Managers and supervisors many times advance from non-management positions and have little if any realization that their supervisory roles have a critical and wide ranging impact on the organization. They need to know that improper actions on their part can lead to not only employee problems but legal consequences for the company, as well.
HR&M conducts specialized training to fit individual company needs. Each training session is customized in order for supervisors and managers to receive the most important and useful information pertaining to their needs as well as the company's.
The following is a partial list of the management and supervisory training sessions which are available from HR&M:
What Does it Mean to be a Supervisor/Manager?
Representing the three fundamental and key ingredients necessary to be successful and fair, and representing the importance of being supervisors and managers and the consequences of misusing or misrepresenting their authority.
Laws Encountered in Employment
Discussing employment laws to ensure fairness, equity, consistency, and non-discriminatory practices to include, but not limited to:
FAIR LABOR STANDARDS ACT
Wage & Hour rules on pay, overtime, exempt, non-exempt, travel time, comp time, on-call pay, working through lunch, working unauthorized overtime, recording hours worked, independent contractors, commute time, travel time, and other issues.
CIVIL RIGHTS ACTS (including Pregnancy Discrimination Act and Age Discrimination in Employment Act)
Discrimination laws to include identifying protected classes, defining what protection means, defining who is not protected, identifying discriminatory practices – whether blatant or inadvertent, understanding how regular day-to-day supervision may place the organization in jeopardy, and other issues.
AMERICANS WITH DISABILITIES ACT
What is considered a disability, a list of the most commonly identified disabilities, the definition of an accommodation, the definition of what is considered a reasonable accommodation, the definition of a hardship, and how to interview or supervise an individual with a disability.
FAMILY/MEDICAL LEAVE ACT
What is considered a serious health condition, a list of the most commonly identified serious health conditions, the requirements of the organization on how to communicate eligibility notifications to its employees, the difference between family leave and medical leave, physician statement requirements, and various other challenges and scenarios associated with the Act.
The Hiring Process
Understanding the internal job posting procedures (if any), ensuring the posting of required notices, verifying the need to hire a replacement.
Identifying interviewing techniques; knowing what questions to ask and not to ask; keeping in mind ADA implications; and other issues.
Improving Employee Performance
Ensuring that instructions are clear and attainable and ensuring the goal of supervisor and employee is to have the employee succeed.
Handling Employee Complaints
Understanding the difference between frustration, whining, or sincerity and how to address each.
Correcting Problem Behavior
Recognizing unacceptable behavior and helping employees understand the organization’s policies and goals.
The Performance Appraisal Process
Understanding the different categories of the Performance Appraisal Form, the different ratings utilized, and the procedure and purpose of the performance appraisal.
The Performance Appraisal Interview
How to properly conduct the performance appraisal interview with satisfactory and above and below satisfactory employees.
Coaching and Counseling
How to get the best performance possible; how to set expectations, give guidance, training, advice and ongoing help; and how to address what went wrong, how to improve, and what consequences may occur if performance does not improve.
How to recognize activity needing discipline, how to differentiate between insubordination and not following instructions, and how to interpret company policy in recognizing those infractions requiring discipline or immediate termination.
Terminating an Employee
How to terminate an employee, what to say, what documentation needs to be in place and of what issues to be aware (e.g., FMLA, ADA). Supervisors receive a checklist and review the company’s policy on terminations.
Suspecting Substance Abuse
Identifying and recognizing substance abuse in the workplace and learning what questions to ask in determining if an employee is under the influence.
Identifying and recognizing the signs of possible domestic violence and knowing the organization’s obligations in addressing this issue.
Differentiating a leader from a manager, communicating expectations, exercising appropriate authority, and identifying what followers want from leaders.
Training supervisors on the purpose and definition of delegation and the difference between delegating and distributing work to subordinates; and focusing on how well supervisors are currently delegating and then learn how, when and why to delegate.
Attracting and Retaining Employees
Knowing the difference between what attracts an applicant and what retains an employee in today’s competitive environment.
Motivating Today’s Employees
Motivating today’s employees is different and more challenging than it has been in the past. Today’s workforce consists of Baby Boomers, Generation Sandwich, X, Y, & I. Because each generation requires a different focus and each is motivated differently, employers must recognize those differences and apply them accordingly, but fairly and consistently and in compliance with discrimination laws.
Understanding how to address hostility and defensive responses yet encouraging complaints to acknowledge employee sentiments.
Determining Cost of Turnover
Analyzing tangible and intangible costs, and identifying the costs for separation, recruitment, selection, orientation, training, and productivity.
Giving and Receiving Criticism
Understanding how to address issues with different personalities and still focus on the issue and maintain the individual’s self-esteem.
Understanding the do’s and dont's of what to say, why keeping unions out is good for business, and how to spot signs of possible union activity.
Identifying and recognizing the signs for potential violence and how to minimize that potential.
Workplace Harassment (sexual, racial, religious, etc.)
Understanding the definition and behaviors involved, understanding the seriousness of the allegation, and understanding the procedures in investigating a harassment charge.
Understanding an organization’s right to conduct searches, tests, investigations, and the like, and where the invisible line is drawn for an employee’s right to privacy.
Workplace Communication and Behavior
Understanding the general rules of office etiquette, talking/conversations in the office, topics of conversation of what not to discuss, and explaining examples of workplace incidents of “bad” manners and unprofessional behavior.
Understanding that diversity is beyond race and religion, and addressing individual differences and different learning styles.
Make sure that your managers and supervisors are well versed in the HR aspects of their roles. Have us conduct this vital training now and prevent costly HR and possibly legal problems in the future.