Booktown Library Booktown Library Management Training Management Training

ModulesModules2011-20122011-2012

Angel DurrLauren Evans

Dona Gay

Module 1: Human Resources Mgmt. Module 2: Employment Law Module 3: Recruitment Module 4: Compensation Module 5: Training Module 6: Performance Evaluation

Modules of Modules of Management TrainingManagement Training

"What is Human Resource Management?”

Key Library HR Roles and Efforts

Responsibilities and Details The Planning Process

Module 1: Essentials of Module 1: Essentials of Human Resource Human Resource

ManagementManagement

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

"What is Human "What is Human Resource Resource

Management?”Management?”

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Very Broad TermVery Broad Term Definition VariesDefinition Varies

Human Resource Human Resource ManagementManagement

recruitment management providing

direction for the people who work in the organization.

Definition of HRM

enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

Effective HRMEffective HRM

“People don’t change that much. Don’t waste

time trying to put in what was left out. Try to draw out what was left in. That is hard

enough.”

Effective Managers

From: First, break all the rules: what the world's greatest managers do differently, By Marcus Buckingham, Curt Coffman, p. 79, 1992

Does this mean

that managers never help people

improve their inadequate skills,

knowledge, ormethods?

People Don’t People Don’t Change???Change???

No, but they shift their emphasis to human

resource development in areas in which the employee already has talent, knowledge, and skills.

Focus on SkillsFocus on Skills

Personality

Assessments Myers Briggs Complete

Assessment

Who Are You?Who Are You?

Link: http://www.humanmetrics.com/cgi-win/JTypes2.asp

The IncompetentThe Incompetent The BullyThe Bully The CrookThe Crook The Know it AllThe Know it All The Dodger The Dodger The Walking Policy The Walking Policy

ManualManual

What is a “Bad Boss?”

From: Bad Bosses and How Not To Be One. Abbasi, Hollman, & Hayes, 2008

IntegrityIntegrity Remove FearRemove Fear Fight for Fight for

EmployeesEmployees TrustTrust

The Good BossThe Good Boss

Your responsibility!Your responsibility! Your reflectionYour reflection Set a good exampleSet a good example

Responsibilities and Responsibilities and DetailsDetails

Carefully PlannedCarefully Planned

EqualityEquality

The Planning The Planning ProcessProcess

Acknowledging Legal Issues

Ensuring Compliance

Key Pieces of Legislation

Module 2: Employment Module 2: Employment Law Law

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Many Legal IssuesMany Legal Issues Be KnowledgeableBe Knowledgeable Protect YourselfProtect Yourself Mbd123@booktown.orgMbd123@booktown.org

Acknowledging Legal Acknowledging Legal IssuesIssues

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Ensuring Ensuring ComplianceCompliance

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

• Ensure Ensure Adequate Adequate TrainingTraining

• Maintain Up Maintain Up To Date To Date HandbooksHandbooks

• Set a good Set a good exampleexample

Key Pieces of Key Pieces of LegislationLegislation

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

• ADAADA• Civil Rights Act of Civil Rights Act of

19641964• Employment Employment

EligibilityEligibility• EEOCEEOC• FLSAFLSA• FMLAFMLA• Sexual HarassmentSexual Harassment• RetaliationRetaliation

A “Happy” A “Happy”

PlacePlace The Golden The Golden

RuleRule Be a Fair Be a Fair

JudgeJudge

Ideal Work Ideal Work EnvironmentEnvironment

Any Questions?

StaffingFinding Qualified Employees

Module 3: Effective Module 3: Effective Recruitment and Selection Recruitment and Selection

TechniquesTechniques

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

StaffingStaffing

Descriptive job posting

Completion of official library application and preliminary tests

Interview

Include in the description:

Skill Requirements Education Requirements Primary Duties Job Classification Salary Information

Descriptive Job Posting

From: (Montgomery County, 2011)

Official library application Preliminary Testing

Clerical Typing Physical Drug

Library Application and Preliminary Testing

From: (Montgomery County, 2011)

Finding Finding Qualified Qualified

EmployeesEmployees

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Interview Prepare Good questions Tour library Reflect and

Offer

Look over applicant’s

information Create a few unique

questions to ask each individual

Schedule interview at a time where no interruptions will occur

Prepare

From: (Hill & Ingala, 2002)

Follow standard questions to base a

comparison between applicants Ask questions about past successes Ask situational questions

Good Questions

From: (Lewis, 2000)

Tell me your strengths and weaknesses What are some of your successes in your last

job? Why are you interested in this job? Tell me a situation in which … Are you a team player? Give me examples that

show this aspect? Why should I hire you?

Good Questions Examples

From: (Lewis, 2000)

At the conclusion of the interview, give the

candidate a tour Encourages more questions Allows for better understanding of job functions

Tour Library

From: (Hill & Ingala, 2002)

Reflect and Offer

Key Aspects of Compensation

Developing Pay Structures Pay Increases

Module 4: Basics of Module 4: Basics of CompensationCompensation

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Key Aspects of Key Aspects of

CompensationCompensation Salary Benefits: Medical, Dental, Life, etc.

Retirement

From: (Montgomery County, 2011)

Range is posted on the job description Based on person’s qualifications

Salary

From: (Montgomery County, 2011)

Medical Dental Vision Life Disability Sick Leave Vacation Leave Personal Leave

Medical and Optional Benefits

From: (Montgomery County, 2011)

All employees will

receive retirement benefits starting on the first day of employment

Retirement

From: (Montgomery County, 2011)

Developing Pay Developing Pay StructuresStructures

All employees will be paid bi-weekly on Fridays

Employees of the same title will receive similar pay

Pay range will be discussed with the Commissioner's Court

From: (Montgomery County, 2011)

Pay IncreasesPay Increases

Promotion 6 months work Budgetary allowances

From: (Montgomery County, 2011)

Any Questions?

Employee Orientation

“Orientation does not take place in a single day” (Camille & Wu,

2010)

1. Pre-arrival

2. First day activities

3. First week activities

4. First month activities

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Objectives of Orientation

1. Create a welcoming environment

2. Help employee learn library history, culture, and goals.

3. Understand the role of their department

4. Provide information about their specific duties

5. Explain policies, procedures and benefits.

6. Help new employees adjust to their jobs.

7. Increase employee satisfaction and retention.

(Camille & Wu, 2010)

1. Create a welcoming

environmentPre-arrival activities

Order keys Clean desk Prepare paperwork Set up email and telephone Obtain office supplies Alert staff of coming arrival. Arrange to greet new

employee with orientation packet in hand.

2. Help employee learn library history,

culture, and goals.

1st day activities

Tour of the library

and a

Visit to human resources.

1st Day Activities

3. Understand the role of their department

4. Provide information about

specific duties

5. Explain policies, procedures and benefits

“Accentuate the positive”

6. Help new employees

adjust to their jobs.7. Increase employee

satisfaction and retention. (Camille & Wu, 2010)

Ongoing Orientation

11stst week and 1 week and 1stst month activities month activities

Training and Training and DevelopmentDevelopment

Types of Training:1.Formal 2.Informal3.Employer-provided4.Qualifying5.Skill improvement(Massis, 2004)

Tips for teaching adultsTips for teaching adults

1. Engage the students2. Motivate 3. Recognize learning

styles4. Structure opportunities5. Encourage participation6. Offer prompt feedback7. Listen to opinions8. Teach the use of

technology(Pinkston, 2009)

The Laws of LearningThe Laws of Learning1. Law of Readiness. 1. Law of Readiness. 2. Law of simplicity2. Law of simplicity

3. Law of involvement3. Law of involvement(Pinkston, 2009)(Pinkston, 2009)

Is Training Successful?Is Training Successful?

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Any Questions?

Performance Appraisal The Appraisal Process Appraisal Methods Disciplinary Action

Module 6: Ensuring Module 6: Ensuring Quality PerformanceQuality Performance

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Performance Performance

AppraisalAppraisal

“Evaluation is

critical.”Robert E. Kaehr

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Perspectives

Employer Perspective• “Documentation of performance

appraisal and feedback may be needed for legal defense;

• Appraisal provides a rational basis for constructing a bonus or merit system

•Appraisal dimensions and standards can clarify performance expectations;

• Providing individual feedback is part of a performance management process;

• Despite the traditional individual focus, appraisal criteria can measure teamwork.”

(Williams, 2001)

Employee Perspective• “Performance feedback is needed

and desired;• Improvement in performance

requires assessment• Performance levels can be

measured and have an impact on outcomes;

• Assessment and recognition of performance levels can motivate improved performance.”

(Williams, 2001)

The Appraisal ProcessThe Appraisal Process

1. Plan2. Develop3. Perform4. Assess5. Review

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Appraisal MethodsAppraisal Methods

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

“Successful personnel evaluation depends on

the methods and attitudes of the

evaluator. Were the instruments of appraisal valid? Did they evaluate specific performance or

were they generic?(Kaehr, 2009)

1.Behaviorally anchored rating scales. This method focuses on specific behaviors. It utilizes a rating scale and critical incident techniques.2. Graphic rating scales This is the most widely used method. The manager uses a form and checks off the employees level of performance3. Essay Evaluation Managers write about employees strengths and weaknesses. Not quantitative. 4. Performance ranking method This method requires employers to rank employees based on all of the employees performance.5. Critical incident method Employer keeps notes of positive and negative incidents on employees for a set period of time.6. Weighted checklist Employer uses a checklist . Jobs are evaluated and employee weighted on effective and ineffective performance .7. Paired comparison analysis Options are compared against each other and tallied. Option with highest score is preferred.8. Behavioral Observation Scales frequency rating of critical incidents that worker has performed.9. 360 degree performance appraisal a system or process where employees receive confidential, anonymous feedback from co-workers.10.Forced ranking (forced distribution). a method of performance appraisal that ranks employees compared to other employees and distributes them like on a bell curve11. Management By Objectives (MBO) managers and/or employees set objectives and evaluate the performance then reward performance based on results. “MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)” (Ngo, 2008)

Ngo, D. (2009, October). 11 Performance Appraisal Methods. Retrieved April 28, 2011 from http://www.articlesbase.com/human-resources-articles/11-performance-appraisal-methods-1357743.html

11 Appraisal Methods

Disciplinary ActionDisciplinary Action

From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp

Abbasi, S. M., Hollman, K. W., & Hayes, R. D. (2008). Bad Bosses and How Not to Be One. Information Management Journal, 42 (1),

52-56.

Buckingham, M., & Coffman, C. (1999). First, break all the rules. New York: Simon & Schuster.

Camille, D., & Wu, A. (2010). Strong Beginnings in Academic Libraries: Employee Orientations as a Start to a Learning Organization. Texas Library Journal, 86(2), 52-54. Retrieved from EBSCOhost.

Essentials of Human Resource Management -- Professional Certificates -- Duke Continuing Studies. (n.d.). Duke Continuing Studies. Retrieved April 14, 2011, from http://www.learnmore.duke.edu/

Hill, K., & Ingala, J. (2002). Recruitment & Retention Report. Nursing Management, 33(4), 20-22. Retrieved April 23, 2011, from EBSCOhost.

Kaehr, R. E. (1990, March). Personnel appraisal, who needs it?. Journal of Academic Librarianship. p. 35. Retrieved from EBSCOhost..

Lewis, B. (2000). To separate the losers from the winners, ask your job applicants an easy question. InfoWorld, 22(22), 69. Retrieved April 23, 2011, from EBSCOhost.

Massis, B. E. (2004). Chapter 1: Preparing the Library for a Staff Training Program. In , Practical Library Trainer (pp. 5-12). Haworth Press, Inc. Retrieved from EBSCOhost.

Montgomery County. (2011). Retrieved April 23, 2011, from http://www.co.montgomery.tx.us/hr/index.shtml

Ngo, D. (2009, October). 11 Performance Appraisal Methods. Retrieved April 28, 2011 from http://www.articlesbase.com/human-resources-articles/11-performance-appraisal-methods-1357743.html

Personality test based on Jung and Briggs Myers typology. (n.d.). HumanMetrics - online relationships, personality and entrepreneur tests, personal solution center. Retrieved April 15, 2011, from http://www.humanmetrics.com/cgi-win/JTypes2.asp

Pinkston, J. (2009). Wanted: A Revolution in Library Continuing Education. Public Library Quarterly, 28(4), 295-311. doi:10.1080/01616840903333774

Works Cited