Best Practices in Personnel Management

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Today's public sector managers and supervisors must balance the ever-increasing demand for public services against an ever-shrinking budget. Because public services are necessarily provided to taxpayers through an agency's personnel, managers and supervisors must develop personnel management skills to meet productivity demands while also ensuring compliance with the many laws and rules regulating workplace conduct. This workbook was developed to assist managers and supervisors in developing the personnel management strategies necessary to carry out these objectives.

Topics Include:

  • The Manager/Supervisor as Leader
    • Create a Professional Work Environment
    • Set Ethical Values and Standards
    • Supervise Efficiently
    • Motivate Direct reports
  • The Manager/Supervisor as a Communicator
    • Principles of Effective Communication
    • Checklist for More Effective Communication Skills
    • Checklist for Orientation of New Employees
  • The Manager/Supervisor as Delegator
    • The Elements of Delegation
    • Self-Assessment: What is your Delegation Score?
    • Basic Elements in Delegation
  • The Manager/Supervisor as Problem Solver 
    • Step 1: Identify the Objective
    • Step 2: Identify the Problem(s)
    • Step 3: Develop Potential Solutions
    • Step 4: Select the Best Solution and Make a Decision
    • Step 5: Implement, Evaluate and Follow Up
  • The Manager and Supervisor as Evaluator
    • Evaluation is a Critical Performance Management Tool
    • Employee Evaluation is an Ongoing Process
    • Preparing Performance Evaluations
    • The Evaluation Meeting
    • Follow Up
  • The Manager and Supervisor’s Role in Disciplinary Actions
    • Due Process Rights: An Overview
    • Types of Disciplinary Actions
    • Issues to Consider Before Initiating a Disciplinary Action Against A “For Cause” Employee
    • Disciplinary Process for Employees Who Have Due Process Rights
    • Frequent Disciplinary Problems
  • The Marginal Employee
    • The Challenge of the Marginal Employee
    • Identifying the Reasons for the Marginal Performance
    • Impact of the Marginal Employee
    • The Role of the Supervisor with the Marginal Employee
  • Managing Absenteeism
    • Defining Excessive Absenteeism and Acceptable Attendance
    • Beware of Protected Leaves
    • Preventing Absenteeism
    • Responding to Absenteeism
    • Respond to Institutional Causes
  • Laws Affecting Personnel Management
    • The Fair Employment and Housing Act/Title VII of the Civil Rights Act of 1964
    • Disability Discrimination
    • Bullying
    • Protected Leaves
    • The Fair Labor Standards Act
    • Workers’ Compensation
    • Union Matters

This document is provided as a benefit to Liebert Library subscribers and cannot be shared outside of their organization. The information contained within is a template only and is not designed to address the specific and unique issues, internal rules, practices, and/or governing documents that might be in place at your organization. You should always consult with legal counsel prior to implementation of any documents.

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