Supervisor-Skills-Reference-Guide

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TAKING CORRECTIVE ACTION All people make mistakes of omission and commission. Or they were never trained to do some task and try to do it within their abilities. Regardless, there are times when, as supervisors, uncivil behavior can’t be allowed to damage the agency. During this action take care not to intimidate or patronize the person. Before taking any action, consult your agency Human Resources representative to ensure you are following the proper actions/steps. If HR recommends counseling, the following information will be helpful in guiding you through the situation. Adhere to the facts of the situation: 1. Point out the difference between performance expectations (as established) and present behavior. 2. Explain how the behavior is having a negative impact. 3. Seek employee feedback about your explanation in order to ensure you are communicating the information clearly. 4. Mutually generate possible solutions. Table of Contents 40
5. Be clear about why the agreed-upon steps are being taken. 6. Create an action plan with specific goals and dates for follow-up. 7. Offer support that the situation will be corrected. 8. Document the conversation. Have employee sign document, or make a note if employee refuses to sign. Retain record If a situation requires disciplinary action, you must consult HR first. Table of Contents 41
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 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: 5. Have both parties offer possible
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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