Supervisor-Skills-Reference-Guide

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ESTABLISHING PERFORMANCE EXPECTATIONS Right at the heart of a supervisor’s responsibility is the need to ensure your staff knows what is expected of them. Otherwise, supervisors are setting the stage for unmet expectations and emotional responses that result from needs not being met. By setting expectations, supervisors send a message that they want staff to succeed and that success is not some guessing game. 1. Describe the job in terms of major OUTCOMES and how the job fits into the larger agency picture. 2. Agree on the measurable performance criteria. 3. Mutually identify needed skills, resources, or guidelines to succeed in this job. 4. Mutually set priorities. 5. Seek feedback to assure understanding and commitment. 6. Establish periodic progress reviews. 7. Keep the tone of these discussions respectful and positive. Source: Achieve Global Table of Contents 26
COACHING FOR OPTIMAL PERFORMANCE Many people respond well to the occasional coaching by someone known to have expertise or who has experienced success. Many supervisors are in their positions because of successes that they have enjoyed. They are in a position to coach others toward higher performance which benefits the agency and those served by it. Coaching is not only an opportunity to check-in with employees to discuss and resolve low performance problems before they become big issues, but a chance to solidify expectations, provide positive feedback and increase morale. Coaching does not need to be formal or even take up too much time; however, it should be done privately. When approached thoughtfully, taking the time to coach is an excellent way to enhance performance. 1. Clarify the performance topic that is being coached and why it is important. 2. Use open ended questions to seek the employee’s opinion on how they currently perceive their performance. 3. Ask the employee how he thinks he could improve his performance. 4. Provide feedback and offer your own thoughts, i.e., have a Table of Contents 27
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 and 24: MENTORING Supervisors have an oblig
Page 25 and 26: 11. Allowing people to demonstrate
Page 27: 4. Some expectations should challen
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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