1 Medical Group Management Association of CanadaDan Furlan HR Strategies Inc. June, 2017

2 Let’s Talk Business! People & technology-the highest business costsPeople-complex to start with, HR management-becoming increasingly complex, to name a few… Employment law changes Employee expectations increasing Increasingly diverse workforce-generations, genders, ethnicity

3 HR Target Issues & IdeasOrientation & Training Supervisory Management & Training Performance Management (or Development?) Proactive Employee Relations It’s all connected!

4 Your Priorities? Results…and… Capable, committed Employees,contributing to the business Smooth, productive operations, and, when possible, Employees who can take on more

5 Situation Analysis While each sector differs, we see recurring patterns & themes Often, however, best practices and solutions are transferrable You likely have a number of good practices in place Hopefully a few more ideas will arise today We can learn from each other-you face many of the same issues (so let others know where you are having success and how.)

6 Themes for Today Most people (95-97%) want to do a good jobTreat people well & they will perform well* Management must be committed to build commitment & trust (we do, however, have some stereotypes to overcome) Positive systems work. But they need work! *Most respond well, some won’t or can’t!

7 Challenges Both Parties FaceEmployers Employees Increased expectations on Employers Increased expectations of Employers Competition for top contributors Constant, ongoing change Increasing diversity Lack of clarity of expectations & behaviours Rapidly changing Employment Laws & Regulations Untrained Managers & Supervisors Increased levels of stress*

8 Engagement Returns on InvestmentHewitt If highly engaged = 19% higher shareholder return If poorly engaged = 44% below average Gallup If higher engagement =less decline in Earnings Per Share after recession Wharton School If high Employee satisfaction = superior long term results “In progressive organizations, the need to convince Executives that engagement is a business driver has evaporated!”

9 Think Plan Act The Key Strategies Commitment to SuccessSuccessful Employees = Successful Managers = Organizational Success Think Plan Act

10 Opportunities for InfluenceKey turning points that make the difference Orientation-accelerating learning, engagement & reaching productivity Training-acquiring and building knowledge & skills Performance Development-enhancing employee contribution to the organization and their own growth Proactive Employee Relations-engaging employees & addressing issues proactively

11 A Practical, Systematic ApproachWe have systems & procedures for a reason-They work! Complex issues of performance, behaviour & engagement, both positive & negative) will arise Reinvent the wheel can be time consuming & inconsistent Planned, thought out approaches reduce some problems and allow for more practical resolution of others (and costs less!) Well planned approaches guide us in immediate situations

12 Starting with 1-OrientationYour one, primary opportunity to influence the right way New Employees are open to ideas, want to please… Yet, many employers don’t succeed here, although, It’s a high impact and a low cost investment* Build the norms and behaviours you want *How productive are new employees in the first few days?

13 Key Benefits Here Engaging newcomers, lower stress, learn keynorms and expectations Accelerating learning & contribution to the organization Reducing errors, saving time & simplifying your processes Lowering grievances & interventions Lowering turnover & increasing organizational stability Building effective Supervisor/Employee working relationships

14 Think-Understand the situationWhat does each party need? Newcomers-to fit in, confidence, to learn, to contribute Employers-results, such as, prompt, active learning, acceptance and demonstration of organizational norms In short, a contribution to the organization

15 A Practical Plan-Sequenced StepsMonth 1-Accelerated Learning More complex tasks assigned Progress consultations continue Weeks 1-2-Real Learning Begins Initial tasks, priorities & key guidelines Supervisor starts “progress consultations” Day 1-Basic “Getting Started” Essentials Acclimatization-Immediate personal needs Supervisory Manager connection Payroll-IT-Intros to small group

16 A few Orientation techniquesPre-arrival documents (a short briefing or concise binder) An organized welcome & plan for the week, month, etc. A sequenced approach- for better learning Gradual introductions- discussions with other groups Job shadowing, a Buddy System, coffee & lunch partners… Company videos (but don’t just leave them on their own) Mini-assignments (to aid learning & accountability) Orientation checklists-as a guide & for consistency Safety Briefing (a recent legal requirement in Manitoba)

17 Orientation StrategiesHave a system-simple & consistent for you, reassuring for them Be accountable to meet Employees needs Hold them to account for learning, self study, getting it right Recognize & reward progress, open questioning to learn Establish an open, “Just ask me!” relationship. A key step.

18 Progress Consultations StrategyThey-need guidance, direction & support….and confidence You-need to know they are on track & your coaching target items Progress consultations to exchange key information & build a practical working relationship Timing & Topics Weeks 1-4 Weekly-Initially learning the job & each others’ expectations Month 2 Bi-Weekly-Developing knowledge & skills. Two-way communication. Month 3 Quarterly-Performance coaching. Two-way communication

19 Mutual Expectations-Here’s how we do itEmployer Obligations Employee Obligations To provide a safe secure workplace To show up every day, on time. To provide fair pay & benefits To do the best job you can. To provide a clear outline of responsibilities. To work well with other people. To provide direction, guidance & training To promptly advise your Manager of issues or concerns to address To provide assistance when problems arise To try to make improvements wherever you can.

20 Training for Results Increasingly complex work, updating systems & expertise Essential renewal & building additional skills Canada has been steadily falling behind in training (for years) Growth & development are key attractors for top employees Annual development plans can be included in performance development discussions

21 Learning OrganizationsProviding an enhanced capacity to learn, adapt & change Knowledge management-ability to utilize peoples’ knowledge Acquiring and sharing knowledge Storing and accessing knowledge Unlearning-replacing outdated practices

22 Training Plan FeaturesNeeds assessment-assessing known needs or skill gaps to address Basic plans for each job, such as, -local, in-house training on procedures or updates, including safety* -formal, external training On-the-job training -In-house cross-training, job rotation, project or learning assignments, -procedure updates, problem solving, client surveys, safety sessions In-House advantages-training is directly job related, on-site, low cost or no cost *e.g.-Mandatory safety training such as WHMIS

23 Adult Learning PrinciplesParticipation-Adults like to be involved Repetition-not surprising that reinforcement helps Relevance-it must be seen as job related Transference-we must be able apply the learning to the job Feedback-progress feedback or consultations so we can confirm success or items to focus on

24 Annual Development PlansA positive way to enhance both engagement & capabilities A positive, low risk opportunity for collaboration Employees should share accountability for learning, however Links effectively with ongoing performance development Include it in progress discussions to reinforce actions

25 Kirkpatrick’s Training Evaluation LevelsReaction-were the trainees satisfied? Knowledge/Skill-what skills were acquired? Behaviour-What changes took place? Organizational Results-Over time, are results evident? Note-Most organizations only use the first two levels

26 Increasing Learning OpportunitiesAn amazing increase in easily accessible training options Internet resources, blogs, web based delivery systems On-line webinars & podcasts, computer-based learning, self-paced learning Advantages here are easy availability, individuality (don’t need a group), low cost, current material, easy storage, etc

27 Enhancing CapabilitiesOrientation & Training deliver … Performance-a direct impact for immediate & longer term results Engagement-deepening of confidence & commitment to aid retention & longer term succession planning It’s worth the investment

28 Leadership-Supervisory DevelopmentLeadership makes the difference in the work environment Leadership sets the tone & reinforces what is expected, what is acceptable or not. The impact on performance & organizational success is huge. (e.g. causing an estimated 40% of turnover, not to mention stress) A “psychological contract” of expectations exists, based on Employee expectations Where Management sets reasonable expectations, and lives up to them, Employees are expected to live up to theirs

29 Revisiting Mutual ExpectationsEmployer Obligations Employee Obligations To provide a safe secure workplace To show up every day, on time. To provide fair pay & benefits To do the best job you can. To provide a clear outline of responsibilities. To work well with other people. To provide direction, guidance & training To advise your Manager of issues promptly To provide assistance when problems arise To try to make improvements wherever possible.

30 Supervisory Management IssuesPromoted for knowledge, skills & motivation, many receive little training for this most challenging job Employee relations may be complex, disruptive, expensive and leave long lasting consequences The job involves legal & policy issues, problem solving, communication, leadership, building trust, motivation, plus many more complex and evolving aspects Top employers understand & ensure training occurs to both prepare basic knowledge & adapt to change

31 Supporting the Front LineTo lead, Managers need… To know their rights & obligations Access to effective management techniques, such as -influencing, collaboration, directing, coaching, delegating, -employee engagement, managing performance, -problem solving, intervention skills & balanced decision making Organizational support and training on key issues

32 Management Rights & ObligationsTo manage, set policies & procedures To keep employees from harm, including harassment & unfair treatment To develop Employee performance & intervene on inappropriate behaviour To work within the law, policies, collective agreements & other regulations To send home Employees who are impaired, disruptive or a hazard To be fair and follow commonly accepted employment practices To hire and fire Employees To get the job done properly In general, to manage .

33 A Management Strategy Think-What type of organization do you want?*Plan-What steps are needed to get you there? What could be done in the short term, to reach your longer term goal Act-Plans are fine, but Employees respond best to ongoing reinforcement of norms, behaviours & policies *What performance & behaviours you want to see in your staff? **E.g. Targeting key skills in new hires, training & teamwork with existing staff ***Lack of follow through is a common pitfall, and, employees notice it

34 Build Trust & CommunicationWe know the Employee/Manager relationship is a key factor impacting many aspects including these examples An effective Managers’ strategy is to initially meet often -Weekly-in weeks 1-4 to coach, guide, support & assess progress -Bi-Weekly-in months 1-2 to continue cementing a working relationship -Monthly, then Quarterly-to confirm a partnership & manage performance Positives Negatives Employee engagement, Turnover Performance & success Stress, Absenteeism, Sick Leave Higher productivity Low productivity

35 A Collaborative ApproachEmployees will be at differing levels of knowledge, skill & commitment You may already be collaborating with some, perhaps at the Expert level The task is to break “Boss” stereotypes to focus on the job & success of the Employee doing it Nervous or uncertain Employees consult & communicate less We need their input on what’s working, or not & suggestions

36 Performance-Situational AnalysisA high priority on Management surveys Linked directly to organizational performance Can be an effective process, yet dissatisfaction among both Managers & Employees is very high Similar, recurring issues exist in organizations of all types & sizes Lack of clarity, coaching, feedback & recognition, as well as a generally negative focus on criticism, not success.

37 Mixed Messages Over 50% of organizations are dissatisfied with their performance management processes. (2015 Study) On line articles consistently criticize traditional practices here Yet, 15-20% of management seminar participants say they actually like the process When asked why, comments include, “My Manager… -shows me what needs to be done and supports me -coaches me as needed, rather than criticizing -provides recognition for work well done -helps me solve problems, but holds me to account for results”

38 Think Plan Act Simplify the ProcessCommitment to Success Successful Employees = Successful Managers = Successful Organizations Think Plan Act

39 Strategies for SuccessThink-of the overall situation , results you want & challenges involved Plan-the steps you will take to achieve those results Act-follow through on your plans, adapting as needed

40 Performance Management IssuesLack of clear job descriptions Lack of clear or realistic performance expectations Lack of communication on performance Perceptions that evaluations may be biased & unfair Managers are seldom trained in this key area

41 Successful Employers Clarify and communicate expectationsSupport Employee performance & success Monitor, track & coach performance Intervene appropriately when required

42 Managers’ ContributionMutual Contributions Each party must contribute . What’s your part? Who leads? Employee Contribution -a good effort & results -a willingness to accept feedback Managers’ Contribution -leadership & a process -clarity of expectations -progress consultations for recognition, coaching & feedback -fair treatment

43 Assessing Your Teams’ NeedsJust as we change gears for varied client situations, we adapt as different Employees may need different leadership, such as, Basic training-if new, or needing additional training over time Coaching-to grow, once they have the basics Delegation-where they have earned your trust* Support-all need the tools, your back up & access or permission, as required *The more Experts we can develop and then delegate to, the easier life is.

44 Two Keys to Performance SuccessOf performance expectations A support/development plan Clarity Meet to plan performance Progress consultations Contact

45 Clarity-of expectationsWhat’s the Objective? -What are the specific results the Employee needs to achieve? -Have them describe it to you. What’s the process? -How do we meet to set plans, support, monitor & achieve goals. We can involve more Employees as determined by their expertise. How does it happen? -Each party has obligations to meet, but action plans must ensure things happen as planned (mutual accountability)

46 Mutual Performance ObligationsManagers Obligations Employees Obligations A clear outline of expectations Willing to provide a good effort Training, support & guidance to succeed Openness, willingness to accept feedback Tools, equipment, data, to do the job Efforts to enhance performance, results Available to consult on progress, issues Let manager know when issues arise Fairness & honesty in feedback Make efforts to improve processes

47 Contact-Lowering the BarriersThe more closely we collaborate, the better we understand each others’ issues, priorities and styles The better Employees understand you, the less time is spent looking over their shoulder & more time focusing on the job The investment you make early, enables them to become more accountable, act independently, and free up your time You also learn who needs more direction support or coaching

48 Contact-Progress ConsultationsOngoing consultations for support, feedback, coaching, two-way communication (some consult 3 or more times/year) Training/Development occur as part of a plan, not “whenever” Employees are coached for continued success or changes Adjustments are made during the year as required Planning Meeting Set Goals & Plans Progress Consultations Verify progress. Recognition, coaching, support, & adaptations as needed. Summary & Wrap up Recognition & Feedback

49 Progress Consults & InterventionsFeedback/Coaching & Recognition Feedback/Coaching & Recognition 2-3 Ongoing Progress Consultations Feedback/Coaching & Recognition Intervene when needed

50 The Big Picture As Managers, we have control, but need to commit & lead Over 90-97% of Employees want to perform well We need to be clear on our expectations & reinforce them We need to have a simple process in place to do that Ongoing Progress Consultations engage Employees, enable us to track performance and coach or intervene as needed.

51 Plan-It makes a big difference!Specific steps you can take for effective collaboration Confirm those steps with employees and what each of you is accountable for (e.g. ongoing contact, updates, etc) 1-An initial planning & goal setting meeting 2-Planned progress consultations during the year to stay on track 3-Year end wrap up meeting (to summarize items already discussed)

52 Targeting Solutions It’s simpler if mutual expectations, goals, etc, were clear. Even if not, get the Employees’ view on the situation to learn if they understand the problem. (be patient) Determine the possible cause before you act Consider, can you salvage the situation? Soon? Later? Not likely? What action to take-teach, coach, counsel, warn, or other?

53 Planning Notes The simpler & clearer meetings are, the easier they getPostponing planned meetings sends the wrong message Frequent “progress consultations” e.g. every 2,3 or 4 months allows for short, update & feedback sessions, 1-Stay on track, confirming progress* towards goals 2-Recognition & reinforcement of performance you want 3-Early coaching or intervention as required* *If you see problems, step in, they seldom solve themselves

54 Performance PartnershipsEmployee accountability increases when they are partners in “How can we do this job most effectively?” They may know most or all of the job well, so should be encouraged to contribute ideas (less experienced staff, as well) As a Manager, you still have the last word, but benefit from their suggestions and new ideas (“I have my ideas, I want yours too!”) When seen as a guide or partner, you also break down traditional “Boss” barriers & promote open, task focused input

55 Challenging SituationsPerformance issues can arise for many reasons… This can be maddening, so we need to assess the cause. Is it…? Can’t do the job-due to training, support needed, capabilities, personal problems, or other reasons, even if making an effort? Won’t do the job-due lack of effort, carelessness, loss of motivation, or other reasons they may have control. Once we calm down, we can focus on how to fix it

56 When & how to raise issuesMinor errors & improvements required are part of normal, ongoing coaching & collaboration. Take them in stride. More serious issues need to be discussed, to, -prevent misunderstanding and re-occurrence -help you assess how serious is it & action to be taken -nip problems in the bud so they don’t get worse You may need to monitor performance more closely to get it back on track Unless the problem is flagrant, start with joint problem-solving

57 Problem Solving ProcessWhile all situations are different We need a consistent approach & objective problem solving Involve the Employee & learn what happened Take a measured, step by step approach, target solutions A fair approach, focusing on joint problem solving builds partnerships and credibility If warnings or other actions are needed, decide, don’t react

58 Problem Solving ProcessIssue/Concern Exists Consult Your Resources Consult The Employee Gather Information Develop Options/ Implement Plan Monitor & adapt plan as needed Follow up to completion

59 Problem Solving Notes You want the job done properlySmart problem solving allows you to target the most effective solution and decide to move fast or more patiently If it’s reassignment, training, support, coaching or other internal solution you can take that route If it’s a behaviour, motivation or other Employee based issue, now you know and can decide what to do (not react)

60 Intervention Options Teaching, coaching or support in partnershipwhere the Employee is making efforts Counselling or warnings may be needed if poor performance was a result of carelessness, low motivation or other behaviour concerns with the Employee Performance Improvement Plans-short 2-3 month performance plans to enable Employees to improve. If not, employment may be terminated. If termination occurs, your documentation is important.

61 Documentation-Supporting Your Actions1-Properly record what has occurred, in a timely manner, plus clear expectations for the future. 2-Demonstrate a fair, equitable, due diligence process, for example, to senior management, or relevant third parties* 3-In some cases, show the Employee the evidence as to why action is being taken (Facts matter) *Employment Standards, Human Rights Commission, grievance or arbitration hearings, etc

62 Following Through Following through on your plan…Ensures things are on track as you wish Builds confidence , commitment and motivates Employees Simplifies the whole process, reducing stress for all involved Note-Lack of follow through is one of the most frustrating aspects for Employees.

63 Additional Issues 1-If performance issues are not documented the Employers’ position is weakened in dispute situations (e.g. withholding wage increases, terminations, etc) 2-Where Employee & Manager differ significantly on performance, a follow up appraisal in 2-3 months may be wise 3-Performance Improvement Plans are due diligence

64 Performance Improvement PlansAn accelerated performance appraisal process Over 1-3 months, with weekly, bi-weekly progress/support meetings Manager provides support, Employee must meet performance expectations If expectations are not met, employment terminates

65 Employee/Labour RelationsTremendous impact on operations, costs & effectiveness Whether formal contract or non-union site, Management leadership sets the tone, confrontational or collaborative Employees need to know that all policies, agreements & understandings will be lived up to (Psychological contract) Managers play a key role in delivering the message Even if intervention is needed, fair practices are understood

66 Two Key Aspects Proactive/Preventive Strategy-the most practical & effective -educate all on obligations (when hiring, at orientation, briefing sessions) -reinforce those norms of behaviour clearly, consistently, tactfully*) -decreases risk of issues arising or getting out of hand Counseling/Discipline-action taken, when required -principles of common law apply -provide for Employee rights -ensure a balanced, fair process -support problem resolution *Early coaching & interventions reduce risk. They often don’t occur until too late

67 Employee Relations Positive effective workplaces-lower absenteeism, absences, stress issues & turnover, fewer problems -higher productivity and retention rates -proper, consistent labour relations (e.g. living up to obligations) -simply, it’s more efficient, and business results show it Leaders/Managers have great impact on employee relations, which affects everything else!

68 A Positive Work EnvironmentCommitment to a strategy of fair, clear & balanced approaches, where, Employees know their rights & obligations Proper, fair practices are the norm & lived up to “Procedural Justice” ensures problems are addressed properly Overall people believe “the right things are being done”

69 Opportunities for InfluenceStaffing-state your priorities up from & screen for them Orientation-”Get em early”, stress key norms & behaviours Training-reinforce key norms (communication, collaboration, etc) Performance Development- recognize & encourage those key behaviours, and coach out the problems Employee relations & communication- as noted above, reinforce your norms, and intervene early (tactfully, but don’t postpone issues)

70 The Outcome Positive Standard Operating Procedures” (SOPs) are easier to enforce & live up to Also, you set a consistent tone & approach Employees can work within. (Adaptability is feasible, but where inconsistency creeps in Employees know it and it saps commitment.) Out of step Employees become more obvious (and often peer pressure comes into play) Managers are in a much better position to act

71 Issues will arise to be addressedTrained, capable Managers prevent or handle issues more effectively They understand their rights & responsibilities, as well as, the law, collective agreements & commonly accepted practices Investigation, understanding the situation -What happened -What factors were involved? What is the most appropriate approach?

72 Interventions-Positive Problem SolvingA positive, unbiased approach starts with information Assess how much control the Employee had Gain cooperation on a solution if possible A key impact is smoother , more effective issue resolution where Employees have confidence in a Managers’ fairness

73 Natural Justice -to be told if there is a problemUnwritten common law which evolves over time Employees have a right -to be told if there is a problem -to have a fair, unbiased hearing -to be able to present their point of view -of fair treatment & time to improve -to be advised of consequences of failing to meet expectations

74 Counseling/Discipline StepsCounseling on issues usually precedes discipline Judgment is required for fair & appropriate actions In serious cases, initial steps may be bypassed Verbal Warnings Written Reprimands Suspensions Termination of Employment

75 Documenting DisciplineEssential to have a clear record of actions taken Clarifying issues & seriousness of situation Demonstrating a fair & proper approach Simplify & speed up the process Support the Managers’ position if disputes arise

76 Recommendations 1-When issues arise, draft notes to track events(don’t rely only on memory, timing & sequence matters) 2-Document discipline discussions promptly & accurately -provide Employee with a copy, or, -a disciplinary memo or letter as fits the situation 3-Ensure details are accurate. Minor discrepancies harm a case

77 Recommendations cont’d.4-Provide Employee with the document to read, and sign as having “read and received a copy”* -they keep the original, copy to Personnel file** *refusal to sign changes nothing. Ask another Manager to witness the refusal & note it on both documents **The Personnel file is the formal record Managers may keep a “working file” for reference purposes

78 Problem Solving (Same Process). Issue/Concern Exists Consult Your Resources Consult The Employee Gather Information Develop Options/ Implement Plan Monitor & adapt plan as needed Follow up to completion

79 Recommendations 1-Follow a fair & balanced process 2-Gather as much relevant information as possible 3-Provide Employees a fair opportunity to explain 4-If a union exists, have a Steward or Union Rep present 5-Don’t rush or make snap judgments 6-Assess the Employees’ willingness to improve

80 Recommendations Cont’d.7-Consult with your Manager, Peers or others, if needed 8-If possible, gain Employee commitment to improve 9-Consider options to proceed on a realistic plan 10-Meet with the Employee to discuss plan & expectations going forward 11-Follow through on the plan, adapting as required -provide feedback & encouragement, or, -accelerate the process if needed

81 Termination of EmploymentIf necessary, must be handled properly* Employers may terminate, but must provide proper notice or Pay-in-Lieu of Notice If no fault of Employee-layoffs, elimination of position Just Cause-rare cases, violence or extreme behaviour. Even then it’s hard to prove or time consuming, even if you win Without Just Cause-most common approach

82 Conducting TerminationsPlan carefully -don’t rush, choose proper times Respect & Dignity -it should not be a surprise, support as needed -mitigate the impact of he Employee wherever possible The Meeting -be clear, but helpful, give them time, but don’t rehash the case Follow up -confirm one contact person for them, encourage call back on questions -don’t expect a call back soon, but check in if the deadline approaches

83 Notice/Pay in Lieu (e.g. Manitoba April 1, 2006)Legal minimums-most Employers pay more (common law practice) Employment/Service Notice /Pay in Lieu Required 1-30 days No notice or pay by either party 31 days-1 year 1 Week 1-3 years 2 Weeks 3-5 years 4 Weeks 5-10 years 6 Weeks 10 years+ 8 Weeks

84 Recommendations 1-Plan the process carefully, assessing-documentation/evidence you have, -any mitigating circumstances 2-Have termination letter draft & reviewed by a lawyer. -for standard use -use a specific letter/agreement if offering additional payments 3-Ensure all system access, passwords, confidential information is gathered up prior to acting

85 Recommendations 4-Provide the Employee with termination letter & agreement (Signed agreement usually due back in 7 days) 5-Encourage Employee calls on any questions arising -Resolve issues as promptly and positively as possible 6-Monitor challenging cases closely until resolved

86 Special Issues Serious issues with major implications HarassmentViolence in the workplace Extreme conflict situations

87 We hope this has been helpful for you and your businessThank you! We hope this has been helpful for you and your business