Supervisor-Skills-Reference-Guide

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RESPECTFUL SUPERVISION The workplace climate is very much a function of supervisory behavior. An inadequate climate can have a negative impact on the work output, the quality of work, and the attitude of staff. A key to an optimal work climate is the level of respect offered to people collectively and individually. Respected people work hard and well, and in turn tend to respect others. This includes those we serve. Some examples of respectful behavior are: 1. Listening to people 2. Including people (in conversations, decisions, etc.) 3. Giving all people their share of meaningful work 4. Giving people as much control over their work as is possible 5. Displaying fairness 6. Showing integrity 7. Offering compassion 8. Demonstrating honesty 9. Stopping the rumoring/gossiping that you see/hear 10. Not embarrassing or humiliating people Table of Contents 22
11. Allowing people to demonstrate their competence 12. Recognizing deserving people in a way valued by them Table of Contents 23
Page 1 and 2: Supervisor Skills Reference Guide Q
Page 3 and 4: Table of Contents RECRUITING.......
Page 5 and 6: EQUAL EMPLOYMENT OPPORTUNITY Superv
Page 7 and 8: APPLICANT TRACKING SYSTEM Advertisi
Page 9 and 10: What questions will be asked? By wh
Page 11 and 12: IMPERMISSIBLE INTERVIEW QUESTIONS W
Page 13 and 14: 5. Only when attracting and retaini
Page 15 and 16: 8. Avoid people who won’t ever do
Page 17 and 18: INTERPERSONAL PRINCIPLES Supervisor
Page 19 and 20: DELEGATION You can’t do everythin
Page 21 and 22: MOTIVATION How can you as a supervi
Page 23: MENTORING Supervisors have an oblig
Page 27 and 28: 4. Some expectations should challen
Page 29 and 30: COACHING FOR OPTIMAL PERFORMANCE Ma
Page 31 and 32: SOLVING PROBLEMS Not all problems l
Page 33 and 34: PROBLEM SOLUTION TYPES Supervisors
Page 35 and 36: MAKING DECISIONS It is one thing to
Page 37 and 38: mother-in-law moved in, they bought
Page 39 and 40: USING “KASH” TO IMPROVE THE TEA
Page 41 and 42: 5. Have both parties offer possible
Page 43 and 44: 5. Be clear about why the agreed-up
Page 45 and 46: PROGRESSIVE DISCIPLINE Progressive
Page 47 and 48: as a "heads up" about what is comin
Page 49 and 50: PREVENTING GRIEVANCES Grievances wi
Page 51 and 52: efore employees are often able to b
Page 53 and 54: UNDERSTANDING CHANGE As a rule, any
Page 55 and 56: BUILDING A CONSTRUCTIVE RELATIONSHI
Page 57 and 58: 5. Make the job bigger than the per
Page 59 and 60: Page 2 Organizational Information S
Page 61 and 62: Writing clear meaningful task state
Page 63: State of Maine Bureau of Human Reso

Supervisor-Skills-Reference-Guide

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