Hiring, Training, Managing and Keeping a Team

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Hiring, Training, Managing and Keeping a Team

• Karen M. Videtic
• Associate Professor
• Virginia Commonwealth University

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What makes a good manager?

• Theory of Expectations
• Yours do you get what you expect!?
• Employees what do they want?
• Contemporary issues for management
• Diversity gender
• Multiple lifestyles changing values
• Today's skills
• Empowerment
• Participative decision making
• Team building
• Vision for the future

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Contemporary Challenges

• Employee expectations
• Legal issues
• Discrimination
• Interview process
• References
• Cost of benefits, turnover, unemployment
  insurance
• Need for more savvy employees with product
  knowledge.
• Ethics
• Understanding why people work.

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Teams Whats the big deal?

• A team shares information and makes decisions to
  reach a desired goal or outcome.
• A good team
• Improves quality service
• Provides greater flexibility
• Manages problems faster and with more success
• Engages employees hence improving satisfaction
  and retention.
• Has the ability to shift leadership and roles.

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Think of Teams Like Geese

• Work together
• Share leadership crossed trained
• Same goals
• Assist when needed

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What makes a great team?

• Openness candor
• Leadership that doesnt dominate
• Decisions by consensus
• Acceptance of assignments
• Understood accepted goals
• Assessment of progress results
• Comfortable atmosphere

• Involvement participation
• Debate discussion of issues
• Members listen to each other
• Common access to information
• Win-Win approach to conflict
• Relatively low turnover

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Understanding Team Formation

• Forming, Storming, Norming Performing Stages
• Cohesiveness motivation to stay work together
• Leadership informal formal
• Groups vs. teams
• Real teams share common goals and consistently
  have high performance.

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Hiring the right people for your team.

• Team develops a job description
• Responsibilities
• Activities
• Team determines qualifications for the position
• Knowledge
• Skills
• Education
• Compose interview questions based on the job
  description and qualifications.
• The entire team should be involved in the
  interview process.

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What you can and cant ask.

• Yes
• Employment history
• Education
• Skills
• Interests
• Personal characteristics
• Why they want to work for you?

• NO!
• Do you have children or plan to have children
• Age
• Disabilities
• Physical Characteristics
• Maiden name
• Lawsuits
• Arrest record
• Smoking
• AIDS/or HIV

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Training formal vs. informal

• Training is key to employee success.
• Use the job description resume to develop a
  training plan to fill in the gaps.
• Role model behaviors with best employee for
  each skill or knowledge.
• Product knowledge sales.
• Evaluate performance often to see where more
  training is needed.
• Cross training improves team performance.

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Motivating Employees

• Create a work environment where people want to do
  their best work
• Rewards
• Ownership empowerment
• Acknowledgment
• Challenging work
• Provide the tools

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I cant get better unless you tell me whats
wrong performance appraisals.

• Performance appraisals provide
• Exchange of information
• Records
• Check points did we reach our goals
• Expectations
• Opportunity to determine training
• Basis for raises promotions terminations.
• Use job descriptions as an evaluation tool.
• 360 degree evaluations
• Team should be part of the evaluation process
• Separate raises from performance appraisals.

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Dismissing, Firingletting people go???

• Team often acts as a gate keeper.
• Use of progressive discipline
• Hot stove principle 1st time its warm but it
  gets hotter, everyone, every time,
• Steps
• Verbal warning
• Written warning
• Suspension
• Dismissal
• Can you make it win-win?

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Team Challenges

• Poorly defined goals or direction
• Infighting
• Shirking responsibility
• Lack of trust
• Critical differential of skills or skill gap
• Lack of support

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Thank you.

• Karen M. Videtic