ohsai head start a to z: human...
TRANSCRIPT
OHSAI
Head Start A to Z:Human Resources
STG International, IncLorri Bernier, Grantee SpecialistLee Ann Murphy, Grantee Specialist
October 14, 20151:30-4:30 p.m.Haymarket Room
Session Outcomes
• Identify your role in staff recruitment, selection and retention.
• Identify how Human Resources regulations pertain to your program.
• Learn more about how to strengthen your supervision system.
3
4
To Prevent This…
5
We’ll Do This…
Relationship-building is at the heart of effective leadership
Key Message
Program Governance
Fiscal Management
ERSEA
Child and Family
Outcomes
Self-Assessment
Human Resources
Child and Family
Outcomes
Communication
Record-keeping & Reporting
Facilities, Materials & Equipment
Planning
Ongoing Monitoring
Systems Are Linked
Fiscal Management
Human Resource Management
Communication
Recordkeeping and Reporting
Program Governance
Human Resource Management
Fiscal Management
Communication
Program Governance
Recordkeeping and Reporting
Systems Are Linked
• Personnel Policies
• Standards of Conduct
• Personnel Recordkeeping
• Union Contracts
• Staff vs. Consultants or Volunteers
• Staff Qualifications
• Recruitment
• Hiring Process
• Background Checks
• Orientation
• Organizational Chart
• Job Descriptions
• Supervision Structure
• Work Teams
• Training & Professional Development
• Compensation
• Supervision
• Performance Appraisal
• Employee Morale
3. Staff Retention4. Organizational Structure for Your
Program
1. Human Resources
Requirements
2. Staff Recruitment &
Selection
Elements of Human Resource Management
Human Resource Requirements
What you need to know
Federal Labor Laws
State regulations
HS and other funding regulations
Union laws & regulations
What you need to do
Keep abreast of new HR trends,
requirements & issues
What you need to overseePersonnel Policies
reflect HS requirements
Personnel records include required documentation
Standards of conduct are developed &
monitored
Union agreements are negotiated and met
Brushing Up On Regulations
• Personnel Policies
• Standards of Conduct
• Personnel Recordkeeping
• Union Contracts
• Staff vs. Consultants or Volunteers
• Staff Qualifications
• Recruitment
• Hiring Process
• Background Checks
• Orientation
• Organizational Chart
• Job Descriptions
• Supervision Structure
• Work Teams
• Training & Professional Development
• Compensation
• Supervision
• Performance Appraisal
• Employee Morale
Staff RetentionOrganizational
Structure for Your Program
Human Resources RequirementsStaff Recruitment
& Selection
Elements of Human Resource Management
Staff Recruitment & Selection
What you need to know
Information about your labor market
EEO regulations
What you need to do
Collaborate with HR department
Involve PC in the hiring process
Involve PC and GB (as appropriate) in staff termination process.
Develop roles/responsibilities of Personnel Committee
What you need to oversee
Staff hiring & terminations
Appropriate background checks completed prior to
staff employment
Assure that staff are effectively oriented to their
positions
Staff recruitment & selection:What you need to know
Information about your labor market
• Review Wage Comparability Study
• Review Community Assessment
EEO regulations
• No discrimination
• No retaliation
http://eclkc.ohs.acf.hhs.gov/hslc/tta-system/operations/fiscal/wage-tools#
Staff Recruitment and Selection:What you need to do
Collaborate with HR department
• Recruitment & Screening
• Interview process
• Onboarding
Involve PC in hiring/terminating
process
• Recruiting, screening & interviewing
• Seek approvals
Staff Recruitment and Selection:What you need to oversee
Staff hiring & terminations
• Strive for workplace diversity
• Know who is hired
• Understand the circumstances leading to termination recommendations
• Assure PC approvals
All background checks prior to hire
• Assure system is in place to complete and monitor all background checks completed prior to employment.
Effective onboarding of new staff
• More than just orientation
• Time to test the “fit”
“Head Starts are all about using relationships to better the lives of young children and their families.”-Johnson & Reams
Infant Mental Health experts
Parallel Process and Levels of Influence
Child
Family
Teacher
Supervisor
Director
Once you hire the right person, how do you bring them aboard?
Orientation vs. Onboarding
On
Orientation Onboarding
Is typically a one day event. Extends well beyond the first day.
Focuses on an organization’s structure, mission, and policies.
Is a systematic process.
Includes a review of the Employee Handbook.
Can last from 3-18 months, depending on the position.
Completion of payroll and benefits. Cultivates long-term relationship building and access to information.
Other administrative issues. Promotes better understanding of the culture, mission, and goals.
Fosters a feeling of belonging and affirmation of making the right choice.
Reduces the time it takes to “hit the ground running.”
http://info.profilesinternational.com/profiles-employee-assessment-blog/bid/206006/Orientation-vs-Onboarding
Activity- Onboarding
+ +
=
+Prior to 1st
day1st day
During the 1st Week
First 3 Months
Support, Impact and Retention
“Just Visiting”
15 Minute Break
• Personnel Policies
• Standards of Conduct
• Personnel Recordkeeping
• Union Contracts
• Staff vs. Consultants or Volunteers
• Staff Qualifications
• Recruitment
• Hiring Process
• Background Checks
• Orientation
• Organizational Chart
• Job Descriptions
• Supervision Structure
• Work Teams
• Training & Professional Development
• Compensation
• Supervision
• Performance Appraisal
• Employee Morale
Staff RetentionOrganizational
Structure for Your Program
Human Resources Requirements
Staff Recruitment & Selection
Elements of Human Resource Management
Staff Retention
What you need to know
Organization’s compensation philosophy, policy & scale
Organization’s policies on performance appraisals,
employee morale.
What you need to do
Develop a training and professional development
system to advance attainment of program goals
Model effective & supportive supervision
What you need to oversee
Staff supervision system
Performance Appraisal system
Employee engagement
Staff compensation
Ensure succession planning
Staff Retention:What you need to know
Organization’s compensation philosophy,
policy & scale
• Is compensation based on performance? (merit)
• Does your org. lag, keep pace, or lead in wages for your industry?
• What does your scale look like?
Organization’s policies on performance appraisals &
employee engagement
• Types of appraisals
• Do staff view appraisals as helpful?
• Do staff enjoy their jobs and the program?
Staff Retention:What you need to do
Develop a training and professional development
system tied to program goals
• Professional development plans for staff
• T&TA Plan
• Training, including pre-& in-service
• Higher Education supports
Model effective & supportive supervision
• Know current supervisory process
• Elicit feedback from staff on current process
• Be open to enhancements & monitor effectiveness
• Practice what you preach!
Deep DiveStaff Supervision
su·per·vi·sionnoun \ˌsü-pər-ˈvi-zhən\ : the action or process of watching and directing what someone does or how something is done for the purpose of continued improvement.
http://www.merriam-webster.com/dictionary/supervision
Elements of Supervision
Administrative: Oversee paperwork, explain rules & policies, monitor productivity
Clinical/consultative: Review casework, give guidance, teach
Reflective: Share exploration of parallel process, attend to all relationships and their impact on the work
Defining Reflective Supervision
• “A relationship for Learning” (Shahmoon Shanok, 2007)
• “The process of examining with someone else the thoughts, feelings, actions and reactions evoked in the course of working closely with your children and their families.” (Eggbeer, Mann & Seibel, 2008)
Reflection-a Strategy for Engagement
Experience Observe Reflect Respond
36
“Do onto others as you would have them do onto others.”
--Jerre Pawl
Self-ReflectionSupervisory Style Survey
Staff Retention:What you need to oversee
Staff Supervision system
• Regular, planned time
• Documentation
• Support for supervisors
Performance Appraisal system
• No surprises
• Timely appraisals
• Viewed as supportive
Employee engagement
• It’s more than orientation
Staff Compensation
• Wage comparability studies
• COLA’s awarded appropriately
Deep DiveEmployee Engagement
Maslow’s Hierarchy of Needs
Applied to Employee Engagement
HIGHLY ENGAGED
ENGAGED
ALMOST
ENGAGED
NOT ENGAGED
DISENGAGED
SELF
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
© Steve Smith O., 2014. From Sift Media, www.hrzone.com/blogs.
Signs of Demotivation Increased sickness Increased absenteeism Late Poor quality of work Lack of communication Attitude Frustration
Reasons for Demotivation Lack of recognition Boredom Lack of involvement Not being listened to Lack of encouragement Lack of training No delegation Criticism Too much work May be in wrong
positions/careers
http://www.callofthewild.co.uk/
Gallup’s 12 Questions to GaugeEmployee Engagement
http://www.inc.com/the-build-network/12-questions-to-gauge-employee-engagement.html
Engagement
• Personnel Policies
• Standards of Conduct
• Personnel Recordkeeping
• Union Contracts
• Staff vs. Consultants or Volunteers
• Staff Qualifications
• Recruitment
• Hiring Process
• Background Checks
• Orientation
• Organizational Chart
• Job Descriptions
• Supervision Structure
• Work Teams
• Training & Professional Development
• Compensation
• Supervision
• Performance Appraisal
• Employee Morale
3. Staff Retention4. Organizational Structure for Your
Program
1. Human Resources
Requirements
2. Staff Recruitment &
Selection
Elements of Human Resource Management
Organizational Structurefor Your Program
What you need to know
Your organizational culture
Factors affecting organizational
structure
What you need to do
Develop effective program structure
Develop & effective supervision system
Assign and monitor work teams
What you need to oversee
Development of Head Start
organizational chart
Development of job descriptions
reflecting HS & organizational requirements
Organizational Structure for your program
Organizational Structure:What you need to know
Your organization’s culture
• What is it?
• Why should you care?
Factors affecting organizational
structure
• Consider factors before making changes in your structure
Organizational Structure for your program
Organizational Structure:What you need to do
Develop effective program structure
• Consider the factors
• Understand the regulations
Develop effective supervision system
Assign and monitor work teams
Organizational Structure for your program
Work Style Railroad
Organizational Structure:What you need to oversee
Development of Head Start
organizational chart
• Assign all management responsibilities, even those of consultants
Development of Job Descriptions
• Assure that qualifications are included
• Duties assigned
Organizational Structure for your program
HS A-Z: HR Management
Thank You!~Lorri & Lee Ann