C V and I have helped people right to better see these on that sort of thing. So using that Andi, by and large, he says with a caution, professional people are very candid with their CV. But it was always that question whether or not the timeliness of the activity is actually related. And yes, I have qualifications that stretch back over a number of years. So to what degree is a qualification I achieved 30 years ago, valid today, while four years have taught them up as they go along. So that's improving things, and as you see the cumin accumulation of these things is happening and you get a 50 50 chance and something's going half these people will run very good ability. Tests on there are statutory tests. British Psychological Society. I'm accredited with them. For several, a testing on general be tested so you can get off the shelf tests to work out their verbal reasoning to work out somebody's miracle reasoning and work out other sorts off related intelligences. I am not suggesting that any of the ones that I have created are a fully accredited by the British Psychological Society test. But there are ones that we do for a team working on for interacting with others generally and so forth. Assertiveness, management style and techniques and so on. On these are part and parcel off the data or program. If you've been through the Supervisors program with me is the Legal Aid Agency supervises program, you will recognize there's a number off. Um, we have some off the shelf in terms of dealing with conflict in these fall. Under the heading of Shed will be the psycho metrics. So the personality type it again depends here whether or not you choose a good A test as to whether anybody has any of these particular characteristics and their psycho metrics will bring these up. There are some pretty good ones out there. Thomas Killman is one off them. It's not mine. We use that on managing conflict, for example. They obviously get a lot better, but they are more expensive. And this is where recruitment agents, a running fees, Of course, for new people joining your firm and you will know if you have recently been through a training contract may have been through an assessment centre for firms that took on 20 trainees and putting through two year training program on the's. Assessment centres actually use a collection of activities well designed. They are expensive, of course, to take a bit of time preparation, so but they are pretty good assessment centres of So there we go. That just highlights the key thing about interviews as the interviews are not necessarily good. They can be poor, and I'm aiming to improve them because I know most of you will use CV personal feelings about these things. But I want to sharpen up the interview to see whether or not the interviews could be improved. Well, I think first of all, we can recognize there's lots and lots of things that would affect an interview. There's a helpful things that I gotta put things on your in your direction. There are some things they're going to be negative or limiting factors. Now. These aren't actually in the workbook, because covering him here anyway, repetitions of your drop down, then think about these things but left early or precise. And if you've got a good interview structure, you know shooting from the hip you've actually got some questions marked out on a form is very useful because then everybody goes through a similar sort of structure, which makes clarity. If you're using drop evaluation techniques within that, that will be appropriate. And I could show you how we do that in a simple fashion. Job descriptions, person specifications and so forth are very helpful elements off. I think it is useful to to give pray advice to the interviewee when he or she comes to interview on, let them know what they are to expect. That way, you reduce the amount of stress that interviews can be for the interviewee on. Therefore, people prepare for it on you get a more genuine view of somebody Robin shoot from the hip something something they weren't quite prepared for it. Don't say you gonna tell them all the questions, but let them know if you are going around in a simple copy typing test or you are going to run a particular team player questionnaire, etcetera, etcetera. Let them know. Let them know what you need to prepare for that. I think the thing that will help you to is to take time to prepare the interviews and to give some time to running them. I think that if you are short listing people, bring it down to smaller numbers. An example I gave about dropping the See the officer. Good one, then time to prepare. Uh, I'm run it. It means that you can spend a little bit more time for candidates because you've reduced the number kind of it. You've got to get through having well devised interview questions is part off the structure, of course, so that everybody gets the same sort of questions on not the downright stupid questions. If you were an animal, what would you be? Because it's very difficult for you to interpret walls meant by that, but to have some proper, well structured interview questions about their experience about their attitude to work, They said beliefs and so on so forth. What is going to help with your interviews? Toe have, um, objective measure on. I'll illustrate in a moment to how to get those objective measures in place, because that will help you as well with all of the above. That will then reduce the amount of bias that you might have an interview because you got some objective Robin subject. She seemed quite nice. She had a nice smile. He was a bit grumpy sort of thing on the other thing, Then is that you? Particularly there's more than one person taken interview. You can improve your decision making by having some objective criteria to that. So those are things that will help you fairly obvious. What will limit them is none of the above. Well, that's an obvious one is by not doing any of that niceness on the left hand side of your screen. Of course, limiting for you if you have untrained interviewers on this is an interviewer training. This is about organizing it, which is course important, but specific interviewer training will be very, very important. Structuring your interview in an appropriate fashion. Taking people through a variety of different approaches, of course, is going to be important. The other thing, too, and I've had this occur occasionally, is that you'll have two or three people interviewing. You'll have a job doing interviewing. You'll have head of department doing interview. We'll have chief or senior receptionist doing some interviewing on to say yes, the 3rd 1 says, I don't want to rock the boat. I won't say anything that's called Group Think. Let's go along with what everybody else says because I'm welders too busy to deal with any challenges. So beware of groupthink. It may be that you have a personal bias, and whether you like it or not, your human being and you will have I don't mean discriminated biases like happy like people like ginger haired people but a bias that just comes across from your experience compared to your colleagues experience, because seeing you event somebody else, a different order of things will change and panel interviews again. Can people see the same thing will have a different take on it. If you will. You may decide that somebody who's holds a straight batteries good bag, internal particularly agile off on the private lives must be get up ago sort of person where I have worked with some really quite talented sports people who, quite honestly, you wouldn't deploy them to do anything apart from run third in the relay. But that's another matter, I think, to the thing that could be a great shame is that if you don't follow up the ones that you don't want, um, first time you may have drove your first choice and then not follow up the second or third choice. If your first choice is gonna now the job before you could offer them the job you've got and you haven't followed up your second choice, then you find that they're getting a bit disgruntled or respect me. Three. We go near anything and so on, so forth, and it's affecting your brand because people say, Oh, don't apply Blocks and CO. Because they don't respond. Number of times I have gone for interviews as a consultant and adviser on uh, then you don't hear anything, and then somehow 11 months later, the old Mac would like to bring you back in to do that. I don t I'm so saying, You know, I'm not that desperate for work. I don't really think if you're gonna treat people like that when you don't want them and how you know if you're going to treat him well just because you now do want so school way too busy. So for up to be very, very important, right? Let's turn immediately into how we can get an objective view on how people full. Now, if I was to ask you how good are you at using word 2010 on formatting documents in that? Now you're looking at this on screen click. I've got a A figure that may be stare You wouldn't say? Well, on a scale of one detained, I probably ate. That isn't the words you would use if I asked you how good you are. Formatted documents. Word will probably say it's not my major job. I'm a Fiona on the manager bit. What do? Okay, I'm quite good at it. I'm pretty good at it. And if you are a little bit self deprecating, you might say it's not my main job. I could do to bit, which is what I would say work for Matic? Well, no, not really. But actually, I have formatted books that I've recently had published on CBD. I formatted it in word, translated it to pdf's and sent it to the publisher on There were no amendments on. I didn't realize it was that good. So when you ask somebody of quite a reason question, how good are you at using word 2010 per formatting? It does become a little bit different if you ask 10 people. What's the difference in percentage terms between Pretty poor on Pretty good, you're not gonna get everybody giving pretty poor 25% pretty good. 75%. I suspect you'll get pretty poor would range reminder No 10% to 50% on pretty good somewhere between 50 and 90. There was the words are not precise now. That's not to say that you can turn people's responses immediately into on arithmetic scale, but if you were to give a document with this on it or I asked him, that question document is better quite obviously into saying to somebody thinking about your use of work 2010 on formatting documents within on this scale, where zero means that You have no idea what I'm talking about. Right the way through to you. Would you describe yourself as an expert? Credible? Maximum. Could you give a figure? So, what does this mean? Well, two things happen. One. Is that you? As the interviewer, You and your colleagues, a jar head of department partner, whoever it might be involved in the decision. Okay. Somebody whose support staff I would want them to be pretty good, because we do our own in house newsletters. We do presentations. We do tenders. We do this, we do that, we do the other. So somebody is really gonna do a support job? White Matt would need to be pretty good at it, not just laying out a letter. And then with that in mind, you don't somebody That's document with nine. Let's circle where you are is to say to people with blank document, Take that away. We're on this scale. Where would you be? In your mind? You're looking at this and somebody might say, Well, I'm I'm here, You know, I'm seven along a scale. I'm better than okay. I do quite things quite well. My several 6678 10 6 It's a sort of say six. Now then, if you're asking half dozen people going to be interviewing, you've now got a projective measures on there View of it. Now, that doesn't mean to say that you immediately just take them to school high because you may then say OK, we'll sit here. What I'd like you to do is to under no uncertain picture in this text, people gonna go. What? Insert a picture in that text so the text runs around the picture. Now, if you haven't done that before, you gonna say, Oh, I'm gonna struggle. So now you got a link between what people are saying They can do what can actually do with an ability test, very simple model, but very, very powerful. Indeed. This is the whole fundamental basis off, um, assessing people's competence against a particular continue. Okay, use it for CBD, for lawyers, use it for all sorts of different activities. So it then becomes a way off deciding whether anybody is able to do a particular job to a particular standard. And you can then test what's meant by this. And then you get a fairly good idea as to help help truthful people being how honest that being, how where they are as to what they can do it. So something to think about that I'll come back to what that looks like in a moment. What I'd like to do now is to turn. Think about Sacha Metrics. Of course, as soon as anybody mentions his words Psycho metrics, you can get a little bit sort of worried about it. There's gonna be deep psychological profiling off. You decide whether you're a sociopath or psychopath. It's not about that. It's about using recognised techniques to uncover people's attitudes and beliefs. You see, you can you can follow on people's behavior quite easy. Just observe your eyes and ears open. But in terms of shooting police, that's off the what lies beneath. We have looked at this in some detail with the Dayton or programs on communications and so on and so forth. So don't repeat it here, but if you are interested, it's worth exploring. Now, when it comes to cycle, metrics is a bewildering array or different techniques being used here on day. I'm not suggesting all of these were gonna be relevant to you, not suggesting very means you want to use them. But there are things like left brain right brain thinking, the brain dominance, test temperament, somebody who's got a particularly short fuse, for example. Theme Thomas Killman Conflict mode. If you've been through Legal Aid Agency Supervisors program, you'll be familiar with that. We've used it in negotiating skills, abused it lots, lots of times, repeated here either again, they're there as well. There are mines. Brick is a very common one that people have looked at some ranges extroversion, introversion except etcetera. Andi, you can see there. There will be some value in that than there used. Quite a lot, of course, in recruiting trainees because one firms doing best quite a lot in the training. Of course, 16 p f personality factors common one as well as other orientations. So if you are interested in that, they go to somebody who uses thes things with their principal part of the job. On your get some help and support buys on that I have done it. I do do it. I know that there are better people out there doing time, and therefore they will be felt better at it. I have in fact, taken the qualification with the accreditation regularly with British psychological society to develop my own interventions in particular areas when it's been useful. So again, team player skills will be familiar with that. If you've been through the legal, it's advises program and in other areas as well, so those are there. But then, when it comes to the interview itself, what we need to do straight off there, you got somebody you've structured it got some thoughts and ideas come to that. But then personality types related. That's the degree to which you, as an interviewer, have the personality type that is able to to put people at ease and developed report with the perspective candidate. So before I get into the timing structure, good practice in terms of running interviews, just try and think of 20 different ways off developing report on stopping the film. Trying to think of those will be an indicator of whether or not you're able to developed report with people because you can identify what the criteria might be that would develop report. I would think that I could think of 20 when I came up with it, so I see how you get on. By the way, these aren't in the workbook. Doesn't want you to have a think. Well, okay, paused. Let's have a look and see what you got. Any number of things I'm looking toe along them particularly. But let's just take them off your list. We've got that 15 seconds to create that right first impression. Eye contact. Handshaking, exception. Etcetera. Smiling A swell. Can you tell the color of somebody's eyes when you meet for the first time? That's a good indicator. Can you put them in the spotlight, not put them on the hotplate, but on the name in the spotlight so that they feel as if they are an important person? Copy their body Language is something that's quite helpful. Don't crowd them by leaning forwards on. Don't just fall backwards either. And for table, it's about monitoring and mirroring their body language orientation. I think if you're across the desk face to face, its add cereal side by side, looking at some used some papers or other things side by side, of course, becomes very important part off that report, Um, the in out in wood feeling I'm outward, expressing that something's being have they been able Teoh dress to match the culture off your firm. People turn up for interviews and flip flops and console house, which isn't too clever. Are you interested in them not just being interesting by doing the chat? You can actually do that. Can you understand where they're coming from getting their shoes? Do you use their name? Do you know that you and I have 20 things in common with the 1st 1 of which is that we're both looking at the data Little program, but there's 20 others. If you are interested in those, then get in touch. Can you roll out the red carpet, make them feel comfortable hosting? Are you looking after deputy? You know, hot drink, Cool. Drink something like that. Are you comfortable things about getting their self introduction? Can you say something up that knocks the backwards? I'm dimension partner. How do you do? Frighten them off, but something that makes them feel welcomed and so forth. And make sure that your conversations earlier, like a tennis woman just knocking gently across the net. Not doing 100 20 mile now served with right or why do you want the job. Those sort of things. Handshakes, touching base. I've known people. I met somebody who was quite strong hands, but break my hands. Shook hands with him any longer because he was a bit like bird or something. Limp wristed. So a good handshake in support was important. How close to get people, give him some space wavelength In empathy. You can go along with him simply You know how they feel. Openness, approachability, body language, NLP. Loads of things we need to do at interview. Right. Let's get down to timing, structure and good practice. What in terms of thinking about in terms of timing is who? When, what? Why, where, how and these questions are. Who will have their? What are they doing there when they are? When will the meeting be held? Where will you hold these interviews? Are they going to be on site? I'll again be offside can be important. Different? Why do you want to have the interview in the first place? How will it be conducted? What will it look like? Well, here's a structure on six simple points have the rights of approaches for initiation, the right sort of preparation that's there as well. What's the activity that initiates the interviews on, then preparation? Are you setting the scene? What are you going to say to people about the job? So on so forth? What information do you need? Questions expected. Answer Using some of those parameters on the ideal candidate competency. Where do you think you are? Can you validate that? Some sort of testing of that will be important. How you gonna summarize the end off? What are the next steps? A swell. Well, that will need to a good approach to selection off the best people. So lots of other things I've gone through there giving you some ideas because everybody will have a slightly different way of doing. Everybody will have their own take on how the structure it. But it should give you an idea of saying Okay, we need to exchange information around a whole series of different parameters off what we're looking for. We want to get some information off the TV. We want to get some information from a phone call before this eve before the interview. I think telephone interviews before deciding where you bring men is worth doing. It's a few times a swell saving them time. When I recruited new secretary many years ago, I put up through the local recrimination, some office manpower services or office angels, or whenever it waas 20 or so CVS my desk, I could weed out from those maybe eight on who didn't have the desirable of the central criteria. And then of the dozen or so I set money envelope saying I'd like to phone you, please call this number and let me know where, When, What time number and from those 12 I whittle it down. Teoh, maybe 10 who replied to Got a job, which is fair enough. And from that 10 made the phone calls, and I decided from those 10 there were two people. Really. Couldn't conversation of phone no further bother with that? That Satan? A tremendous amount of time. I asked eight to come in. Seven. Kept the meeting. Well, you know, these are whittling people down who? You don't want to got another job off the seven. I could tell there's one person who really wasn't competent. The remaining six, I said, OK, let's go through, uh, copy typing from my hands girl to see the accuracy of their typing verbal reasoning, a bit of number crunching, doing expenses and that sort of thing for May spreadsheets and so on. Then it's just that simple question. Could you insert a picture into text on, make the text roll around the image? And so people at the absent noting what what was required and some people much better. So how do you decide? How can you, uh, make a decision? Well, this is the example that I've used, and this is not purely on support staff, but it may be this sort of areas you're looking at in terms off the right sort of person for the job. So this was something we did for a firm looking at. How do I decide which of my potential candidates so I brought bring in for a training program? Now, clearly, is much better course to put people in as an intern to see how they work a better idea of people that way, and then go from there to decide when you want to keep normal training program. But if you're gonna have 10 or training program, they don't have immediate opportunity to recruit 10 intern so it turns very good way, of course, of deciding with you work with anybody Kevin's member staff, but going through a processing. How do we decide on our best candidate? What I've got here is a spider diagram. There's you can see eight key areas. This is for a trainee on. Uh, they haven't been through the PSC that haven't been through all those training. So at the early stages, you'd expect to 80% ethics, professional sound judgment, good communicators, written spoken, embassy, critical thinking ideal. Can't be professional in some guy's another on. So it goes on and they wouldn't expect have vast amounts of good business practice in their early stages. Good time managers. So there's your ideal candidate. There's your parameters. So remember those metrics that we set up using word is example could put word excel, spreadsheets, doing with people dealing with the phone, not getting flustered as other parameters. But then, when I've got my perspective candidates coming in for interview on here, I've got five dear souls coming in. Then clearly a recruit, one of thes, but I don't know which one to go for a while. I need to have some sort of way of establishing how to do so. If you go through an interview, you get some objective assessment off their effective communications and all three of you yourself. You're managing partner, your HR manager, he or she in organizing all this. And they can have some objective assessment off how well they've dealt with things the same set of questions, same metric measure that you're using to assess them. And they take the mean of all those. Okay, well, that's our ideal can. That's what we're looking for. Just therefore administrations that don't get too hung up on the detail of the image you're seeing on. Let's have a look at various people. What this person here in interview she's really up to speed in a lot of areas not quite clear on the spoken advocacy for a particular role. Good business practice. She's very, very new, doesn't really understand that, for the rest of it has clearly come out on being pretty close to what we're looking for. Better in some areas on slightly less in others. This candidate here, the Green Line, you can say, is, um, quite a good individual on a number of different areas, but client relationship negotiating skills doesn't seem to be something quite a strong, so kicking back. Which one you're going to choose from these two characters. Now we have an objective way off choosing when you get to that Rule Five candidates, which runs other best fit because of that fairly quickly. I hope that's giving you a lot of ideas to improve the existing processes that you're gonna have already in recruiting from CV through to the interview itself, going through the detail of recruitment and interview training and so forth interviewer training, just reemphasize that is something a little bit beyond the opportunity we've got in managing staff. Overall, you see, taking the time and effort to recruit people is clearly going to be a benefit. So there you go. You've got your best candidate from all the people coming in on. Now we need to make sure that we are getting people on board with us. We know they're gonna fit in pretty well, but we are putting them on a probationary period off a week of months. Whatever it might be. Three months for very senior positions. Higher positions have longer probationary period's Onda. We can now explore different ways of assessing how well they fit in, where the good on boarding policy we will be exploring that and all the notes are course on page 13. So, having whittled down your perspective, candidates to the ideal person you she is gonna be starting next Monday. Have you got the known boarding program together? Now there's a couple things to think about here, why, in terms of what the firm is all about and also whether or not people buying into the psychological contract. But when it comes on boarding, most people think they've got it covered. You know, this is the desk. That's what you were gonna make. The coffee's let's have walk around the building and so forth. But if you stop and think about it when you got people joining your team, there's a number of things that you need to do on behind. The induction programme should be the following particular criteria. What you want to do is that you recruit. We'll integrate pretty quickly into the area the desk that working people, how to fit in the cultural things, to think about systems procedures, there's actually quite a lot they can have to learn new stuff about the organization. What are the goals? Culture, policies, procedures, methods that working all those sort to think? Yes, you level off his manual. Don't just dump the office manual on their desk on, say, hey, are Get on with. It's got to be a little bit more integrated than because what you want to do, of course, is having recruited people. The time and effort into finding your best candidate at the time best candidates are available is to make sure that they knew incumbent in job gets effective on remains motivated people pretty well motivated when they join firms. But it was not starting off on the right foot. Clearly, people get demotivated pretty darn quickly, so we need to be able to set them on the right path for enhancing developing this girls and knowledge needed to be fully fully functional within the job. And therefore, of course, there's going to be caught a bit Teoh to deal with. And lastly, but not least, is to have a lot of clarity off what is in their job description. As far as their responsibilities are concerned, what they know the levels off decision making and so, so very, very important to do that. And there's quite a few notes that I've written paid 13 and onwards on on boarding. New recruits always make sure, of course, that you've done the due diligence about the right people to work. I mentioned that your own. So what would an action plan look like? What such things would you imagine to do a little bit more than this deal? But cartoon courtesy of Scott Adams? Whenever the boss is saying this is your cubicle in six weeks, I t will connect you to your networks job. In the meantime, I'll see how you're getting on. It is a bit of a joke, Yes, but have you got the right? I t set up for people to do their job right away from day while not waiting for somebody, somewhere to discover that somebody 90 is not in that day or whatever, whatever on things don't happen. I was going to hit the floor running, So with that in mind, what can we do to ensure that we are going to be successful
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Okay, let's have a look at the induction action plan. What it might look like having got somebody on board. Yes, you got your I t sorted out and so on so forth. So depending on the seniority, the person may depend on the duration of the plan. It may be for seeing it person support staff, you know, head of I to you accounts or something like that that you may want a 100 day induction programme because it covers a lot more off their job in debt. If its support staff in front of reception or part of the admin teen, then maybe a sort of a week or two. Maybe sufficient is up to you to decide what seems appropriate to cover some of these things. It must be important, of course, to plan for the first day. Get that right so that people know that they're coming. Who's arriving, whose greeting them to make sure that the fundamental attracting being sorted out by the fundamentals, Of course. I mean, you're the age are bits and pieces and cards to access the security and so on so forth. I would think it's handy to appoint a buddy. No matter what the level is, it may be a partner to more senior person. It may be headed development to more junior person movie head receptionist, full, somebody more junior, but somebody who they could go to similar sort of level there. Thereabouts Teoh Look at for the occasional bits and pieces. There don't make two gaps. Sometimes I know that people will leave work area and then that work air is a bit of a free for all while the the new replacement being found. But I think that some officers could end up a little bit untidy, with people taking your bits and pieces in there and so forth. And it's very important that you give somebody a good, tidy working area to start off. It sounds an obvious thing, but people do feel so much better that they're being appreciated in that way. And then on the first day, make sure that you are, um, prepared for what's going on. The housekeeping bits and pieces, times lose and security and so on so forth. It's likely that the larger organizations will have an employee handbook of things very handy toe have that it's not the complete office manual, but a very quick guide to things like holiday on notice periods for this death on the other, including it what you see fit taking it from the office manual documentation will include such his job description contract of employment on so forth to make sure that fully aware of what's necessary there and indeed your making sure you done the due diligence and so on so forth already mentioned that. What about those organization policies? I think even modest organizations. I run a micro business lesson 10 employees on we almost that even. But we do have things like use of mobile phones in the office, for example, use of the Internet use of the office phone. It sounds so obvious and almost so trivial until something goes wrong. And so Mrs Wheeler, nobody told me. So if you establish it right from Day one paper fully clear where they are, and that gives him a lot of confidence, a lot of comfort in knowing what the parameters are, they therefore know what they can do within those particular areas. Rob, should I shouldn't I on so forth? So you cover in there what you feel is going to be most appropriate for the individual at that particular level. I think it's also important at the outset that you establish what learning development initiatives are going on within the firm. How they will fit in with that, how they do that. Why early days? Because people need to know if they didn't know already from recruitment that you are investing in them. Andi. I expect them to partake in those various learning development activities to improve their performance in whatever way it might be again. It's for you to decide what what you include with that on. It may be that you decide not to cover that in day one in great detail. Remember, everything's new to people, so I let them in gently. But do let them know that they will spend some time with the training partner or whoever into the area that looks after learning so key performance indicators. What is it that they need to do? Didn't indicate where they're performing well, I don't think people need mawr than perhaps five or eight top to deal with that in the complexity of the job. But just so they know what constitutes a job well done on. Look at the outputs of the job description we talked about earlier, so they get an idea of what constitutes a job well done. Getting setting people from the right track early on. Go through your post recruitment procedures. What the promotion probation period is, why it is there, what's expected off them. Let them know what's going on. Let them know that you're gonna have various reviews. You may want to review things for cook up the end of the first day s so there's a few things to deal with Their when the post goes is good example to cover those sorts of things. Maybe you want to have a review, perhaps towards the end of the first week that people are in not so much to deal with their performance, but just how they're fitting in. They know it's an opportunity coming up to discuss their bits and pieces. They need some clarity with you, the line manager in confidence and so forth. If you run a manual appraisal, then maybe a year late toe later, after their joining his too late, I would argue on I think, therefore, that the appraisal process that you'll have at the end of the first probationary period. Maybe it's a month, then 36 months and then probably 12 months or something like that, although again, I have a view all annual appraisals when we get to that stage. So a few things to think about that when it comes to the firm and fitting in socialisation on induction. There's a few things to think about, and I put together a few ideas for you on the notes. There's dudes and dotes for new recruits. 10 smart things that a new recruit condemned could do on 10 dumb things that a new recruit should not do. That's Page 15 of the notes. So if you think that's a value, you're welcome to copy that give it to new recruits as a part of their induction process. In terms of their socialization, I think you as their line manager or person recruiting them needs to think about a number of different areas, cover the sort of cultural things that have to do with behaviors, the professional behaviors at one end of the scale, the ethics and professionalism that you want off them on, then down the other end of the scale or the other end of the continuum. Relatively. That scale is that if you go for a brew, it's polite to offer that to other people. So on and so forth. I've worked for interest manager within law firms. So one of first things I need to know they wanted to know. How do I go about getting coffee on? Uh, yeah, offering to make one and so forth. And inside the cover there's when everybody has white, two sugars or black, no sugar, whatever it might be people have for their coffee. So how do you fit in with that? What are people gonna do for lunch where people take their breaks? Help. They do that. Working one organization had very formal 11 oclock. There is a 10 minute coffee break now to most for the others are being can't be sure of doing that because I'm gonna get phone and so forth. But here's my phone. I could take you with me to the staff coffee break. Thank you to the staff called me Brankin. 11 oclock. Why? Because that's the time we'll get together just to go through various bits and pieces. How do you then fit in? How do you belong? What sort of out of work activities that are going on a sense of belonging will be important to fitting with that? Make these two obviously a line I think to come onto This is how they understand their job fits with your job, how their job fits with other employees jobs, how the department's bits fit in with the firm. Overall, depending on a number of people you've got, where does the job fit? Clearly, if you're going to go five in your firm, then one person becomes 1/5 workforce and therefore is 20% of the job fit with what else is larger departments. Larger entities may have to look at it in a different way, so I can't be prescriptive on this, but I'm flagging up the need to explore those things. I've already mentioned the reviews. There should be opportunity for people to review not only there you review their work, they review how they're fitting in. They review how things going so firm, wide mentoring programs. I was at a dinner last night with a client law firm sponsoring the event on somebody they were saying, You know what I really like about a B C 123 firm is that the partners mental us. James isn't in my department. I'm in matrimonial, but he is a really good mental. He never solves any problems for me, but he's always there was a really good sounding board, and he comes up with questions I should look for to answer myself. So where are those reviews within your firm on? How do you make that happen? Okay, well, there's a lot in there that you'll find useful. What I'd like to go now is to look at completeness from the point of view off leadership within your firm. Now what makes for a complete leader? What is completeness on about what you are going to be heading up your department? You could be getting a firm on, I think, for new recruits this model, which I have used all mentioned Stage one, Stage two on supervisors programs for sisters and so on and so forth. So you may have met it in other guises. I included here. If you want to use this by all means do so. It's useful to just take a little doodle off this steering wheel and how you can drive the business forward and therefore help people, certainly in the new new recruits within the first week, understand what it's all about, where it's going. So this leadership model comes from the Center for Leadership Studies that I worked with a while back up in Sunny Chester on Have a look at This is a steering wheel. I know it's a gated on your screen, but it's a steering wheel, and it should put you as a head of department in the middle of it. Okay, I think it's worth exploring three aspects off this these air spokes in the wheel to help dry things for his one is what is the firm about his vision, sense of purpose. Have a look at your Why getting toe? Why look at the business development programs from the data log on, Understand the why why your firm exists on know your firm does not exist to make money for the partners. It exists for other reasons, particularly focus. Point of view on giving access to justice and helping vulnerable members off society marvels. People buy into that you probably covered it, but uh, recruitment to make sure you got people lined to that. Of course you're seeing example in the we gave earlier in recruitment, that people are sensitive to an understanding off immigration asylum and what have you all they understand legal process off criminal defense or whatever. It might be in support in function. So that's a picture behavior. Where do we see the firm in so many years? Time? How's it going with growing? We consolidating? Are we looking for new opportunities and so forth? If I was recruiting somebody today, the vision or sense of purpose quite differently. Waas No, five years ago, 10 years ago. Because the market changes, we change with it. There's one aspect of the job, and then those key performance indicators that we looked at should be there so they understand the numbers. Your client satisfaction. How's it surveyed? What's their contribution to that? Does it cover the reception in a desert camp of the telephones? Yes, of course it should. So what's their contribution to that? I want to be trying to achieve what degree of satisfaction or repeat business and zone so forth. Their numbers were in their balanced scorecard. Some to be familiar with. And if you're looking at some of the other management programs in managing a business generally from day and then, of course, the cultural things we've talked about, where they fit in, how would you describe the culture? And when you finish your work, you you support any fee earner. You support any client keywords in purpose and so forth. Then, when we look at this steering wheel on, we realized we got a sense of purpose and whether we're getting there, results results may be very tangible. Things like money and profits and so forth. But returning clients and opinions and so forth reputation will be very important in the legal employees results and so forth. And then from the way we do business, we've got hard systems like case management systems and telephony and data and Internet and so forth. All those issues there, then your firm has a passion for excellence, passion for clients, passion for doing highly respected work. So no matter where the new recruit fits the weather they are seeing, this is a total overview because their new head of department, or whether it's heading up the support functions or whether it's an individual themselves, the focus will be the same in three dimensions. It's just the depth off information they received. What I give you Then, if you got this picture, go get. You can always pause and company down. If that's gonna be helpful to just talk it through, then these bullet points may guide you on what to talk about with you on your recruit in those areas because of vision or purpose. Because do you know what it is that drives your firm department section? Can you put that across to a new recruit? Does everybody else sing off the same song sheet, for example? Is that happening in that way? Very important. That sense of purpose is it clears shared people know what's going on. Your new recruits buy into that Thea aspirations and objectives they express clearly didn't know where it's going. Key goals, what we're trying to do on so on, so forth. Where does their job fitting to achieve those things? Culturally? How would you describe the way things have done in the firm? That something I buy into quickly words and phrases to describe the culture will be very important to make sure they are lying to that. You're doing that recruitment, doing that induction as well, making sure that shared through the office and the people our knowing where they fit. Very important reduction, of course. Core values dress goes, probe behaviors explained and understood. Yes, office manual very important covers a lot of things, so that sort of thing may also be covered. And incidentally, if you wondered what the headings might be an office manual on page 16 I've got there the firm and Coast Listers. It's the office manual that I helped develop to get authorization for a new firm in Birmingham on it shows the headings there, and it covers what's going on. Very comprehensive document useful, of course, but there is thin, Um, welcome to affirm. The induction programme is in the 1st 6 issues there, so people know what's going on on the not bewildered. They get these things sorted early on and then get on, get the job done. Then, of course, I would mention this code of conduct. Those some things should be written there, so there's no doubt about what is, and it does help wants those things that you don't have to deal with discipline grievance because people usually you, the rules, their choice, whether they choose to follow them, of course. But if they didn't know the rules, then how can they expect to follow them if they were made explicit at induction? And then the fit will be important, Not any. Just from the firm, wide individual departments or groups of people. They work with departmental cooperation obviously becoming. Then find me those measures of performance. Key performance indicators are very important, but they also relate goals of the business objective, kind care and so forth. Reputation. You got hard measures. They need to be explicit beginning of the employment and then indicate how people could work around here. That's a little soft, actually, beliefs on so forth comes through in the client surveys that you'll be day, of course, and then other things that need to be established for the full picture. So you will need to explain the sorts of things that constitute success in your organization about good communication skills, telephony, message taking, passing that on working together, zealous, helping each other, finding new ways of doing things, creating creativity, innovation become important. What's expected for self initiative, motivation, planning, organizing those sort of things of fundamental what everybody will have some impact on client awareness of what's going old. If you're not serving a client directly, you should be supporting something that is a metre in your firmas well management skills. Coaching leadership issues very paramount worth covering things like marketing activities at some stage in that induction that don't suggest all these things have done with those day. Too much, of course. But they need to know at some stage what the business development activities are, what their contribution in them are, helps put it through on then some understanding. So with all of that and there's quite a bit there, I hope it's giving you some fairly clear ideas about how people are fitting within the organization. I think it's so important because so often people left floundering with some of this. But if it's thought through of cover quite a bit, if it's thought through a planned okay, this is what we're gonna do before people start. So they know about on boarding when they arrive usual. Basically, it's a piece just enough. So they hit the flooring on Day one but then over the next, and they're gonna be through 20 days in their induction period of one month. Well, there were 20 different areas that won't cover so they can have little bits and pieces. Make sure that people are fully aware of what's going on, and you'll find that people will relax into their job and being to get on and deal with it. Is it worth doing it? Well, if you think about how long it's taken, you deal with recruitment, interviewing selection, I think it's worth doing it on that way you've got a chance of keeping good people because the degree to which people are engaging with this listening to it being part off it is a very clear indicators whether it's gonna keep anyway. Let me talk a little bit about the self concept I think is quite handy from a recruitment new people coming on board to see whether or not you're going to get fit when we finishing off this recruitment and induction issue will then go on to that final thing about staff retention. The self concept is picture we have of ourselves and one in which we interact with other folk on. Sometimes that self concept could be an idealized vision, and it happens as we get older and interact more people that we developed this at some stage or another. Now, how can I illustrate this for this chap here? The looking glass herself recognises that the four different groups of people see him as being quite different sorts of characters. So mom and Dad think, Think this guy's wonderful girlfriend season a bit of a hero, older brother seems to be a weight on X Girlfriend season was being a bit of a a devil horned beast of some sort. So different people see the same individual in completely different ways. So the self concept devised on divined by child's handy some while ago Hey was describing it as this self concept. And, you know, because you know your parents, you know, all the people that you may know how much older people tend to have one way off looking at things I wouldn't say this is me, particularly himself, firmly broadminded in my approach to things. But what we see are you a bit like this. You're going live in streets with people like you can't would newspapers that reflect how you feel about things. You go cubs you like, go whole days you like with people you like where by and large, that self concept will not challenge because somebody criticizes our self concept, obviously doesn't get it. There's obviously something wrong with them. So live results reject the source off the criticism or actually avoid it by not mixing out of our chosen group. But if we have a traumatic experience like redundancy or matrimonial problems, that one could suddenly you start to revise the self concept. But it's very important to be aware of that, because there is a relationship between the self concept that people have and how they work with other people. Because if you think about sort of how people see themselves, there are different ways of engaging people you may have. If you're an older states person within the profession, you may have had a sort of forced non compliance approach. If you don't behave yourself, this will happen. Keep head down on so far from that Clearly works provided their big a person cracking the whip. It's still there, they're not. They relax a bit now, so this be working in some areas, but clearly isn't ideal. There will be that, uh, followed tree or most common type. But if I do that, then I might get this and that sort of thing. If you do this, then you get that. Keep head down. Work well for the next 15 years, and you might make Judy apart or whatever. And if you don't, then you need to look at another career or love company. But I think most of us would recognize that most cooperative psychological contract is where individuals identified for goals. And then you know what? The parameters are freedom within those parameters to go to achieve those goals. So this model off complete leadership I gave you gives the parameters so people know where they are. Reduction program gives the parameters something know where they are, and then everything else is after they're going for it. But to remember a cycle psychological contract is not always the same or indeed, like yours. People don't buy into it. I didn't find it weird when I was a younger manager that some people were not aspirational. They wanted to get on. I want to do this. Won't do that Basically, I wanted a very keen motorcyclist in when I was younger, I was thinking, I want to keep up with my mates when I'm going off on trips to watch. Grand preys in Europe. I need to pick a motorcycle. Not everybody wants to do that. Some people call it happy with other things in life. But then don't we have stereotypes? Oh, well, people who look a bit like that are a bit like that. Are they? Well, that isn't true. I do live in France, a large part off the year I work from it. I may be recording this from there. You wouldn't know preparing loads material on having been in France for 10 years. I have to say, I have never met a French. You remotely like this stereotype. So what is all that? Meanwhile, I think it does effect through the sort of approach that people take to the workplace. And it's certainly can effect how people buy into work at how they get rewards within work. So I just like to cover this as the last part before we go on to talk about starve for attention, right? What rewards are there in place within your firm. Well, if you imagine this column here representing the office block that you work in or building, you got 100% of your staff filling it up. Within that, you'll have different groups of people. The office will sit on foundations. This is a baseline off how people have a psychological contract with work. In other words, come to work, do your job. You get paid. That is the contract. Okay, We have a system for dealing with it in a variety of ways. There will be people in terms of performance at the bottom 10%. There will be those who are the higher performers at the top 20% and then the remaining majority is in there, so yeah, okay. Might be that we've got a group of modest group of people. Maybe you haven't got anybody who's at the lower end in that scale. But this is where you've got maybe 50 people get. Expect ified. Five people who are putting aren't pulling their weight. And maybe you've got 10 people really driving it forward. But you can imagine in a large group of people where you've got these possibilities so the way in which people engage where, of course, because important. So which of these three groups have you got? What you have to deal with on how will you deal with them? The majority are there somewhere there and thereabouts. But the top 20% really driving the business. I will talk to you about stuff engagement on how you can improve things with greater engagement. So we have this little lot. What can we do it? Well, way have a way of dealing with people who fall below the minimum standards. You have a incentive scheme in your firm. I sure we have one in ours. It's called P 45 and I never use the threat of a P 45 as we're getting people to shape up. But I will say is this is the contract. We want you to complete your side of the deal. We'll do our side of the deal, pay you. If you choose not to do your side off the contract, then please let us know that's your choice. Of course, on then that will have a sect of outcomes. So it's a bit like me. As a referee, I would take the players. I've got a yellow card in the red card in my pocket, and you must tell May whether they remain there by your behavior on your language on the pitch. If you choose not to follow my instructions, refereeing the game, that's your choice on If you choose to be abusive, that again is your choice, and it leads to set of circumstances. It's never my choice. You must tell me what choices you give. May don't say. Use that very often with grievance situations or they don't occur very often fortunate, but essentially to say, this is the rules. Let's see how you get on following the contract. What about the rest off, then? Well, of course, you would probably agree that the bottom 10% calls. That's where you need to keep your eye to make sure that they are not malingering. They're not falling off the end that they're not compromising things too much, because what do you want to happen to? 70%? Do you want to be dragged down to Oh well, he gets away, will you? Why bother? Or she's always late. Why do I turn up on time? That could be a bad apple that affects the rest off the barrel. What you do with the top group? Well, we need to metaphorically love them because which are three groups of people are most likely to be able to get up about a new job. Well, the high performers clear ones more like to get a new job. So what are you doing with your staff retention? What about the middle group? 70%. You know, they're the question marks all they're getting dragged down suggested. Or are they saying, hey, I want to be engaged like them on If you improve the performance off the bottom temper said by a little bit, you won't achieve very much. It'll, uh, you're just keep multiple blind. You the top 20% off, doing the very best they can but improve the 70% by a little bit on Wow, Are we getting some changes? So in many, many firms, I see that there's a reward system, basically is if you're heading and targets in Europe, the top, you get very little apart from a continued employment. But if you go to the bottom, then this happens. So you haven't reward system between zero and punishment. At that level, you get fired. So that for May isn't particularly helpful, is it? So what? We need video with a door slamming shut and hope, you know, wearing earphones should have warned you that with the doors slamming shut when people are thrown out is not a particularly good reward system. What we need to do is to look at engagement of our staff engagement of the majority and raised the bar a little bit. And that's exactly why I want to look a good recruitment good on boarding. So the people who come in, no matter what constitutes being those at the top end. And then you'll have something that's called regretted on non regretted staff turnover the bottom 10%. If they left of their own volition, then you wouldn't regret that. But, my goodness, won't you regret losing your top performers, so starved for attention will be an important issue on will explore how we can keep them without tying them up in red tape. I think most employers would agree that holding onto your best staff is absolutely fundamental. There's number things that we need to look at under these heading off, starve for attention on their on screen for health of staff. And I think it's very good thing today in the Uh huh 2018 when this is originally recorded that Sir today was looking a lot more mental health in the workplace and so forth. So we mentioned briefly family policies from point of view. Women return us, but also things like bullying come up. It's because of this, but I myself got very much involved in, um, staff engagement to look at those things because it returned to the little societies. Report on the profession on this goes back just a couple of years, they said in their study, 3/5 to 2% of respondents are satisfied or very satisfied in their role on the respondents. Of course, being solicitors in the whales now you might like about Well, that's all right. Good. But then my mind looks at that and says, What about two fits because 2/5 would be dissatisfied or very dissatisfied. That's right. 38% of your staff are not satisfied. What's the consequence of that? Well, what they said and I'm quoting from the report, which you can download from the law Society's site. A lack of engagement with the strategic direction is a key driver off employees departure the strategic direction. We talked about this from the complete leadership when your own boarding people, we have talked about it from the point of your recruitment. So where you going is of course, very, very important element off the whole thing. I think that's one area that firms can work quite closely with to make sure that they retain. I know from running my workshops with legal aid agency People with Data Law Program that the degree to which people within the legal aid agency sector are actually maybe dissatisfied with all sorts of things under the heading off legal aid, but are in fact very satisfied with the sense of purpose, the strategic direction, doing the work they do a very satisfying couldn't Teoh man and woman by and large, saying that they would really feel comfortable doing anything else in your That's really what they signed up for when they started study subject, which I think very good, because they are of course, helping the most vulnerable in our society. Law Society also said the millennial mobility which is people born in the late eighties onward. So then else in the twenties and thirties. Millennium abilities Merging risk for employers, says the law society. 1/3 35% 25 34 year old say they're like to change jobs in the next 12 months. So what are we gonna do about that? Well, I think that's really quite quite interesting, I think is an employer off people in law. Then I think it beholding to think about what we can do to improve that. Okay, this is talking about many managing your support staff. Is that the same with support staff? Is that the same? What's going on? So we can see these key issues that there is an undercurrent here off dissatisfaction, you know, 38% not satisfied. That's the fee earning staff 35% off. The younger members of staff alike changed jobs in the next 12 months. The fallout from this, apart from your fear is going is a certain degree off dissatisfaction, possibly amongst the support stuff, because they think, well, if they're going well, that keeps changing, new ones come in and all that will change Nebula exchange and they therefore then maybe some sorts off knock on effect to other staffers. Well, they feel uncertain with amount of changes in staff, numbers on faces and so forth may cause of it. It's a except, of course, those who feel they wouldn't get a job anywhere else. And they just sit there in court and get on with it without really being particularly good performance. Possibly you may have that as an issue. So I think these things do bring up question marks over your head about what's going on in your firm. So how do we work how we can retain people within the firm? There's a lots and lots of different thoughts and ideas, partly the psychological contract partner. Other things as well, quite a long list of things that we can look at. I think the first thing you do is to make sure that we are paying the sort of salaries that matches what other firms in your region are also doing for similar sorts of works, that people aren't going because of a slight money elsewhere. Money you see, is not a motivator. It may feel like people would if they won the lottery wouldn't go to work. But I do know that those I met them in working for law firms, they have won the lottery. They have left their employment on. Four months later, they come back and said, You know, I really like my job back because it gave me so much more than money. Don't worry about the money I get. But I do want the camaraderie, the interaction, the type of work, intellectual challenge, the sense of achievement, advancement, work and all that sort of thing. I have looked at the choice benefits onder. They sort of variety because not everybody wants exactly the same thing. Some might want salary increase. Some might want more pension payments. Some might want childcare vouchers. Some might want to have more holiday. Some would like to take career breaks and sabbaticals, and so on and so forth. If you can look at the benefits package and see whether it's an opportunity to change those things, look atyour recruitment process. I your recruiting the right people to your firm's Web pages reflect. We've talked about point to think about recruitment area on. Make sure that you are creating the the environment you've got right from beginning. Of course. What about the induction procedure? The learning and development on offer? Are people moving for better learning and development to or are they getting learning development but then not able to use that within their firm? In some way or another, we need to look at those areas about who does what. Work job design, job descriptions, J. D on job evaluation processes, job evaluations where you evaluate what the benchmark for salary should be for that job and whether or not you can, uh, look a enhancements and improvements by changing the job to give a high value job and therefore more rewards associating with it. Um, and many, many people prefer the opportunity for more flexible working practices on that doesn't mean to say, working from home but flex working, starting earlier, finishing earlier. I know for many years I had a very, very good secretary. Christie, if you're up there high. She used to start 18 morning 19 to start around nine, but she finished earlier because husbands picking her up on her on his way home on uh, I worked later in the evening and very off. That was very good because things I after the post after four o'clock when she went home, I could do a lot sorts of things to leave for her. And when I came in, it was ready to pick up the next morning. So really worked extremely well. We got a good dynamic going on there. Look at the equal opportunities policies to make sure that you're handling those things in the right way. I think that's very important to on that you get creating opportunities for a good mix in the right mix off people in the workforce. Look at your career progression. One of the great measures of performance is the degree to which staff are elevated to new positions. So if you've got your A supervisor, three or four people in your department and you're looking for the next debt up, have you made opportunity for people to step into your shoes as you move up and old in your particular approach with business. And so there's a good, uh, yeah thing from a point of view that Senior Secretary leaves. Well, come on, Have you got something else who is willing to step up to that because they've gone through that opportunity, not necessarily suggesting that people should be trained up and then wait to fill dead man or woman shoes. But you can see where this becomes quite important on let's face it, and I've run programs for data low under this heading. It's a look a client care to look at the role of paralegals on, but I've met some extremely good qualified people called conveyances or Lex L. Attainments and people have come in and they've done, you know, they were started, offers copy typing. And then they progressed in particular ways. In my experience, I've had people come in who have been keyboard, essentially doing a bit of copy typing. And then they end up designing their own Web pages and having their own clients and bidding their time out. Yeah, faith. So look at those things because there is opportunity throughout the the world of work. Four pro progression so forth on. Don't forget that if you want to bring star form, then look at the training of managers and supervisors Data law. I've got a good portfolio, I know, because I put in there off programs for managers managing Fiona's supervisors and so forth, and I think that is well worth looking for. Then think about engagement on engagement is really what it's all about. Engagement has to do very much with getting the right people on board. So let's think about engagement retention issues. I mentioned these briefly, but look at these things. A just question. What's happening in your firm? What's happening with health policies? I see some firms are getting fitness advisors coming in and running lunchtime sessions on so forth for health and well being. I did work with some larger organizations on they had a not a gym session, but a fitness session of sorts that ever, for the right people, right ways so that they felt that the firm was investing in their well being. Yes, it could be that you got Jim down the road, in which case you could look for subsidized gym membership or sponsorship of it, or something like that, so that people feel that I've got the opportunity to go to the gym first before coming into work or after work. That sort of thing well worth doing, uh, why not organize within your firm fund raising initiatives, you know, going sieving walk a kilometer for breast cancer charities or something like that. Get the get the support staff involved in those sorts of things. It's very good for staff morale. It's very good. Raised funds for an essential A very worthwhile caused gives a bit of a story in a buzz. So health policies don't have to be big complex. There can be put together very easily, and you'll find some support stuff very keen to organize those sorts of things so that after work, there will be particularly some months on those one or two days with warm enough that there is a a walk around the town to keep places or something like that. Speak of something to do. I know a lot of people got Russia for family matters, but again, mixing those up can be very useful mental health. I did mention very important there. Look at stress management strategies. Somebody was talking at a black tie event. I was that recently that the degree of stress and alcoholism amongst the profession is actually quite high. There was debate, whether it's the medical, professional or veterinary professional, the legal profession or what have you just aware the stress. Waas. I know that some jobs can be extremely stressful taking aboard Lee tougher lines for clients that they've got themselves in for. So look up, those look at what do they? As an employer, you have an obligation to deal with stress management. Look a workload. Look how it's being shared out on just having battery hen sitting there with hundreds of clients and hundreds of caseloads may not be necessary. Going to have the rights of outcomes in the longer term. Look what the management issues or managing people well, environmental issues in terms of the office environment. I mean, I've seen people in a windowless room 16 off, um, in four rows four or looking at the wall on the wonder why there's absenteeism and seemed to be escalating. Uh, I think maybe there's something going on here. Look at the situation where this conflict and I've seen this with Junior Fiona's but again support staff may work for more than one person, and then Peter says, I want you to do this and she says, it's a she. Of course. Well, I can't do that because Paul said I should do that. Well, that's not my problem. I want you to do this for me. But that is not appropriate behavior to not pick up the issue. If you were one of the two more senior people to get together and agree what the outcome should be just for being it off on a junior member staff is bad management. Of course it is. But it actually constitutes harassment on putting in the work place. Ha. So you have a moral as well as a legal responsibility to sort those role conflicts out and then make sure the people get the appropriate rewards on the rewards of many and varied. There are plenty of rewards. Um, that one could look at four support stuff on, uh, but we found when it came to looking. End of year has particularly year, one year. And we said, Okay, what should we do the end of the year when people putting data in for market research client research and that's what we're going to do for a reward we could do? Go to the vast E match. You have a nice lunch out. We got a nice dinner out lunch book, but that means is to go to the line. France. We could go and have a dinner in one of the hotels in the city near to us. To do that. We have a Christmas hamper. We could, you know, all the various bits and pieces. But at the end of the day, people said the reward that they want it was a bit more time off because these were individuals, quite junior. And they said, Well, if I get an extra a bit in the pay packet 100 quid, it'll hit my account. It'll hit the credit card. I won't see. It won't be anything coming back for me to be nice to have. But there's something that rewards me directly. So look, a effort. Rewards. Make sure you get the balance right? The family policies I have said many times I don't mind. They thought about flexible working people working from home, But I do respect tremendously. That work is working home his home for many people, and I, for one, do not like working from home. This is my office behind the green screen on, uh, happen to come in over. The weekend was nice and quiet. Not a problem taking time off during the week. I'm quite comfortable with that. But family friendly policies become very, very important. Attention on look at the issues about burning in the workplace is very, very important to a whole course off pulling workplace now avoid it. Just make sure you are there when it comes down to the end of the day. Looking at the retention issues is finding out where your staff are not physically in location wise, but when they are mentally in terms of approach to work and how we think about things as a business. Dear W. We have run client surveys on staff surveys in the past, and they can be very expensive. I can give good indicators to management what to do with it. But my experience of having given people the the answers to the question Where are the staff now on? How did they buy into what we're trying to do? Management's not been able to make the changes that they need. So here are three questions I'd like to put to you on staff engagement. How do you systematically measure and how do you improve the engagement levels off your people? Question Mom. Secondly, what are the biggest issues in your firm right now that would improve greater engagement. Is it understanding a sense of purpose beyond making a lot of money for people down the corridor? Maybe one of the questions is that people feel as if they got somewhere to go themselves, not just the firm where it's headed, but whether they themselves are I have somewhere to go in there. Career people invest a lot of time in their work as to where they're going. I wonder whether or not they're going to be part off. That support staff particularly may feel, well, the firm's moving direction. I don't know about this. I'm not getting training in there. I don't know what we're doing. I can't understand what's going on and they are feeling a bit shaky. The good ones will look somewhere else and the others will go sort of rabbit in the headlights a bit frozen. Maybe the issues have to do with other matters as well. So highly engaged business units end up with an increased employer attention retaining more people, 5% increasing employee retention, 41% reduction in absenteeism on and increased productivity. So if you take increase productivity of your poll in terms of dealing with staff, dealing with clients, retaining good standards, off service parameters that you have. If you've got 20 or more staff and you would like to see a demonstration so you can decide if you like a free report on your staff, then certainly get more value before investing further. Then, of course, you might want to do that. I know we're talking about support staff, but they're very, very important. But if their support style for their supporting your fielders and you have 25 years, here's my calculator. 20 fi owners on they are working at, Let's say, £100 on our legal aid. We less than that private client work. Commercial work would be a lot more than that, But multiply your 2500 which is another hour per person. Do that 45 weeks of the year throughout the year. That will yield another £90,000 if I tell you cost you less than 20 pence per person per day to find out where we are and you get an extra hour per week per person as a consequence of better engagement by having good support staff supporting your Fiona's. Then if you find that you are brave enough to a ask a question, where are they now in terms of the staff and secondly, willing to do something about it, then that may be something you'll find interesting. Get in touch if that's going to do. If you there is interview that I had with Stephan, Vice and Bark, that's on pages 18 and 19 talking about it there on, then. If you look at the Best Workplaces report that came out in April 2000 and 18 they were talking about the top five workplace challenges today, or one of them is engagement on research shows. Its underlying bottom right off the article is that for every 1% increase in engagement, there's a return on investment. So one more hour per fear because they got good support from support staff, allowing them another six minutes in half a day. That is going to be 10 6 minute units in a week is one hour per person per week. On your got 20 people, you'll get a return of £90,000. Of these figures of 75 to a 1,000,000 are not beyond the realms off possibility. That's all about engagement. By the way, you don't have to. Rick pause the filming. If you didn't want to, because that article on staff engagement you'll find on Page 21 that's it. Staff engagement. Lots of things you can do for yourself, your bigger entity. I want to get on online version of doing that. Then please get in touch because getting your staff engage or return so much more benefit beyond the financial one will have a much, much more happier contended environment for work. Well, that stuff engagement. So let's move it on on. Have a look at the next section, which are called The Market Factors, which has to do with the degree to which people are motivated, your support staff, the degree to which your support staff are able to do their job and its many multiple factors affecting their ability to do the job. And then, thirdly, the C is for confidence the confidence to take on board the initiative. Let's have a look at that
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so the first of these being motivation is actually quite an interesting area. I have looked at this in some depth on gone through a spot of the programs and it on postgraduate qualification to look 100 years off management theory. Now you'll be pleased to know I'm not gonna talk you all the way through 100 years worth of it. But there has been one or two significant milestones in terms of what the researchers have found discovered made sense off. And as Disraeli, the former prime minister, once said, The more we know of what has been done, the greater will power knowing what to do. And I feel that's quite useful when it comes to looking at the background to some of this. I think most of us misunderstand what motivation is The problem is, is that we believe, perhaps, that we as a manager can make a significant influence bond on individuals motivation. That's because it's something we think we can do to somebody else, but not really, because motivation is not inherent within us as managers to do anything about it. It is within the other person on put simply, if you think about a rat learning amaze in search of food. What is the motivation? Well, food is not. The motivation to rat is not remotely motivated by food. If it wasn't hungry, you see the motivation for the rat to learn. The maze is hunger. It's the internal drive on food is the external stimulus. So you, as a manager off support stuff, can provide the right environment and provide the right impetus for people but effectively? And this is common for all living creatures? Be the animal, vegetable or whatever. No, not mental, animal or vegetable is that organisms will go towards things they like and away from things they don't like. So, put simply, there are those away motivations. Those things I want to avoid. If I am cold, I will want to avoid cold and go towards something warm. Conversely, if I am to warm, I want to go away from the to warm area to somewhere that is cooler on. Maintain a reasonable ambient temperature around me, so your staff will want to do things that feel rewarding to them, and you may be able to create environments or situations or jobs that they find rewarding. But there is no way that you can in poor ends and motivation. Now you may have a motivational speech on Martin Luther King gave a very motivational speech because he didn't come onto the steps and say, I have a plan People in chair for his plan. What he did say is, I have a dream, and people buy into that dream some distant point in the future. So when you're thinking about managing support staff, I don't think that because you are motivated by something that they will be equally motivated by it as well. Do you know there are people out there who are actually quite motivated to find numbers on a spreadsheet? Make sure they add up? No. I'm highly motivated to find the right numbers, the bottom spreadsheet. But I wouldn't say that I'm particularly motivated to do the spreadsheet myself. I mean, I do do it. I can do accounts I can do finance, but isn't say I'm tremendously motivated by because I like to become an accountant. If I waas on, I do apologize to you if you happen to be a solicitor, but I'm not remotely motivated to study and practice law. Uh, I hope you are because that for you will be particularly rewarding. I do have to follow the law as employee employer, off people. Employment law is naturally something I become aware off. But I am quite motivated. May gathered by sitting, listening to all this to share my experience and knowledge and ideas to help you improve your business. That, for me, is very rewarding. But a lot of people find sitting talking to camera early morning as being rather tedious for them. Maybe they can't do it, so that is a bit of a preamble into motivation. Then let's start to think about those things that may affect people. Because the other thing to note about motivation, it is essentially they will go toward things they like if they like to do that job doing that job, and if you wanted a job, don't enjoy, then they may not be gravitated towards doing it. So remember the towards or away motivation. But come on, some mornings you wake up and you'll feel mawr like going to work than other mornings because I would be surprised if you want because you're human. We sometimes do it because of greater motivation to do something some way may have some short term gains. I have made myself a cup of tea this morning, and I'm quite motivated to have a drink of my cup of tea. But there will be some longer term gains to actually do the recording because I want the opportunity to share my experience knowledge with you. That is a reward in itself, By the way. I hope you know I gotta pay before it, because that is a slight, longer term motivation. So motivation is sometimes high, sometimes low, sometimes shorter, sometimes long term. But it isn't full speed every day. Some days it is better than other day, so motivation is unbearable. So we have to recognize motivations within us. Sometimes it's high sometimes. So hands up. Do you know anybody that isn't motivated? Do you? Well, I don't. I have met anybody that was not motivated. Sure, I've met plenty of people who work motivated to do a particular thing. I have Children in their teenage years were quite motivated to avoid daylight. They would be happy to go out at night with their friends and the mates and so forth Cinemas won't have you would be quite unmotivated to get up early to the next morning. Isn't that yours? Until, of course, hunger motivated them in to get up and smell breakfast. So let's look at motivation, a couple bits of theories to go behind some of that thoughts and ideas these guys turn Obama. Schmidt came up with a continuum to recognize the variability off people's behavior. Some of your support staff will need you to help them quite a bit because something they're doing is new to them or it is complex, or if they get it wrong, then there will be consequences off. So some situations require the authority by you the manager, to be quite high. But there will be other situations at the other end of the continuum, where the freedom used by the individual or the group of support staff will be much higher on. They represented 10 Bump Schmidt, the simple model in this way. So, over there on the right hand side, there are situations where you will use your authority to make sure things happen. So what stage in there employment with you? Would you be using a lot off your input to make sure things get done right? Obviously, you or somebody else will need help. New recruits to 15. And that's the on boarding. So the right hand side is the on board, a lot of intervention. Ah, lot of help and support. 90 years. And then over time you want people to move from the right hand side of this model over towards the left hand side of this model, where the individual or the group of staff all right, get on, do what's required in the time required to the stent that they know, and you don't need to sit on their shoulder and check up on them all the time. So this continuum suggests that it would be wise for you to spot when you need to intervene, to help people, to guide people, to instruct people, to train people, to make sure that they know what's required and move them across to the other side. Whether Eric to get on and do it to the Standard and therefore that time continuum is something to be aware off with individuals. But it's not a one way street because you may have had people to could let's take use of the telephone that use of the telephone very common. They every very comfort with telephones. They know what they are, probably several ones at home. They're Mobil's, the ones in the office and so on and so forth. A work phone, a private firm, etcetera. Now that life is absolutely fine, and they therefore, in terms of using, the phone will very quickly be over. On the left hand side, You don't have to stand over people to help them use. The phone sounds a bit obvious, but that's the way it is. But you put a new phone handset on their desk, change the telephone systems in the firm, And how do they hold a call and find another extension on Go to Assert second extension, 1/3 extension of back to the original call without losing the outside court. Well, in that respect, they are no longer at the left hand side of this model. They have leapt straight back. You won't go because you put a new handset on the desk right to the other end of it, then the extent of authority or guidance, or help support by somebody who trains them on how to use the down home and set what, of course, behind recognizing where they are on this continuum in terms off their desire to do the job, it will be quite important. That's not to say that people, when they come on day one, are going to be over the unmotivated do their job. But the degree to which you need to intervene will depend on their motivation, their ability, their confidence to move along this continuum. So it wasn't developed to look specifically at motivation, ability or confidence. But its model helps us to remember that there is but need to match the intervention by you to the situation that you find within the group of people you've got on. When it comes to learning how to use a handset, some people will be a lot quicker than others, so they'll move to a stage where they have greater freedom by the individual group to do the job. Now we're looking here at managing support staff on. Therefore, the key thing with support staff is that they are doing particular pieces of work and will find their way in particular to do their work in their way to this to the standard required and so forth. Technical people like yourself doing technical work enjoy freedom to do it your own way. Support staff may be rather reluctant to have too much freedom because they think, Well, if I get this wrong, I shall be in trouble on they may lack the confidence that you may have with your ability to do your particular job with greater complexity and so forth. So it's not to suggest that support staff are unable to achieve these things that they just may be slower to get to a particular level. So tell me about which meant quite useful, to think about. What degree of freedom do they won't do they have? Can they cope with on what's my job? Teoh enable them to cope much more. Andi, if somebody is particularly unmotivated to get up in the morning and get to work on time provided there's not too much outside of work getting in the way. Family problems of health problems and so for private, all those things permits a common thread through the whole of this. There's nothing else I have worked getting in the way. Just people are a bit reluctant to get it work on time, dragging their feet, getting down to work, chatting too much. Then you use your authority to make sure that they don't become a disruptive influence in the workplace, right the way through where people to the highest level of motivation. Then, of course, that's when they have the freedom to perform to a particular standard, do it their way, and they will do a very good job for you. So this very simple device here can be used as a way of understanding what intervention we need to give when we are trying to manage the interaction with others. Okay, well, that's a a brief introduction. You've got some of that on page 22 of the notes to look at it a bit more detail. Let's move it on on. Have a look at Maslow's hierarchy of needs, which indeed you may have met At some stage, I have never tried to build a pyramid, but I take it a good authority. If you did, you start to Boston now, haven't drawn a pyramid in the notes, but have explained what the various hierarchies are on. What Maslow was saying is that we need to put the foundations in on Once we've got those, then we can raise to the next level on the next level. On the next level, we want to build in our minds a pyramid driven by our Maslow's hierarchy of needs of wants and desires. So is what we want. So the fundamental need off human beings. Of course, it is a logical We need air. We need water. We need warmth on. There's a hierarchy indeed, in our physiology because of drowning. Hungry person won't be too impressed. If they are drowning and you are throwing the bread, it may satisfy the hunger needs. But look, take your boy. It's particularly wet, so yes, and we will need water over food and so on, so forth. And therefore we will go toward things that we like in a way, things that debt might Well, okay, physiological. So what does this mean for us managing people in the workplace? Well, he says, looking for his t. This is a physiological need. And if I didn't have my cup of tea, then I would be quite miserable. So in the point of view of the workplace, are people comfortable? Have they got a broken arm on the chair. Is there too many bright lights? Is the screen causing them problems? Is it too hot? Is it too cold? And there will be parameters that we must maintain the work. The working environment? Certainly cognitive. Too cold. A couple ways to deal with it when it gets so hot can. But fans. We can use air conditioning in the appropriate way and all those sorts of things. I think it's quite useful on a fairly regular basis to audit your work environment. To find out whether there's anything that you can put right needs to put right. By that, I mean, people don't like working in the particular office in Gran. It's building. Well, if you own the building, were renting that building, you're not gonna up sticks and move across the road down the across the other side of town, that is, the buildings are not going to change the building. Then don't make enquiries about it. But if you're going to improved the ambiance of the environment in ritual in to some degree, then you might use to do that. So if you've got a group of people, you got five people working in office for the year, then finding a budget of £500 sounds outrageous. In some respects, £500 between five people is indeed £100. A person on £100 a person over a 50 week year, of course, will be £2 a week. It's not too bad divine for depend today to stop people. Why, when you're worrying about this, that or the other on make sure that they can focus on supporting the fielder's. So make sure we working burned is being looked after. I traveled to many, many firms. I think this is usually looked after, But once that scene place, people coming to work and why did they come to work? Well, here's the motivation. Money. No motivation isn't money. The motivation is toe. Have security, job security, security to paying the rent, security to pay the mortgage security, put food on the table and shoes on the Children tohave. That is a very, very powerful device. So his job security is why people go to work to feel as if they're doing something to secure a lifestyle. Yes, we want to improve the lifestyle, essentially, security often you is very, very important. So job security well, this is really the first motivator, isn't it? Because if people want job security, this is the deal. Here is the job description that you apply for that we think you're capable of doing on. If you want to do it after your promotion along your probation period, you want to carry on doing the work well. Here's the deal you work for months will pay you at the end of the month. That seems to me perfectly reasonable. And if people choose not to do the job, but that's their choice. If they choose not to do the job, then how can they expect to be paid? Is very childish thing to think that you will be fed and watered and so forth without having too many efforts on people avenge to grow beyond childhood into adulthood and take responsibility themselves. So security is not something that you can, uh uses a threat. If you don't do this, then I'm going to fire you. That's not exactly a good motivator at all, and it would constitute bullying in the workplace anyway. What we are doing is to say, Look this is the business. Your contribution to divisions will improve things. Your job role is to save any feet earner time because Fiona's burning fees gives all of us the job security on we can share in the economic prosperity that that brings your job is to look after client any client, to make sure that our standards are maintained because clients coming in through the door on the phone online is what our business is all about. So these very simple stories of very simple things are quite important that steering wheel the complete leader is about. This is the business. This is where we're going. This is what we're changing, are all very important to employees. These the measures to know that we're doing a good job. So keep those things ticking over on. This is the way we're going to do things around here. We maintain our brand. We're gonna maintain our service mentality. Those are a lot of stories off a job security. That's a very important motivator. Other people will understand they'll get hold off on. Do they want to make their contribution? Once that floor is in place, they'll ends doubt building the next level. So think very carefully about what happens if you let people go in one department on. Do people feel in another department that they have security? And if they don't feel they have that security, they will find it difficult to add the next level, which is one of belonging on by this, I mean, what do they belong to? What they belong to the work group. They belong to the firm. They belong to the profession. They belong what you hope to do. If there's diagonal slice across people that you'd find the name of the firm somehow written them like piece off Blackpool Rock or something like that. So since belonging is really what you're trying to engender, So the sense of belonging amongst the support staff or any star for that matter is that they all belong to the firm. They belonged to the ethos off, looking off the clients of saving Fiona's time on so on so forth. And people will want to do things for the team that they're in that team drive since belonging, of love, of recognition, off being loved for near what they do were being respected and so forth are all part and parcel of that sense of teamwork that you're trying to get among sure your group. And if you do have to let people go in one department, then people feel unsure about their sense of belonging. They feel unsure about whether or not they'll get job security so the belonging pit will go on. It's personal security to be worrying about shining up their CV on checking out job areas, so that can affect people in another area you've been. If you're been in that situation, you understand it immensely. Sense of belonging is important. So what's the motivator? Well, the motivator here might be that I want to 15. I want to help my team. I will. You can ask people to do this, not for you, the manager. But do this on behalf of the team. Your contribution to the team is to make sure that when Caroline is tied up with the plan on dealing with this matter that matter, then your job will be to cover for her for this moment because or she's off sick today. So can you cover for her on her behalf, rather than just say, Can you cover it for me to recover it for you. Boston Carolyn's are sick today. Can you cover for her? As I'm sure she when she's back, we'll cover for you if you should have that as well. So that's sort of sense of teamwork. I know the station uncovered is a bit of a mess. I know it's not your main job, but I know that everybody myself included as part off 13 well appreciated being sorted out so that we don't run out of things that we need oversupply ourselves with things exceed stock on that something. Keep control of the budgets, and I will make sure that everyone else keeps it tidy because I have a word with them. So when somebody has tidied the station recovered, you can save the rest of team. I'd like to thank kind for doing a good job on that on our behalf, so that we concede what whatever we've got, so nobody else mess it up because I think he's done a good job there. Thanks college on behalf of the team, so that's gonna make Colin feel particularly good about his job, even if he didn't want to do it in the first place motivation is that sense of belonging on when that level is in, then the next layer up is so important that people start feeling good about what they're doing now. Self esteem is something that a lot of people particularly they got a good, robust self esteem find rather difficult to understand why others don't have a very similar high level of self esteem. But I think, of course it is very, very important to get a handle. So how do you build somebody self esteem? Very often, The key word here is the self it is. Individuals have to find it in themselves on it can, of course, be damaged quite rapidly by undermining peoples contribution. Somebody wants to do a good job, and you say, Well, he let the team down Self esteem. So be very careful about what you say and how you say it in terms of self esteem, because you can buy asking people the right questions. How do you feel about that job? The way you've done it, you must feel pretty satisfied that you've got that thing buttoned. I'm sure that when you've sorted this out and it's gonna be a bit of a challenge. The buzz that you'll get from sorting that out. He's going to be very good to have so catch people doing something right is, I think, quite a good metre. Catch people doing something right. Well done. That was a good piece of work. I saw that that client was giving you a bit of a hard time. I couldn't intervene immediately. I think you handle it very, very well. I like the way that you listened. I like the way you stood your ground. I like the way that the person I realized where they were going or what they were doing, and I think they left quite well. So you did a good job there. Be specific about what constitutes a good job, things that you like from doing things that you want to repeat is all about the self esteem on Even Maslow himself said that it is difficult in workplaces. Remember back in the mid last century, in the fifties, it was all about the manufacturing world, off work, making things, doing things on so forth. There was less of the more cognitive type of work that the service mentality has got in our society today, but self esteem is a very important area. Once that's there is then this thing called self actualization with his head because he was America, that rather annoying that self actualization would fit in the little bit to prepare mint at the top. But it actually is about individuals. That high level of motivation. If you're really good about themselves, are able to get on, make a difference themselves, they will develop things. They will innovate. They will bring their own intellect to bear on the way the job is done on the way things being achieved. So if you feel confident with high self esteem, feel chuffed about yourself, appeared as if you're doing a good job. Got respective team respected manager, then you might go the extra mile. You might add something particularly special to the work environment. No, I have to say that many people can't find self actualization work because they don't have the scope to do it. They don't have the confidence to do it. They don't have the opportunity to do it and even have allowed to do it to somebody else is covering the rules so that self actualization is found there, but they're gonna find it outside of work so that they do it because they're able to decorate a bedroom, make something significant for themselves. They're going to do something that have some crafts that they're good at. They're gonna be involved in the community. They're going to be running the the Village Hall Committee. They're going to be helping out part time. The, uh yeah, Garden Central. Whatever it is they do in their own time gives them self actualization. So what I'm aiming to Dio is to take you through these four levels. The the job security, the primary motivator. How do I do the job? I want to do the job. They want to get paid, right? That's me. That's my motivation. Do right? First of all, when I do that, I want to do the job because I want people to fit in with work group. I want to be part of the team. I don't want to be a burden on the team. I want to feel good about my sense of contribution to the team. I fit in with the rest of the boys. The girls team. That's what I want to be doing? Gosh, I feel good about myself because I am contributing to the team. Well, I know that was a good piece of work. I would feel really good when I got that sorted out. Hey, why don't we do it this way on and see if we can improve things and gosh, that makes me feel a buzz. I've made a difference around here. I'm with those. Once I want to take forward to the next stage to look at my model off motivation, development. That is where I've taken some ideas across the work of a lot of other people to come up with my own model, which I hope by sharing with you, you will help you think about individuals you've got where they are, all the continuum to know what intervention will be most appropriate to help people maintain that level, moved off them own motivation to help people grow of their level off motivation and to enable people to really make a difference in the workplace. So let us explore this motivation development model that I've created. I think there's a big difference between a kick in the pants on a pat on the back. They are a few feet apart, but they are a world of difference. I think if you wanted to gauge whether your sports Darfur motivated is to consider this from the creator off the one minute manager, the important thing is not what happens when you well there. But what happens when you're not there? Blanche are was one of the creators off the woman manager on the situation, leading with Dr Hershey as, well. Paul Hershey. So motivation, as I say, is the degree to which somebody themselves chooses to do things and you can't necessarily pull that into somebody. We can only create environment. So if we move to a definition from Wikipedia, for example, motivation is described, thus process of stimulating the individual take action that will achieve a desired goal. So motivating somebody is the process that you have to create stimulus the food for the hungry rat in a maze, for example. Two. Therefore, the individual will do something take action to achieve a goal that they desire on the desire, maybe to avoid being ticked off for not doing it or the desire maybe to go towards a satisfactory conclusion on a job well done. So motivation is in that guy's Andi. There is some say, sometimes that there's isn't any. Well, this chap is highly motivated to do absolutely nothing. He's highly motivated day on sofa on drinks a rather, if it looking be about the plans things. But that's the motivation is to do nothing. All that is fairly straightforward. Okay, let's have a look at motivation. That's the task. Motivation control. It is the levels of motivation matched then by your behaviors. When somebody is at a given level off motivation. That's really what we're looking. So if you think about it, what are the different levels of motivation? Well, I think we recognize what a very low level of motivation is like. This is where somebody will crawl into work. Just about Andi, when they do get into work, will probably be a disruptive influence. Another is not actually getting on with their job. There's a very low level of motivation on. You will decide whether or not that there is something you should do about somebody who is behaving in that particular way on. If you look at page 25 you'll see takes notes as to how this is being developed. So is likely higher level of motivation where Mawr things are actually happening, better attitude that's improving. But when there is a certain difficulties arising in the job, they find excuses as to why they have not done it. So they're sort of there. But they're not really floating anybody's boat, particularly on what happens there. Of course, if somebody doesn't do the job, who's gonna do it? Are you going to do it? Or you're gonna get somebody else to do eat whatever it might have been? So this second level of motivation is characterized by the fact that the team must cover for somebody who's not pulling their weight. Third level of motivation, much higher level of motivation. Here, enthusiasm is growing. The institute is more positive. Most things being done, But everybody like me, like you have grizzly parts. The job on this level of motivation is that little bits tend to be overlooked and not get done. It's a key. Things maybe missed so again, not full steam ahead. Which level for would be on this is characterized by what? What is it? That's the characteristic of highly motivated people Well, my observations are that highly motivated people not only very willing to take on new initiatives, but they will take the initiative themselves without needing any more particular guidance. So those are levels of motivation. So in terms of the task to be done, what will you do with people? Who are these? Various levels of motivation, The task, motivation control, the motivation to do the task, What controls you put in place? So this is your task. Motivation, control on There is a continuum here. If somebody isn't doing their job, Level one, they're not conforming to the way that you want things done not turning up for work, not being disruptive. Infants and other people. Then you'll have to do something to nick that in the bud and control it. So you would need to put some things in place to control that situation tasks and are being done. Motivation is not there. Nobody is going to do anything unless you intervene in that situation. There, your control, the orientation be quite high to make sure that they understand this is the job to be done. This is the pay for that job to be done. You do the job. You get pay, you choose not to do the job. That's your choice. And then you won't get the pay on. I've mentioned before. As a rugby referee, you don't threaten anybody you know, warn anybody. You just give him much more clear view that when their behavior falls outside the parameters that acceptable, they bring consequences. And that's completely outside of your control. If you know you, I cannot control the behavior off a £200 2nd row forward who chooses to put his hands into the rock. That is his choice to do that, not my. That leads to a set of consequences. So in those sort of situations on, I think, to be fair, most often in your situation, people work. It is rare that you've got people very, very low level of motivation. And again, the caveat to make sure there's nothing outside of work. Get in the way, people good job, so we're off first base. The second level of motivation is a little bit higher, but when people have really motivated get on and not only do their job to all of their job, but doom or in the job the best thing that you could do it's have very low control over their motivation was to keep the way of somebody who's a bit like that. So it's again, if you think about 10 Obama Schmidt, the degree or freedom that you give people at the very high levels of motivation and, conversely, the amount of freedom you give people who are very no level of motivation, it's that continue we see here. So what I'd like you to do is to have a look at, uh, the model that we have on the next slide on. I'll take you through that and then get you to respond because we have looked at this is what I have turned motivation, maturity. Remember me mentioning very childish behavior to expect that you will be fed and watered and cleaned on housed are not toe have to do anything to do that. That's what Children are like. If you have Children or know somebody's got Children, then the young ones. They get everything they need, hopefully from their parents on, but they don't have to do anything. Gradually, as that child gets older and older, they realize they've got to do things likely in the table like load the dishwasher like clean the room or whatever in order to 15. So motivation maturity is low levels maturity, requiring one particular action, high level of maturity in motivation terms being will go above beyond the call of duty, as it were so low levels of motivation Maturity is expecting to turn up to work and get pay when you don't have to do any work. That's pretty immature in the context of motivation. Whereas high levels of motivation getting on doing their job, getting everything sorted and wanted to doom, or is much, much higher levels of motivations. That's a task. The job getting down. Thea Other dimension is the people side the degree off the relationship behavior that you need to deal with the person So you've got jobs to be done. You've got people doing them on the degree of relationship behavior is again a relative scale, and there will be situations where you would need to worry about the person relatively less on their interaction with others. On some situations where you would need to worry about the relationship off the person to others, and indeed to you yourself so this is never zero is never so if you just disregarded person, obviously, but there's sometimes more, sometimes less. So. What this creates is this. Four is great of four areas that divide very nicely between one area and the next of blurred lines between them, if you will, a shadowy line behind the screen. But essentially what we see is people at Level one motivation. Maturity. What do we notice? Their own wedding? Poor attendance disruptive on others? Well here, provided there's nothing outside of work that's getting in the way of picked a job the degree of relationship behavior from the supervisors point of view, the manager's point of view is, Look, do the job. You get the pay, any clarification, let me know. You choose not to do the job, that these two set of circumstances, which I'm sure you're aware on that really it. So it's relatively low on the person side of things. Second level of motivation were here more better attitude, but they're finding excuses not to do this, not to do that Cherry pick the best things about all the other things somebody else would have to cover for Level three as we described is going to be more of you. There's, um, all things being done on just the grisly little bits being missed on then. Finally, the fourth level is very willing and highly motivated and takes the initiative on new activities on this gives a bell shaped curve. Now it does start that way because we'll see what happens as we develop this into a set of behaviors. What I would like you to do is to have a look at Page 25 on decide off the four actions listed in the table underneath a B C D. Which one which action would most closely match the best way the most effective way off dealing with each level off motivation. So have a look at that on to see how you get on. Okay, well, hope you've done that. Stop the film. Had a look. Matched it up because what we can see. And now we're taking You can see this bell shaped curve is all about the continuum turn Obama Schmidt, but also there's elements they're off. Maslin, because what we see is that if the if people are low level of motivation, we need to intervene a lot more high level, much less so. Let's have a look at the motivation development model at the bottom. What we've got is task of the directive behavior on your basis as the manager, and sometimes it is high. Sometimes it is low in terms of getting the job done on the other side, the supportive relationship behavior sometimes high, sometimes low. So what is the driver the motivation at level one? What should it be? Well, level one is do the job. You get the pay that is the security off tenure in the workplace. As I say, very few people slipped down that low. When they do that, then we need to make sure that they recognize this behavior couldn't last much longer. It's their decision whether they do the job, draw the pay on duh. Make sure that things step up to the plate so that the situation improves. So in the example pays 25. That would be behavior see, is to set somebody a specific task specific goal. Make sure that they are aware of what their job is, and check that the things being done monitor quite closely and reinforce positive outcomes. So the supportive relationship. Behavior here with somebody is relatively low. Look, call it. It's doing the job. Get the job done. I'm gonna check, right? You do this, bring to but by lunchtime, whenever check on it. Then complete the last bit this afternoon because I want to get that document into the post or whatever DX at 40 clock this afternoon. Very, very tight. Monitoring off the job to be down the task behaviour. Checking it all stages checking it processes the decisions that get made as the matter unfolds and you check it frequently during the day. That's what see is all about a drop. Reinforce positive outcomes because that's really want to focus on. So the supportive relationship behavior to the person is relatively low, not zero. But then the second level of motivation. What's that? Well, it's the next layer on the pyramid. Okay, Once you got job security, it's then a matter of fitting in with the work group, because if somebody is finding excuses and others give cover, then it's a matter of making sure that they step up to do the job so that others appreciate their contribution to the team that support staff for their collectively to say Fiona, Time to look after clients, not let the side down on That's D because what you're doing here is to give a wider picture of their job on how it fits with other people. So here you are talking to a member of staff and saying, Look, your job's important. It fits in with the rest of the team. We've got a team approach to client care team approach to keeping the Fiona's free to do for yearning work. Fitting in with the work group is very important. If you don't do it will affect others. Get a positive feedback from the group as a whole. Onda, uh, agree what the milestones are, and you monitor the progress a bit a little bit less than it was in the first scenario. But you still just check that it's going to happen. And it does indeed happen accordingly. Unreinforced those sorts of things. Now you see, I find when I was coaching, I was a sports coach for 16 years of youngsters from 18 60 16 different groups. What I discovered is that if the team was cohesive, a mutually supportive, the team performance was obviously going to be that much better. If any school team was facing another school team on the opposition were having a go at each other. Then my team would say, Yes, we've got them rattled there, having a go at each other. They're cohesiveness is falling down there, not working as a team where a team we're going forward together So that social sense off mutual support is something, Of course, that requires you to be much involved with that. There's the job to be done. The team doing the job task director behavior is there from you on the supportive relationship behavior is there as well, and then more things get done. So the next level, of course, from the individual point of view, is how are they feeling about doing the job is the self worth of value to others? I could do that. I'll get that sorted. The rest of team will appreciate that, and that's what we're looking at with B. Get them to explore their role within the worker of How are you going to feel about attending to deal, how you feel when you've got that sorted? How will you look for positive reinforcement from the team you see here, you're beginning toe. Let go off the task mawr as you're moving from the right to left your lowering the task detail that you're involved with, getting them to take ownership of the task and then getting ownership off the cohesive nature off the team. Behaviors on that if you're Fiona, is so important that you grow the motivational maturity off your team, so that frees you up to get on with fee earning work. They are able to be a cell function team on their own right, because that self worth is that next higher level, the fourth level off the pyramid and then, finally, that highest level of motivation that gives us A Because what people able to do is innovate, had value and make a difference on a is the not intervene directly accept her knowledge. Work has been done and show appreciation for that. So again, it's a bell shaped curve runs from right to left extremes. Just a quick summary is when somebody is not doing the job. They're not stepping up to play. Then you need to intervene and get a job sorted once they start playing ball, no pun intended in sporting analogy. Then it's about the team and how they play the ball past things around between them. A sense of belonging to the work group that in the team down, then the value they bring to the team and then self actualizing as an individual group of people. So there's your motivation development model on the just turning over page, you'll see that the keywords to add into that picture figure one. The Motivation development model is to a level one is about job security. Level two is about social cohesion. Little three years about value, self worth, self esteem on then Level four is about self actualizing innovating, and you'll find there's a lot mawr information within the notes to cover those four particular areas off getting things done. So I hope that's useful to you. That gives you a bit of an idea about what's going on on. We understand the model. Let me just give you a little example off some people situations that I faced the recent past here a D. A. W on uh, we can explore what it looks like because we took somebody on board support staff member to do a piece of work for us in the short term summer contract. He was a graduate physicist on he studied quantum physics. Quite sure that is a little bits time physics on Recruited for dead of Your on a short term contract, helping us with tea on getting this offices. Local area network set up and put moving from a DSL to the fibre optic broadband except except except broke. Actually quite capable gets on well with others in the firm. But hey does seem to be still in student mode. When he joined us, he had a problem getting up in the morning, getting to work on time. It was a night owl, and when he did get in, he probably found the work a little bit fundamental, given his considering text. You didn't get down to the simplest of tasks. Is chatting was disruptive, two other. So what's his level of motivation to do? This particular job is actually quite low, So the person managing him here would say, Okay, here's the job to be done. Level one is about security of tenure in the workplace, so the conversation would have been around Okay, let's get the job done. It's well within your scope. If you don't want to do it, do let us know because we need to bring somebody else see. But I'm sure that you will actually get on and do it on having done at several weeks later, he was work on the I T project Andi. It required improvements to reliability of our connections. Local area network, knowledge management, cloud computing. Every was going very well. It was ahead of plan Andi. He was under budget. He worked out ways of more or less So what's not to like? Then we discovered that he took one of the old outdated workstations on. He put a media station for star for the refreshment area from what the updated works. And they did it one evening. I haven't got a clue what a super V g a car is a with the next level up from one of those. But he put one of those in and allowed a multi media station for the people to use. So is now his motivation. Very much higher level 41 of that look like Well, it's a top end of it. Self actualized able to innovate. Everything was being done, so he was a much higher level and therefore a greater value to himself and committee over. All of that, of course, took several weeks to organize. So I hope that's given you some thoughts and ideas about taking people from one level over a period to another level. I'm just remember, before we leave this model and go on to look at the next one, is that as with Panorama trip, this is not a one way street. People may have higher levels of motivation, and for whatever reason, it starts to slip back and you need to spot how it's slipping. If it all on, then what you need to do to deal with that because people who were highly motivated and then I don't know, they come back to work quickly. After having had a winter flu or something like that. The effect of the virus hangs around there, then become a bit sluggish. Don't immediately assume they've lost the plot completely. Be very, very aware and try and match as best you can. The approach to a situation in the situational management approach, what is the situation where are they take 60 seconds to think. What is the situation? Pick up the information that's going on. Ask around. Keep your eyes and ears open, then respond accordingly. And when you respond accordingly, you'll be able to identify how to bring people on to the next date because it is they that will move, and you can only add the right stimulate to draw it on the stimulate at number. Level one is Here's your job. Do the job. Your choice. Level two. The stimulus is the team would appreciate this being done to do it for your mates. Level three is the stimulus is how would you feel when you've got the finer points sorted on? Got that behind you on Level four, don't you to intervene very much, but people are seeing self motivation. Hey, I'll do this because that's gonna be really interesting to do. Let's accept that not every job has level form opportunities to be highly motivated, but keeping the value going on Level three is pretty good. So I hope that's useful on from there. We're going. Look at the next model, Andi. I've taken a bit of time on this one and now you're familiar with the dimensions of it, the concept moving onto ability to look at my ability development model to understand exactly how we could make that work.
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so having had some in depth look at the motivation development model that I created. The ability, different model follows very similar parts on it, so you'll be familiar with some of the content in terms of the ability to do it. Ask the person doing the task and so forth on the degrees of ability. Become with that. So hope, therefore, that the information will make a lot of sense when it comes to building ability amongst your workforce because there are those who were on again. It's a Dilbert cartoon that makes me chuckle. World work. Come, remember, cheap or smart? So they're seriously ability. The ability to do a job stand out from the crowd, of course, very important. So developing your people is really what it's about. And if we look at the levels of ability on this is put together in page 30 off your notes. It's Goldie, the conscious competence model that's been created here. Unknown source. But I've seen variety versions of it. Basically, level one is people don't know. They don't know Level two is they know they don't know under then able to look at it. Level three is that they become consciously confident. They know they know Level four is the highest level where they they know how to do it, but not quite sure help. They know how they do it. So I want to do a Donald Rumsfeld with known knowns and unknowns and so on and so forth. But it is looking at ability in terms off the degree to which anybody understands what's required. And I think most manages could make the mistake of thinking that they that staff actually know they don't know that they are actually in a slightly higher level. But while people remain in a state off glorious unconscious incompetence, then they don't know they don't know, but well, carry on anyway. Learning starts when you realize that there are things that can be improved, that you don't know all the answers. Anybody that's been around teenagers for a while will know that you need to employ them while they still know away the answers. So moving to a slightly higher level, working with youngsters on the sports field in track and field athletics, as well as working in a team games like rugby, we can see various levels on when you start to learn something. Let's take it everyday. Example. Let's suppose you're trying to learn. I don't know a board game of the Holy Period or learn how to play particular game. Learn how to America lockable around on the municipal tennis courts. Down the park level one requires somebody to tell you what to do. You know, there was lots and lots of intervention. Let me read the little booklet on how the game is played. You know, you start here and you throw Dallas and you do this. And that, of course, requires somebody to control the orientation to the task. And again, it's a high level, because until you know the instructions of knowing which side to stand when you serve or where the ball is supposed about how it scored, you can't go forward to the first level. Level one requires somebody to give you lots of instruction. Level two. As you start to play on, then you you make mistakes. Somebody will then be around. Put it right in sporting terms. It's called a trainer. Trainers will, in terms of the technical aspects of doing the sport, will explain what's gone wrong and how to put it right, and that's where the second level is required. And as a manager you would be. Somebody's getting on the case management system. Level one. They need to know what to put in each field level to would be to okay, what's going wrong here. Why didn't produce the document that I was expecting? Level three is a slightly different step because you're not as controlling in the task and how the task is done. You want the person doing the job to control how they do the job. So level three, where you've got conscious competence, know what they're doing and how they're doing it when they do rather being told how to put it right, which is to is to actually say, Well, how do you think? Because Level three requires your intervention to be slightly different, Be less directive, and then when people are fully capable incompetent, then of course, you mean need to check new ways of doing from time to time. But essentially you're backing off. So as we saw with motivation, when people are low motivation, you need to intervene to get it sorted out. When people are unable to do the job, you need to intervene to make sure they know how to do a job. And your on boarding process, of course, starts with the high end of the scale. And as they go through there induction, they learn more on war as they go through. So let's put this in the context of these two dimensions. One is called Task maturity, and the other is that again, relationship behavior. So task maturity People don't know how to do something. Then there a lower level of task maturity, and this creates four core areas. Again, they overlap, but it gives a general idea. Level one is a situation where people are unaware of what skills are needed there, unaware of how the task is being done. But they're beyond this unconscious incompetence they actually are willing to learn. They've opened their eyes that yeah, I'm ready. I can hear I'm listening. And then Level two is moving on a little bit further from their something's being done, but not everything on. I don't know any job that requires a reasonable salary that could be sorted out in the first day. It's going to take a few weeks to get a handle on everything that's going on in your induction period over there. Duration will reflect the complexity of the job. As we said before your induction programme for new recruits who are doing more straight forward tasks might be a week to the month for the first probationary period, somebody to do much more complex matters. Senior staff for yearning stuff. You may give him a 12 week induction period to reflect the complexity of what they're doing. Level three things are improving, obviously the skills of being done, the task to being covered. But they haven't extorting. Think stopping things, not another was done automatically on, then the top level. Rather, is you driving to work this morning. If you're using a gear shift in your car, then it becomes second nature intuitive, and you don't even notice your changing gear. You just do. It is any when you crunch the gears from time to time, nothing angle. I need to check exactly what I'm doing on its advanced motorists, where somebody will improve your skills beyond that particular level. So this is the model that we've drawn up on Page 32 off the notes. You've got the description of levels of ability, the degree to if you get a task orientated, because if somebody is at the bottom end of the scale, much more involved in the task at the higher end of the scale, don't be involved quite as much. And as before, have a look at that sheet on page 32 see if you could match the behaviours A, B, C or D to decide which is going to be the most effective way of dealing with this particular scenario. Okay, so what we have created on this is Page 33 is Thea Ability development model, because what we're doing is looking at the four scenarios and deciding what's the best intervention that will help people at that level. So level one, when somebody's unaware off the skills, they're unaware of the tasks. What do they need? Instruction. Something's going to read that book it on how the game is played. Somebody is going to explain where you stand when you serve, from where the ball has to bounce. It's instruction. And in that situation, of course, it is be giving clear guidance on what constitutes a job well done. What is a good job quality standards, your monitor progress and reinforce how they're succeeding. So that's instructor. You can start when you start to play the game. Of course, without looking for a trainer, why am I hitting the net? The one between the two courts? Why am I getting that all the time? When I serve, why am I here in the back net all the time? What am I doing wrong on? This is a where you're engaging about the job. The more complex range of tasks involved explained how to make improvements. That's what trainers do monitor, giving encouragement and so forth. Continuously reinforcing positive outcomes is a good catching somebody doing something right. So here we see it is very much a level one relatively low, supportive relationship behavior. But this is just get the job done. Most people just say, Look, don't ask me how I feel about things until I know what I'm doing, just like I need to get my head round it first. Don't do that. Then when I got that right, I could come to you and ask for finer details about how it works. Andi, when we run the programs like Legal aid agency program. There's a lot of people occasionally because they got junior star for a while there, they're the specialists and people are new to the department, more senior star, but new to a particular area work that people has. Managers spend most of their time at levels one and two, and if you've ever wondered why, you don't get much feeling work done when you have a day in the office and while you're still there, it's 56 oclock trying to do some more, fearing on other people done, they're going home. Maybe that's because you need to wean them off you. Some managers are very good technically, and therefore the staff realized that the uses way is to come and ask the manager rather than think for themselves. But the next stages people get better at their job is to move from trainer to coach, which, in example, we've got Page 32. Of course, that is D where you're asking them questions. A coach doesn't tell you anything by larger coach will say. Why do you think that happened? What were you doing with your serve? Why did you hit the net twice in a row. How would you correct that? Considered new ways to solve the problem of asking for feedback on performance. So here. I've seen this in sporting contact with where the ideas came from. There, all those trainers who constantly running around like a mother head, trying to sort everything out. But one needs to let the player solve the problem. I've noticed some junior sports teams. Something's happened on the picture. They turned to the touch like Dave. What do we do? What we do? What? They won't be there all the time. What we need to do is to get people think for themselves, and that will be coaching is to say, Okay, this happened. What's the options? What are you gonna do? You're the flyhalf. You call the shots, You're the captain. What you gonna do at the line out? You're scrambling. What are you gonna do? What's the decision? So you're moving people to decision making situation where they learn from thinking it through themselves. So that's an important step. And then just completing the model. I'm here when you need me. I'll wait for you to come and ask me. That, of course, is see where you're not getting involved, accepted into get your available for support as and when required. So that bell shaped curve again demonstrates that that the two extremes level one level four. It's all either about the job or you're backing off. That's relatively low on the supportive relationship behavior, because level ones all about the job. I know how you feel about it. Just let me know how to do the job instructions. Level four is. I'll tell you, if I'm not okay, it's the Levels two and three that require the manager to get involved. Trainer mode is to explain how and why it fits in with everyone else. And Level three is to get people to think like you do. That's an important transition now, exactly as before. It's not a one way street. When people come to you, when they normally done a good job, they come to use the hateful, sometimes have a problem with this, then you're moving to coaching mode before they're able to get on back toe level four. So again, it's a two way street, and people don't go by large leap all the way back to the first point of call. I've made the mistake when I've had a pay a who was doing a piece of work. And then she said, I forgot how to do so And so I put my arm across, got hold of amounts. It will take click, click do Like that and you really cross justifiably. So Because I'm making stupid in front of everyone else like that. It was much better for me to have said, Well, OK, going to coaching mode. When I forget how to do that, I find another way because I do this or do that. Is that going to help? I'm in the car. Give me a call in half an hour, see how you get on. In other words, I recognize that they were level for dropping back to level three, not level one, but just might to Jackson for the job in the fact I could do it quickly meant that I went from 1 to 4 on that upset her. Whereas I should have done OK. I tend to copy this from somewhere else. Can you find a source of that? That's how I do it. Give us a call, you have a problem so I could have done something a little better in that scenario. So that's the model over on page 33. We've got those four different levels on instruction. Instruct train, coach Mental. Okay, so that, I think, is very, very important that the term coach and trainer are often into joined. But effect behavior off trainers and coaches should vary as the competence off the team or the individual actually starts to improve. Okay, let's have a look at office manager Jane. Not her picture, but she was not happy to have her picture on this session. Why would she? She's outgoing. Nice, nice person. Joined office manager. Could keyboards, girls shorthand organized approach to office duty. So because she's good, E one area is easy to assume. She's good in other areas as well. So all the first day or boarding when partners ask you to a couple of letters and what he could have done is to have just written notes or dictation tape or something like that on Daskal takes insurance checks. He's actually got Pittman, and she likes to use it. She's watch, doesn't lose the skills. So she asked for that time, so he thinks he's done very well on the first day. He thinks he's been highly effective and get on with his work. But despite the fact you got great court keyboard skills type quickly, she's actually at level one, because how do you lay letters out in your firm? What is the default typeface? Is it times? Roman? Is it sans serif type like this? If she was going to put something together, Andi had used aerial or triple Shea or Calabria or something like that San Serif type. But in fact, when it's online the best one to use his open sands if nobody told her she get on and do it wrong. So she's level one. She somebody needs to tell her how to lay letters out. How do you sign it? What space Between the paragraphs. It is not intuitive. It's not always the default, So having instructions on that will help her improve job. You would stay level one very long. She'll move on from there because by the end of the week she's been looking at a job on the partner says to her. How do you feel? We might do that, your better and she says, Well, you've asked me to fire as I go into current correspondents from what you do in your firm. However, from her point of view, she keeps going to him from a file cabinet several times during the day. And she says, I tell you what, let's make uber filing tray on my desk. A nice, big fat, tiling trade when it gets cold are going to the central firing now. Is this a good idea? Well, from her point of view, of course it is because it saves time. But for every else is part of, you know, it isn't because she's actually at level two a few days in because why? Well, look at it from somebody else's point of view. It's not just her point of view. Suppose I went to find out what been going on a particular matter because consultancy projects going on and something happens. I need to go to the file, find out what the latest is on. If there's two weeks worth of corresponds in her entry. How would I know this so clearly? It's training as it affects other people on. Then she gets better able to do her job, so task and director behavior moves from instructor to trainer in that situation. So I hope that's giving you some ideas because the next phase, of course, is to move on from this to look at developing the confidence of people to perform well, because it is no good having people that want to do a job in a particular way who want to are able to do it. But don't do it because they lack the confidence to take it on. If you look online and put typing the words motivation into your search engine, you'll get hundreds of thousands, if not millions of hits with articles about motivation. And similarly, if you put in training or ability or learning development again, you'll get lots and lots of hits, not perhaps as many, but certainly quite a few. When you put in a word, confidence or covers building, you won't find very many ah references there except those that relate to confidence in other walks of life outside of work. Certainly sporting confidence, Andi. Confidence of well being. So the degree to which there is confidence building up work, I think is one area that there is much to be gained from exploring ways in which one can work on that to develop the confidence of your people. Because if we look at these four of these key areas of motivation and ability and confidence, then we need to have these matched, and I think that is quite obvious. So I may have studied animal physiology and nutrition by chemistry when I was undergraduate, and I used to help out during the summer with the university's trials and so forth going on what they were doing. And I became quite adept helping out in veterinary surgery. So if you have a grumbling appendix, do let me know, because I'm very confident that I would be able to do a good job for you. I'm highly motivated as well. The fact that my ability is zero is neither here nor there. I'm a very confident person, very motivated to help. So you can see that getting a mismatch between all three it is gonna be very important. So even if people are motivated to do something, they have the ability to do but won't because they're not quite confident. Then there's an opportunity to look, to see what we can do to improve matters. So confidence development on, I think that is a key determined off improved performance. You need motivating people. You need people with the ability to do it as well as confidence. Now, a lot of dwell on it. Particularly there's a very simple checklist questionnaire on Page 34 that your staff could have a look at to think about the degree to which people are confident of getting older. They're going on there, some notes about confidence within the workplace in the subsequent pages. What I'd like to turn to is this lovely quote here from Thomas Edison of Detroit. A couple 1000 ways to perfecting electric light bulb, he said. I did not fail. I just learned a new way not to build a light bulb. So let's think about this. Why is it that sets? Seems a learning comes from failure. I think that the confidence comes from performing well on being a full better next time. So let's look at this from the point of view of the degree to which we look at the confidence of people now, I think you will find the low levels of confidence can occur from time to time And who helps them? Well, not you, the manager, because it takes a bit of confidence for something. Turn around and say, Actually, I'm not confident you need confidence to come out with that. So who can help them hold onto that thought that level one, slightly higher levels of confidence. We'll be there level to Onda team again, can look at this. Have you got conference? People within the team have your others who can help him with that. So your job is to grow the conference of your team and the team dynamics will be there. So high levels of control orientations make sure you've got a mutually supportive team. And certainly when I was dealing with youngsters on the sports field, that's what I was focusing on very much. Get the team to be giving each other more confidence because that's what happens in a game situation, then moving on to level three. Very high level of confidence are coming up here. But the key thing about that is that when there are elements off lacks lacking confidence in somebody's job, they may be in denial. The conversation goes well, How's it going, Barry, find any problems with that particular matter? No. You think I have that right? I mean, are you really sure what's going on? They'll have a dialogue about some things, but often denial about Alberts. That, of course, the fourth highest level. Very confident people are able to take the initiative, go on and so forth. So these three areas of motivation, ability and conference are curiously quite closely related. So we can see again that we're trying to into being to do something when people are low level of confidence, they need something from us. But as people get more more confident, they need less from us. And we would go low in terms of boosting somebody's confidence as their confidence grows quite naturally. So again, what does this look like in practice? Well, confidence, Maturity. I used that because low level of confidence. Uh, what does that characteristics or clearly lacking confidence, are not confiding in manager or who would they confide in all that thought and said second level confidence is growing a little bit. Performance improves non assertive in meetings and groups situations level three. This is where there is more confidence. But there is denial about areas of low confidence and certainty on in the highest level, fully competent people able to take initiative and have given to go eso again as before. Low level of confidence. The managers doesn't have much involvement there that make it would like to. But degree of relationship behaviour is relatively low because the manager is not the person to intervene at that stage. High level of confidence again doesn't require the manager to get too much involved. It's those middle spots of two and three where there is the dialogue with you, the manager. So as before, let's have a look at Page 38 there you will see these four different behaviors on part of your staff on which off those responses A, B, C or D are likely to give the most effective outcome. Well, what we've done we've created this on Page 39 is this confidence development model, a task of director pay via balanced against the supportive relationship behavior and because again, that's general areas, and they haven't over there people at low level of confidence. Well, what you're going to do here, who's gonna help them? It's not the manager what you need to do is to find a buddy. We said an induction. Having a buddy with similar sort of level could be very handy to help people integrate into the organization. So 1 to 1 buddy ing system or feet back eyes where one would start with out. So your job is not with individual, but with the body to make sure he or she is comfortable with it, knows what to do on can help sort these things out and so on. So buddy is a level one on back B d d find a body within appears and simplest level. So you give 1 to 1 guidance and help and support on controlling and so on. So that's that level to where you've got some confidence but is non assertive in that situation. What? So I'm looking at their well, The group is mutually supportive and giving some help support which in the system we've got set up, see help the individual to gain feedback from the workgroup. Another was, but being a level one, opening a little bit further to the group and getting that group dynamics going. So as I've seen on the sports field when poor Tim. People's allows he passed. That goes behind the head of the winger, the wing. I shouldn't scream and shout, You idiot! It should actually say, Well, you know, Sorry that don't worry, mate. Better luck next time. Except in other words, it is a mutually supportive. So why? Because the winger is going to give it a rough past from time to time. It's often said you put something on the wing because they can't pass it cash for the past that I have to imagine school tries. But it's all about the team. Accepting that somebody from time to time and bolster them up is all about confidence building. Okay, so that's level two. Level three, when you've got something much, much more confident, their conflict enoughto have a conversation with you, the manager so you, the manager, can help explore how they will build their own confidence. On that, of course, was a discuss how they will deal with problems, how they will deal with drawbacks, how they will deal with the challenges to the work situation, develop strategies to cope, and that's a managers role. So again, see and sorry. Levels two and three are very much the managers involvement here, and eventually people are up to their full speed, and they're able to develop their own confidence on that, Therefore, is be where you're not intervening except to acknowledge their good contribution again on the show appreciation when the time it is right. So that's the process we've got there on. If you want to just complete your own recollection on page 39 you'll see here that those four boxes, it's all about 1 to 1, then group, then manager, then self confidence. Their own assurance. Okay, what's happening could turn this guy owl. He's, uh, uh was off, bro. Hey, was in the, uh, less the Tigers Academy. Part of that is quite nice bloke. As part supporter, I would say that graduate sport, science, short term contract, life, coaching, things nice bloke gets on very well with others, but he's not so good with computing. Curiously, despite being a youngster in his early twenties, he hasn't found his first job reference from us a few days in onboard, he's having problems with I t. He's quite happy to balance wrecking balls on the tips of fingers, but not quite clever when it comes to using. I t. On his enthusiastic about his project and puts him well across so again, like motivation, motivating to one area not motivated. Another able in one area, not in the other car. Vidin. One area, but not in another. It's notable, encompassing these things that have to separate out what the behaviors are amongst people. So those confident project meetings he's not too comfortable with, i t. And when it comes to fingers on the keyboard, he avoids the work, says delete DW Web pages and look like a bit city because he is very, quite a large person. I'm 64 but he sort of head and shoulders above. May still get inside. I think about six. Stupid thing is, that is very heavy guy so forth, Big rugby player. Therefore, because he does appear to be like this, it's very difficult for him when he is actually lacking confidence. So what we did there is, of course, to find a buddy. And you remember that guy Andi, who waas the guy who did the atomic physics and so forth. He's about five foot eight foot shorter, but they're good mates. Their assembly of age, different outlooks, different approaches to things. But they are similar. So good Buddy and Sandy knows his way around PCs and could help him with whatever he's doing and give him a bit of confidence. And then he doesn't look stupid in front of other people, particularly those that we employed for data entry on market research. So there's your body ing system. Look at the axe. Ah, a couple months into the project, he's getting good feedback, some good ideas from others, partners and colleagues in the firm. On He's gone out, socializing with down Bhambri tenpin bowling for stuff. My daughter wasn't out that evening. 10 pin bowling. Absolutely fine. But then, when he comes to sports coaching and all that business consultancy marketing research team, which about ladies who were quite scathing about his website efforts behind his back partner, she knows about this becomes aware of it, and she speaks to her ex about it so thinking his confidence is growing. But there's questions about particular areas, so it's the team her critical. How will he cope with team is critical off him? Is it something that team should just stop criticizing? Or is it just going to be one of those things. You gotta work out for himself. So thinking it's about him developing a bit more confidence himself, rather telling him it wouldn't be helpful if the partner told him how to deal with the problems. So what she says knows about the criticism. And she says, how the developments on the Web project going down with the others on his response. One answer. Fine. Uh huh. Somebody said to me that when someone says Fine, they're actually trying to say they're failing internally nearly every day. Fine. So it's the internal dynamics here. So she says, Okay, What about market research team? What did they say? The presentation gave yesterday? So she knows what's going on. What's his response? Not a lot. Few bemused looks, but there's opportunity. But that's somewhere down the line. Okay, How would it be if the partner tells him what he should do about the problem? What, That due to his confidence, not a lot. So instead of telling him what to do, how will you deal objections? They raise or questions about the place that project in their area of work? What would you do on he thinking about this in his responses? Well, market research are given one of the charter management in Steve Mintel studies on the place of life coaching in the workplace. He has now found a solution to the problem. What is that doing to his confidence? So quite clearly, that's gonna help him out. So that is the slide that I've got there on page 41 a copy for you. You'll see here how they're all integrated on its, I think powerful slide because it does illustrate what's going on. Level one motivations about getting a job right from job security. Point of view. When I've got the job right, I want to see how it fits in with everyone else. I'm in the team that feels great to me. Another People get that far. Once they're that far. They'll feel better about stuff, get self esteem. And if they do have self esteem that can then begin to innovate, make a difference at work. So we've been through that one. What is the ability looked like? Give me instructions so I get the job right. Then my ability improves. How does it fit in with everyone else? That's been more training that we understand. Have a 10 then let me think like you do run. Just keep telling me what to do. I want to be able to think for myself on. Then you're fully able to delegate because people up to speed in terms of matching the development off confidence in the workplace, what brain to do is to go 1 to 1. I need a buddy to check with me from time to time and on hand without anyone else knowing. Then I want the group dynamics to be there to help me grow my confidence. Then the manager can help me solve other problems to help me build my confidence. And then I'm self aware of how I could solve that particular problem. That slide here is designed to be one the most useful as a reminder to you on how to handle these things in practice. So a quick canter through the whole off the mat craft is in action. I hope you feel that those three get them right at the right phases with your support staff and you'll see that they're developing improved performance and life will be good for you. So having got those in place. We then recognize that the occasions when we need to start praising somebody's performance will be, uh, on ongoing process. But we could begin to look at appraisals in the next section.
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so turn to section five. Uh, in the data log portfolio, you'll see a couple of programs about fundamentals, appraisals and more advanced performance management issues. So I'm not gonna repeat everything that's in there. But it will give you a very good overview to look at how you can set goals so that people could be self appraising on how you can get your appraisal system down to one page. Rather have anything too heavy. So where is looking at some of those key aspects there? So our goals are undated approach to performance. Appraisal means that Are we hitting the goals? Poor performance assessment for support stuff Managers should be something fairly straightforward. And why did you bother to a praise? Well, fundamentally, is about improving performance, which not only do you want from the your point of user manager that runs the firm wanted, but actually employees also want to get better at stuff, however complex their job. Maybe they still want to do it with less hassle without things going wrong, and therefore it has the right sort of team approach that we are, ah, high performance outfit because we want to have clients come to us with their problems, and we can get on with solving those problems because that's what our business is all about. And therefore, we want to make sure that everybody plays their part to be a high performance outfit, which means that we very clear about what we want to achieve both as a firm on its the department, on as managers and as individuals. We know what those objectives are and they could break all the job down to its component parts. I think that the annual appraisal is something that you should tip into big that seven. But out there a bit. Bits of maverick to suggest that annual appraisal should be tipped, Ben, because I think it is too late to run an appraisal once a year and not toe have frequent enough appraisals, because if somebody is new to the job, you knew to praise more frequently, somebody who's very good at their job with their own continues. A fee assessment of feedback may not need to have an annual appraisal. It'll anyway, by all means decide some one stage or another. How much you would spend on salaries next year decide who needs a salary increase. How much unfold, what people worth? What people doing by all means do that by all means decide what people's training needs are, but actually just to limit it to annual appraisal, I think he was not a good thing. And I got more to say on that in a moment because recognition, I mean, pay that you get. That's the silent applause for job. Well done, sir. Recognition for achievement should happen at appraisal. But why leave that to an annual event? You've then got another 11.5 months of of unknowns before you actually get around to anybody saying Hey, well done. You have a job that cannot be left to any appraisals. So goals orientated approach means we know where we're going. We know how we're gonna get there so that goals are intended. Approach is very important. So here you can see in that Helen Hounds house be off the England Netball team gold winning school that shot the last minute very goal orientated individual. What are the key objectives? Well, if you know what they are, then you can improve individual performance, and the some of that is better team performers. It is personal development. It is improving things from a number of points of view for the team as a whole. People understand what their job is about. What makes a difference, what they can improve, where it goes, builds on the firm's needs, the client's needs and so forth. It means that people are very clear about what's going on. They know what they're doing. They know when they're doing it in hell. They're doing it on those communications. Improve on, therefore, gets the commitment off the partnership, perhaps of the small planets capitalistic begin here. But partnership between you and the employees is so important on that. Engagement again is crucial to the whole success off the business. So what are those key stages? Well, simple steps, first of all, with what is the job about? And we know that from our job description on purpose, Job P job is to save a fear in a time and support clients. So where what are the goals we can set? Those is the next step out. How are we doing achieving those goals? What do we need to do to prepare for that discussion on, then help to conduct the discussion. I'm gonna focus on the first bits. Really? Asst. Faras this'll processes concerned. They give you that direction. If you are really interested in improving the performance through appraisals, then have a look at the two programs that we expand on in the date of your portfolio. And, as I say this, preparing discussion. Conduct the discussion. By all means, you'll have a new appraisals. But don't forget that for more frequent mawr, modest appraisals are so important to give people encouragement, confidence that they're doing a good job and so forth. So let's look at clarity, clarity. Let's get our spectacles on, get things sorted out. First of all, clarity about the job, what's all that about? Well, what is the job? Therefore, what are the objective job on? What are those key result areas? So the objective of the job we can sort out beginning on what constitutes a job well done. Those key result areas, I think most often people need to have a very clear idea of what they are but limited to perhaps make making it more five. Because when you got clarity about the job and I think that support staffers, we said have two sets off objectives one is to save. If he on time and the other one sport any client, then we can start setting some goals is to know which path to take through the myriad of other activities going on. So first of all, find out why the job is being down. The job is there to service a conduit to clients coming to the firm. The job is there to ensure that these systems run properly. The job is there to ensure that the money's get banked, whatever they support function might be. So who does the goal setting well, Is it the manager that does it? Is it star? Remember that, Does it or is it somewhere in between? It's those sorts of things I think are worth looking at, to decide on the maturity of the individual doing the job, who can then contribute to that goal setting. And I think a good goal is so called smart on the acronym have been probably quite familiar to you, but specific goals I sought out the station recovered is not a specific goal. We know the station covered is we know where it is, what you mean, sorted out, a specific, measurable. What gets measured gets done. And can it be achievable? I think it's challenging. Stretching and builds towards results is results orientated. We know when it's got to be done by on. We could look at goals in that particular way to put them in some sort of straightforward fashion. Lots of firm information within the notes on page 43 about goal setting. How to do that. But the Benjamin Mays said, the tragedy of life does not by reaching your goal, tragedy and having no goals to reach. So knowing where you're going, knowing what's going on is very important. Just a quick observation on structure of goals. You'll see this on page 44 45. If you want more detail on that. Essentially again from these Dilbert cartoons always makes me chuckle. Thanks very much. Scott Adams, for this. How you doing on your unspoken objectives? My water, referring to the goals, are having mind that have never mentioned how those going I'm totally name you see good, no having a goal without being written down. So that's the key thing to think about the degree to which people know what their goal is on, whether it's written down. So it begins with an active verb, doing something to reduce something, to delegate, something to increase or to review or to do something active verb about what must be achieved, the clear clarity about what must be achieved and then the measure. So I want you to improve client satisfaction. Not good enough. Increase clients that is actually reception by 5% over the next three months, as measured on the client feedback forms. Very, very clear, very simple to understand exactly what's required when it's required construction. Your goal means that reviewing performance on the job becomes so much easier on putting that together into a simple format does make life that much easier. So once you've got that simple goal, you can then look at a simple performance review, so I'm not gonna go through it in great detail. Page 47 will show you a single a four sheet off the senior admin assistant Jenny Dixon, that we employed a while back to have a look at to save departmental Vienna's time and support clients of the objective of job on look at the key result areas one is about reception. One is about delegating particular activity. She's a senior admin assistants. Then we've got staff. Then we got time saving. And then we've got client support issues. As you say, there's five there. The goals are written very clear. Increased our client satisfaction. Delegate announced attendance, etcetera, defined developed needs of direct reports and so on and so on. Then a comment on achievement. Then there's an idea about develop needs. Additional comments on that is a summary on one sheet of paper, of everything she has to do as far as the job. I know appraisal forms will have many mawr a parts of it, because it has to do learning development has betrayed. He needs. It has to do lots of opinions. I think that you can simplify the whole process with good staff engagement. Those sort of things are already being tracked on that single document. There means that it's not a difficult process on makes life a lot easier, but just one thing to finish off on this one is when you are giving feedback. Do you think a lot of managers struggle with this on giving feedback? So this Isa little idea, but you might want to pick up on board on Consider. OK, Do you like to be criticized? Well, if you like criticism, let me tell you that your lousy manager, How do you like that? What we don't like criticism, even constructive criticism with perhaps an oxymoron. Constructive feedback is what we're talking about. Constructive criticism is I'm gonna criticize you, and that will be constructive. That isn't it is D stock tive. Criticism is destructive. Constructive feedback is quite different. So let's think about. Imagine that you are not the most senior person in your firm that you do indeed have a boss. Maybe he or she is one of the partners directors of your firm on. Imagine what it's like after having watched this data more program. You're back into work whenever it is, and you have a little note on your desk. Mellon, the note says, quite simply, Could you pop in to my office for 10 minute chat? You gotta post it on the Post it post it sitting on the screen, something like that. You have no idea the context I could. You pop into my office for 10 minute chat. No one asked people this when they get a bit of information from their boss 10 minute chat on this scale of toughness, it is curious that most people seem to be towards the bottom end of it. I mean, it just said Pop into my office for 10 minutes. It's and say my office, 10 o'clock, you bastard, I'm including that would have been helpful or even idle Bastard. Even better, excuse my language because then at least you know what it's about. But our feeling is that by in large are 1 to 1 with boss will not have a very good outcomes. So why is this? Well, because so often our experiences that conversations with 1 to 1 with the boss is not always to give us, um, closets and the accolades of great triumph. Because of that, if you've ever had this sort of conversation about a bit like this, he said, Well, yeah, thanks for coming in yet. 10 o'clock, because it is just on 10 o'clock factor after coming in. Good to see Andi hear things going quite well with that new member staff. So in terms of your scale of toughness, this you think well Okay, All right. So far, so good. And then you get to this point in the conversation, and then he or she of us will come up with these immortal words, but excuse the noise. But But and then what follows is their criticism of what's been going on for. Quite honestly, I'm not happy. I heard from this guy. And when you weren't here, this happened. That happened to Don't be dirty. You're getting in the red carpet treatment here. So how you're figuring when you are bouncing down the old chuffed yard, get down to that end scale there through the few minutes. What reaction would you expect from something? When you criticise them, the best form of defense is attack. You may get people arguing with you, or you may just find that they'll take it on board and hate you for it any way you get to the end. And then you say something stupid like, I'm glad we've had this conversation about who is glad that you're sitting there with carpet burns. Nobody you've off loaded all your anger on get to that stage. Now, where are people? At the end of the process compared to weather again. Clearly as we can see is that people's feeling about one to ones with you is not very good. And even if they, the manager is using a different construction because the Oxbridge educated they call it. However, essentially we know that this little bit in the middle is not a good experience. Wouldn't it not be better if somebody says something positive to deal with it? Okay, not every piece of work is gonna be successful. This is not a catchall, for people are stepping outside the boundaries. Appropriate behavior. But do you think about how people react to criticism? Okay, well, let's see if we can use a different conjunction If somebody says, um uh, okay, you say to somebody your current care is usually to a very high standard. Whatever you're saying something positive, then a different conjunction on. If you maintain that standard with Mrs Jones, that would this sort of thing that happened on Therefore, when you get that feedback you may be feeling well, I'm not delighted that Mrs Jones is upset. But the reaction that I want when I'm talking to people about things that haven't gone well is I want to keep the dialogue open. I don't want to criticize and close people down. I want to give it up. You open. So in that situation, you may not feel quite defensive. You might say what happened, or you tell me more. Tell me more you discuss it. So, yeah, I didn't appreciate that happened. She's obviously got the wrong end of the stick. This is what I actually did. This is what I thought was gonna happen. Whatever it might be on when we get to the end of that because you've seen something positive you built on the positive behaviors and reinforcing positive behavior, wanting that you have the same finish aware of people at the end of the conversation would clearly have gone up the scale of toughness and they gained from your feet back. They seem way to go see how to put it better than that is constructive. So this Sarah Majene off saying something nice getting the criticism out, then tryingto cover your yourself by saying something nice at the end, of course, is clearly a good thing. Followed by a bad thing as a bitter sandwich. Okay, however, we might finish it Well, that's not very good. What is better? I think it's to say something posted. Your current care is usually to a high standard. And if we were able to do, Mrs Jones would have had a better approach with better outcome. How will we do that? Well, that's a better way of doing it. And therefore think about the bitter sandwich or are you going to make it a better sandwich on that way, of course, will be able to keep the, uh, the things moving around in the way in which you wanted to do so. If you've been in a drink by that, you found that useful. They do have a look at the performance management programs that we put together with data loss for further exploration of this particular subject. Haven't got that picture within the notes, but I'm sure you'll recall what's going on there with our better sandwich. Now. It is interesting that sometimes when we're looking at what's going on, we want to have better appraisals. Clearly, is one of our people really being very scientific of the desk there, appraise without tears. This is a very simple system. I'll go through it fairly quickly because again it's covered in elsewhere in more detail. But I think it's very useful. I've run this with support staff in law firms, getting them to look at how they could work together to make things better. So essentially, it's a pretty straightforward process just to cover it fairly cookie for you if you want more details right than can be done. But essentially what you do is to ask the team of people write down two or three things. Five things. Maybe they get up your nose work. But what you know, happy about? Maybe that people would say, Why I don't People talk behind other picks back. You know, the wind culture we've got like that it might be. I always get frustrated when I can't find the station on my desk has become borrowed it without returning it all those sorts of things. So you get people to write down what they whinge about, and then on the flip chart, you rewrite that Each of those is a positive statement. I am supportive of others at work, So you're taking this issue about talking behind others, but turning it into a positive statement on That, of course, is something that everybody then conceit e that what is being written is their particular issue. And they've all had a contribution to what they are talking about as to what should be a positive outcome. Then the team would contribute to that and build up maybe a list of 20 or something like that. Make up a score sheet on. Use that score sheet in a simple way to track what's going on. Get somebody else to put it together 11 months or one week. You have frequently want to do this on circulated to everybody. Get them to evaluate their behaviors so the appraisal sheet would look a bit like this. Here's the action. I'm supportive. Others at work on how frequently only that never, sometimes often nearly always, always supported. Similarly, my gripe might be about personal use of mobile phones. Minds work firm S O. I keep my personal mobile phone to break times. Never, sometimes often nearly always that carries on all the way through. And then you give yourself a score of 1 to 5 or not to, for whatever you want to do, doesn't matter right down the totals and what people will do here is one of two things that either lie through their teeth to fill in the form or they weren't filling it all. But most people are actually first runoff it. Phase one is to engage or and reward the outcome. And whatever the outcome is, as you summarize all those forms, people will be a bit skeptical. It doesn't matter whatever the score is from the group. If everybody is saying we do this all the time, every time and everybody does that clearly you've got the opportunity for people to then be aware of what constitutes good behaviors in the firm and to make sure that those being so we can reward the outcome on gun maker peak and Danish coffee time is a pretty good reward for people attending to what constitutes good behaviors, good cultural things, good supportive teamwork okay, and then weaken Greece, re engage people on getting to do it. Next time they could repeat the exercise in a week or two's time on in that week or two, everybody will know what constitutes how to 15 around here. Something very easy for your new recruits. Toe latch into that's what we do around here on so forth. Then people will start to look at that. It does not matter whether people score higher or lower. Next, I'm often find, actually, second run. Is that people a little bit more candid, more honest on. They score slight in S, and you can reward the honesty again. It's whether, let's say, chocolate hobnobs or a bun run or something fairly modest, it doesn't matter. People are engaged, so that's face to face. Three will get the team to say, Well, OK, we've scored on average of 80 this time. Let's came for they might say 19. You'll say That's too ambitious that bring it back to 83 85 or something like that. Then there's a targeted improvement and then get them to move that through. And then they can buddy up to discuss individual behaviors and so on and so forth. So through a whole series of phases off, a simple system like this, which have gone through very quickly, is giving people the opportunity to explore how to get on as a group off people working in a support function so very quick exercise. But I hope you find that useful as a way of engaging people into a way of running appraisals on If you want a sheet on that we can help you with. So let's just look at some of the conclusions here from the appraisal system. We're looking at real business needs and how individual jobs fit in with that. We're looking at the key result areas. So in the one page appraisal, we're looking key outcomes of a particular job with specifying the goals in a particular manner that both people tie into self assessment we've got. We've demonstrated that with the Appraisal without Tears scheme, we've demonstrated the preparation that needs to go into writing goals on praising people appropriately on improving the two way conversations that people have so that the whole basis off appraisal can be more frequent. No, this is not the annual event on. I would certainly want to separate the appraisal from the salary review conversation because when you have appraisal all people who think about yet, but how much money yet? But how much money? So you want to focus on performance, do that outside off salary, you Hopefully things will go better. No apologies for the quick gander through that you can always have a review off the recording. Of course, Andi always have a look at the other, our area within the data law portfolio. If you want to explore performance management in a bit more detail, because now what I want to do now is to move on to have a look at those situations when it all goes slightly, pear shape, discipline and grievance is our next topic. Sometimes, despite your best efforts, the wheels will come off the trolley on. There will be occasions when somebody steps out of line. Now I know When I wrote the book on recruiting, retaining, Releasing People back in the mid 2027 books published, I wrote that to the standards for the Chartered Institute Off Chartered Management Institute on the C I. P. D. To their standards there that current practices moved on. So a ZAY said right at the beginning of this program that you need to make sure that you are up to speed with what the current legislation is. As far as this plane grievance procedures are on the conciliation service, a CASS is the place to go for the latest price, and you'll find lots of information from you. Go on other places in terms of dealing with those things things obviously do change on. They will change subtly. But essentially these. The underlying principles, which I'm covering for you. Page 48 has anyone page workbook? Because, as I said, things may move on change a little bit, but we can have a look at disciplined, um, first of foremost and then grievance as a separate lighter. So I think about the A cast code. Think about your policies and procedures. Your office manual are the up to date on as a guest always advises on a 10 degree is informal. Actions always preferred, and mediation is always on option two. So it's poor individual sitting outside the headmasters study. Essentially, what we're looking at is a fairly straightforward cycle process. If there is something where somebody has stepped outside the rules, then try and deal with it informally, if at all possible. But if that isn't going to happen, then you need to look at a formal discipline procedure in some sort. Hold that conversation. Things have changed where people are expected to have somebody else with, um, when this conversation occurs. If they choose to have that, let them know what result is keep documentation off that there is opportunity for appeal on if that, uh, appeal process it's often best handled with a new manager is aware of it is therefore not emotionally involved in. Whatever the problem, Waas on then decide what further action, if any, is required. So I've gone through that fairly quickly, obviously, but nonetheless a fairly straightforward process to follow to make sure that is that. And let's face it, that should have been defined on outlined in your office metal anyway, and your office manual should reflect the policies and procedures up to date. So that's a 30 straight forward area there when it comes to grievance. Uh, well again, the same sort of thing always occurs as far as green grievances concerned, a similar sort of process off formal grievance. Somebody has a problem with treatment of work, what's been going on, bullying in the workplace, agreements over things changing in some guise or another. Again, there's a need to make sure that people kept in the loop on written confirmations of what's going on appeal it's the end to end of the matter or end of the employment thing goes through toe disciplinary matter, then further action so forth. So those sort of things are fairly straightforward. As I say, Make sure that your code off practice covers the key points on your office. Manuals are up to date because at the end of the day is we're going to move on now is the matter off letting people go? Releasing people on the three areas is when people choose to retire when you'll have to make somebody's job role redundant or indeed, remove people from work or they choose to leave of their own volition. Find a job basically, so a number of things to pick up here just to finish off the management area on it's worth exploring a number of things. What I've done is to update material in the workbook. Page 49 onwards looks at a number of areas, so look a retirement. Let's look at retirement, but I think succession planning for senior people in law firms is an issue at the moment, taking taking over the reins on some people that certain generation find it difficult to find people who are going to follow in their particular footsteps, because now the basics are fairly straightforward is that there is no longer a default retirement age for many people in many jobs, there are exceptions to this on the state pension ages, as you well know, are moving a little bit further, a little further. Own people can keep working past their state pension age if they so choose to, they can usually work as long as they want to default. Retirement age of 65 no longer exists, but they can have the right to ask their employees if they can work more flexibly. Maybe later. Mornings, maybe later, even whenever their time maybe a work part time on you as an employer have the right to reject the request, but not a a right to ignore the issues at stake. And in my experience, a lot of senior people at whatever level in the firm often have a lot to offer people coming into the workplace as wise counsel and so forth. So it is important to recognize that, naturally enough, there are exceptions on this. Retirement issues you before somebody retiring a certain age known as compulsory retirement age. And you must have a valid reason for doing it either because this physical ability is required that older people are not expected tohave example given course in construction drink. Or there's a There's a age limit set by law, fire, service and so forth. There may be some jobs requiring particular health. Accessibility is no sort of issues, but again is to make sure that those are handled in the right sort of way that support to at least establish a a policy and have some sort of thoughts about that. So with those exceptions, what are you doing to help people retire on? I've looked at this in some detail inputs and ideas and thoughts there to help people look forward to retirement because people do get so much from their jobs on. I think a lot of people working 40 hours on war a week on commuting zone, making 50 60 hours a week. I think I just can't wait to stop doing this. But there are a lot of people who find that their job is so fulfilling that the being at home all the time is no particularly fulfilling. My bookkeeper Helen, 60 when she wanted to come back to work. And I said, Well, your husband's retired. You just told me this. It's got a good pension. Why do you want to come back to work? And she said, Well, quite honestly, he's at home all the time So she wanted to come out because work gave her fulfilling sense of purpose, not full time, part time. I had a lot to give with her experience. So think about the way in which some of the senior vote could give much more benefit to the younger folk within the organization on how that could be managed in a particular way. On that transition, I will pay back to remaining staff. Morale is that when somebody got to particularly, they won't just shoveled off into the wild blue yonder. But actually the ever style fell got. This firm looks after us people, doesn't it? I think there's a valid opportunity there, so there's a guide on page 50 that you might want to give to people to help them with that transition. Eso do think about the opportunity to offer staff some alternatives part time working s o. That value is there when they come back in sabbaticals time off to do particular things Flexi time on so forth can help in that sort of way being seen to help people with that. If you do, have anybody retired will pay you dividends, as I say when it comes to the rest of the work force and so forth. So there we go. Page 50 is a example off how you can help people think through retirement. So I have no particular plans to retire myself. I'm planning what I'm gonna be doing as I move into the next phase of working life. So a few thoughts and ideas there now, redundancy. A very, very difficult situation for many folks to do with it. And you have to make sure that you are gonna make a position redundant. It's not the people, so therefore, you have to think through very carefully the reasons for letting people go well. It's not people who make under its. You no longer need that employees to do that particular job. So it might be because the business changes what it does. We're moving away from place to face training on more online, so I wouldn't need lots and lots of people to travel around the country giving training courses. Okay, It may be that we're gonna use new machinery, new technology on, therefore don't need people to fulfill a particular role. And we're seeing a lot of talk about artificial intelligence coming into the work place. That may change the way in which people do particular types of work, and therefore that's a reason for on individual not being employed because that job is no longer there. Maybe that the office is in that particular area are closing down on. People don't want to move to the new area. And I had this when I was an industry on. We did change theme job, the office location on something. Was it? Well, I travel from the south to the officer, then have an extra journey to make. I can't make that journey, and they took redundancy and that therefore, changing locations about a reason for doing so. So you must demonstrate that in employee's job will no longer exist. So it's very important to make sure that you follow that again. Make sure you're falling a cast guide on that you go and so on and so forth do remember as it stands, 2018 employee rights. They have certain rights that may be entitled redundancy pay if they made redundant. So all employees are the native identity. Have the right to time off to look for a new job, to arrange training, not to be unfairly selected for redundancy on take steps to avoid redundancies before dismissing any staff. And I have helped firms, national law firms with changing the way in which they were doing things dealing with planned redundancy. So we run a whole series of programs helping people cope with that. And some people said to me during the coffee breaks, I really appreciate that. Yet the jobs changing the office is closing is going to close in three months time. But I'm really gonna work hard to get a good reference. I'm gonna work hard to improve my skills. I'm gonna work hard to ensure that I take as much intellectually from the job while I remain Robin sitting in the long face and words were burning so that I think is very mature approach that somebody says, Okay, this is the world. I'm gonna make the very best so quite encouraging with that. And if you should need help with with dealing with those sort of things, then it's certainly worth getting that help to help people through a transition, Certainly, but it comes up for training and job training. I've been involved in helping people write their CVS, present themselves for interview, interview, training, the interviewee, I mean, interview, training and so on and so forth. Job searching and what have you getting enough help and support. So people find a better job on helping people through that. It's quite important area, so it could be outsourcing. That sort of training is quite important. Then, of course, it's removal. So it's the what happens when people leave work. So removal. What do we mean by that from people Leave the office on. I think there's a great opportunity to reinforce the brand when you are letting people go. So the employer guide to when people leave the office for whatever reason that they're leaving is to make sure that you're looking at things from a particular point of view. So you make the employees aware of what the particular processes are when you're going to make people. But when people are leaving, it needs to be looked at from a consultative point of view that certain mawr the number you've got. There is particular levels of staff where you must go through a inclusive consultative process. Don't quote me could be 50 staff, but again, the cast guide will cover What's what's current for you today. Let you know when people want to leave of their own volition. Then you must desirable. Why are they leaving of their own volition? Did you want to keep them? If your top performing staff are choosing to leave, why aren't you metaphorically loving them all to? They want to remain with you. If you do want to have a conversation with people than I, my advice would be, do not have that conversation in the office. Get yourself down to your chosen coffee shop or wherever it might be in the town and have a neutral conversation with them somewhere else about the workplace environment. People often appreciate the opportunity to do that. There may be agreeing some particular rules. I have handed my notice in at Martin 09 oclock in the morning and marched off the premises by 10 o'clock sometimes that when that happened, I wasn't expecting that. I understand why they did. It just seemed a little bit harsh. Had I known that would be the case, then life would have been made a little bit easier. So what are the ground rules when people hand in their notice, I want to leave. I was on three months garden leave. My notice period was extended invectives period on. Senior had it in my notice and that's it. I was out. I mean, I was comfortable with the whole idea. Improved the gardening three months, obviously. But it was a difficult thing because I didn't know it was coming. So agree. The ground rules when you are doing that, and you've got the rights of a structure that when people do choose to leave, they know there's a process again is the sort of thing that could occur in your office. Manu, find out why people are leaving because anybody that is leading and you've got a good relationship with him will do no end of good for the brand. Your firm no into good for understanding those people that remain, because if there is a problem, you need to know about it. Staff engagement, My goodness, is that crucial? If one leaves and they were going to be jumping, why is other people leaving? Listen to what's going on. And I think as employer, I can sometimes take it very personally that people don't want to work for me. They want to work for somebody else. So I listen. Robin, react from that and understand what's going on. What did I miss? What should have been done? What could I do? Make that fairly positive so that I'm learning to make sure that things will improve. So a few thoughts and ideas there which your Your guide to those exit interviews on page 54 of the notes. I think this next section is very handy if you to put into the office manual, perhaps to make sure that employees choosing to leave have a guide for leaving. There's a number of smart things they can do 10 things that you should do. I think if you are choosing to leave firm, one is not to leave with any sound. Taste in the mouth is to make sure that you're burning any bridges. You never know. It's a very small world out there. I think people should maintain professionalism even if they are going off. Pump is actually do things reasonably professionally and make sure that if they are leaving that they are giving the opportunity for whoever is going to fill the void when an individual leaves some succession. So you're helping supporting others, passing on information and so forth. I'll just get walking out. So nostalgia is not what it once Waas. Things are not the same as when you joined. So of course, whoever replaces you if you are leaving will do things differently. You have to accept that will change a little bit, so you don't have to get it personal. I know when I left a particular job and thought everything, we're gonna pick it up in the felt That was the product I launched up the brand that I was involved with and some he's gonna mess it up if they look after in the wrong way. I got very personal about work I had done. I think it's important if you're leaving to invest time with others to make sure that that that void is filled appropriately and if you are going to leave. You want to make sure you're not telling different people in the firm Different reasons for leaving because that would just reflect badly on you. On your opinion in this area is not going to be much help. I'm going along on this Friday evening to a networking event on I know because I met people there before that they now work for a firm A and they're going to meet people from firm be so when they used to work. So you know they're going to the law society events. They're going to East Midland's Legals Group and so on. So Forth Systems Group and other organizations like that your name will carry forward when you start working somewhere else. I think it's important if you leave to do that, I think to its very important when you do leave an organization banging on about how wonderful your new life is gonna be, because that will have a bad effect on your reputation as you leave the movement of Israel. So God help on that to follow do, except that take time to reflect on what new skills you're gonna need and the skills that you gained lifelong learning is what it's all about, so that makes it positive. And not that you want to keep in touch from the point of view of when you leave work and to keep in touch, to see if you can pull them with you. But your former employees are all part of your network. So with your following on, linked in your following within those groups keep a positive view on things. On one day you might come back into a more senior role that I have known. People leave law firm at the end of a training contract, get another job and then five years later, come back into a very senior positions. Yeah, you were training. You've got more experience. We've got this opportunity. So it's a small world out there. So there we are guide to a number of different points of view on hope that's given you lots and lots of ideas to look at not only from the point of view of managing people that leave you, but also if you leave managing that process as well. So there we go, learning outcomes. What have we got? What can we now do? well, I hope you find that there's opportunity to improve your process off recruiting people better not only from the point of view of putting the advertisement together cause you got a good job description persons investigation to start that process off. And when you have selected good people good metrics there that we are deciding to onboard our staff. So they hit the floor more successfully more quickly. We're looking at retaining our best talent. We're looking at engagement of people improving performance that could be worth tens of thousands of pounds to organizations retaining the best talent. We've looked at the for the three key aspects off improving performance. The 4th 1 is always engagement, but the motivation of people recognize that you can influence the stimulus, what it is that gets people motivated. You can improve their abilities by changing your style is people learn and you can help people become more confident in their roles to take on more responsibility. We've looked at appraisals to a one page appraisal process that the information is in the workbook which I hope you've gained. Andi looked at discipline grievance from the point of view off, recognizing that you need to keep up to date with the procedures as outlined by statute, and make sure that your office manual is up to date with that. And then we've looked at the key areas off retirement, helping people with their retirement how to deal with redundancy on what happens when people leave from an employers point of view as well as an employee's point of view. So the last thing to think about then is your turning ideas into action. I do remember there is something called 70 2010. As a manager of support staff, you've gained 10% from this program. We've covered a wide variety of areas. You gained 10% off that improvement that you'll have from this program. 20% of improvement will come from following a good boss if he or she is a good boss, and doing what you recognize that being good behaviours will be 20%. But the 70% off improvement will come from you putting the ideas that you get from this programme into action. So reviewed the materials I put together 50 also pages and pages of ideas for you to look at. I hope that's going to be helpful to you. And I do wish you every success look forward to chatting away with you on the next date. A little program as part of the portfolio of improving your skills in managing other people. So that's it from a how to manage support staff occurring. A lot of areas. I've been Mac Mukai. Thanks very much indeed. Get in touch If we can help you in any way Thank you again to the data log team putting the whole thing together. Thanks for that. Goodbye for now. Good luck with managing support stuff.
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