Training Employees What Supervisors Really Need to Know .


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Training Employees What Supervisors Really Need to Know. This presentation is intended to give exact and legitimate data as to the topic. It is given with the understanding that Gordon Cooper Technology Center and its agent are not occupied with rendering lawful administrations. On the off chance that lawful guidance is required, the administrations of a capable expert ought to be soug
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Teaching Employees What Supervisors Really Need to Know Presented by Jana Legako, J.D., PHR Gordon Cooper Technology Center Human Resources Director

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Disciplining Employees What Supervisors Really Need to Know This introduction is intended to give precise and legitimate data as to the topic. It is given with the understanding that Gordon Cooper Technology Center and its agent are not occupied with rendering lawful administrations. On the off chance that legitimate counsel is required, the administrations of a capable expert ought to be looked for.

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Are You Guilty of Discrimination? Separation People in one gathering are dealt with uniquely in contrast to individuals from an alternate gathering

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Eight Areas of Protection for Employees Race and Color National Origin Citizenship Religion Sex Pregnancy Age Disability

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The Four Key Concepts of Disciplining Employees 1. Be steady 2. Have a honest to goodness business explanation behind each choice 3. Report occasions 4. If all else fails, call a specialist

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1. Be reliable Employers have an obligation of good confidence and reasonable managing which implies… Treat all workers decently Easiest approach to demonstrate you treat individuals reasonably is to show you… Treat them the same

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1. Be Consistent Be predictable in recording occasions to bolster choice to teach or terminate representative. Archive everybody\'s activity with a specific end goal to demonstrate that one individual ought to be taught.

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1. Be steady Practical tip : If you single out representatives for documentation or teach, you are not treating them decently, and you have disregarded your obligation of good confidence and reasonable managing.

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2. Have a Legitimate Business Reason for Every Decision It is impeccably lawful for you to treat individuals distinctively on the off chance that you have a Legitimate Business Reason.

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2. True blue Business Reasons Directly identified with work Performance Company rules Business conditions

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2. Authentic Business Reason Be ready to express a true blue business explanation behind choices made to: Hire Train Promote Discipline Fire

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3. Record Events Write down what occurs with your representatives on an everyday premise Document what you did and why you did it

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3. Archive Events When to record Use timetable or scratch pad to monitor casual notices Employee commits an error – make a note on that date If there is a steady example of similar sorts of oversights put in a notice or audit

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3. Report Events When to archive Attach casual documentation to notice or audit Place in authority faculty record Best practice to get representatives\' marks on exceptionally imperative archives

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3. Archive Events How to report Write a disciplinary update you would need a judge to see List the goal, certain actualities that prompted to the conclusion

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3. Report Events How to record Don\'t utilize subjective words all together for representatives to enhance, they should know precisely what to do Use clear, exact dialect Avoid extremes

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Poor Wording Your are every now and again late. You don\'t focus on your work. You don\'t coexist with colleagues. You are peevish and decline to convey. You mishandled debilitated leave. Better Wording You were 30 minutes late three circumstances this week. You made 29 writing mistakes on the letter of May 2. You shouted at Chris Smith yesterday. You secured yourself your office and did not reply. You have surpassed collected debilitated leave. 3. Record Events

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4. If all else fails, Call an Expert Experts ought to be counseled at an opportune time, before there is an issue Company\'s staff division Company\'s lawful office Outside legal advisor

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Contact Information Jana Legako, J.D., PHR janal@gctech.org 405.273.7493, ext. 295

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