Professional Development Training

Professional Development Training for “First Time” Supervisors

Audience: All full time employees selected or promoted to a supervisory position for the first time with the City of Lawrence.

The City of Lawrence employment records indicate that there are approximately 10 to 12 current employees or new hires per year that are selected for full time supervisory positions with the City. The small number makes it difficult to provide a basic Supervisory Training course in-house on a timely basis.

The University of Kansas Human Resource/Equal Opportunity Office conducts “Supervisory Training for Excellence in Performance” [STEP] on a quarterly basis. The STEP Course curriculum is consistent with “Best Practice” content found in public sector training courses for new Supervisors such as the supervisory courses offered by The Innovations Group, the International City Manager’s Association, the Kansas Association of Counties, and a number of progressive municipalities.

Several City Departments have routinely used KU’s STEP Program to train new Supervisors. These Departments have given the STEP Program and the trainers involved, high marks for the quality of the content and the skills taught, and their relevance to the responsibilities of newly appointed Supervisors.

I. Training Curriculum:

A. Because of its record of success, cost effectiveness, and timely availability, the City of Lawrence shall adopt the KU STEP course for all employees appointed to a full time supervisory position for the first time with City of Lawrence.

B. The STEP Course curriculum listed below is consistent with “Best Practice” training content for new Supervisors:

The Role of the Supervisor Communication Addressing Sexual Harassment

Managing Change and Problem Solving Managing Diversity Balancing Personal and Professional Ethics

Managing Conflict The Hiring Process Managing Employee Performance

Managing Counseling and Disciplinary Action Leadership and Motivation Stress and Time Management

See Attachment A for a description of the classes taught in the STEP Course.

C. During the STEP course, participants are also expected to submit a work related project to complete the course. The objective of the project is to apply the principles of the problem-solving exercises used in class to real life situations. There is ample time to complete the project during the seven weeks of the course. For more information on the STEP Project, see Attachment B.

II. Cost Items:

A. Costs for the STEP Course include a $200 Enrollment Fee and $30 for a temporary on-campus parking pass, if needed.

B. The STEP Course Enrollment Fee and KU parking pass shall be paid by the new Supervisor’s Department from funds currently available to the Department.

III. Implementation Date: Effective January 1, 2007, the KU STEP Course and the associated STEP Project shall be required for all full time first time Supervisors with the City of Lawrence.

IV. Attendance:

A. All full time employees selected for a supervisory position for the first time with the City of Lawrence, or those who have not completed comparable training within the three years prior to the date of their appointment to a supervisory position, shall be required to successfully complete the STEP Course and the STEP Project.

B. The STEP Course and the STEP Project must be completed within the new full time Supervisor’s six month Performance Trial Period.

C. The Department of Administrative Services staff, or other appropriate city staff members, will be available to assist with individual STEP Projects, as needed or appropriate.

D. Current Directors, Managers or Supervisors who have not attended the KU STEP Course, may do so at any time if they and their Supervisor agree that the KU STEP course would be of benefit to the employee’s professional development and in the best interests of the City.

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V. Employee Performance Review and Performance Ratings:

A. Satisfactory completion of the STEP Program and the STEP Project shall be required for a “Meets Expectations” or higher rating in both the “Job Knowledge” and the “Leadership/Delegation” parts of Section II on the Supervisor’s Performance Review form.

B. Pursuant to the City Manager’s directive, and consistent with the Employee Handbook Compensation Policies, all new full time first time Directors, Managers and Supervisors are required to successfully complete the KU STEP Course and the related STEP Project by the end of their Performance Trial Period in order to receive a merit pay increase. When an alternative approved training program is substituted for the KU STEP Course, a new full time first time Director, Manager, or Supervisor is required to successfully complete the approved alternative training by the end of their Performance Trial Period in order to receive a merit pay increase.

C. Following successful completion of the Performance Trial Period, all new full time Directors, Managers, and Supervisors should have additional Leadership and Professional Development Training classes included as a component of the Development Plan that is part of their annual Employee Performance Review.

VI. Course Scheduling: The 40 hour STEP Course is offered quarterly, one day a week for 7 consecutive weeks.

VII. KU STEP Enrollment Process:

A. Each Department shall identify any employee who is selected or promoted to a full time Director, Manager or Supervisor position for the first time with the City of Lawrence and provide their name, position title and employee identification number to the Director of the Department of Administrative Services.

B. Each Department may directly enroll their first time Directors, Managers and Supervisors in the next available KU STEP course. Departments will pay course fees directly to the KU STEP Program. The Department of Administrative Services staff will provide coordination as needed.

C. For more information about the KU STEP Program see the KU – Human Resources/Equal Opportunity Office [KU - HR/EO] webpage at: KU: Department of Human Resources and Equal Opportunity. In addition, online course registration is available through the website or by calling the KU - HR/EO Office at 864-7408 or via e-mail to jhalling@ku.edu. The KU - HR/EO Office also can assist with the payment of enrollment fees and with obtaining a campus parking pass if needed.

VIII. KU STEP Course - Post Training Documentation:

A. Following completion of the KU STEP course, the employee shall provide a copy of their STEP course certificate and their STEP project to the Director of the Department of Administrative Services.

B. When the Department of Administrative Services acknowledges that they have received and reviewed these documents, the employee will have satisfactorily met the City’s training requirements for new Directors, Managers, and Supervisors.

IX. Exception for Prior Supervisory Training:

A. If, within the three years prior to the date of their promotion or selection, a new full time Supervisor has completed equivalent training that included similar topics and number of hours through another source, the new Supervisor may provide documentation of the training to the Director of the Department of Administrative Services for consideration and review.

B. If the previous training is found to be equivalent or comparable to the KU STEP courses and content, the new Supervisor will be excused from this training requirement, and will be eligible for a “Meets Expectations” or higher rating in both the “Job Knowledge” and the “Leadership/Delegation” parts of Section II on the Supervisor’s Performance Review form.

X. Exception for Alternative Source for Supervisory Training:

A. If a Department has access to training for full time first time Supervisors that is equivalent to the STEP course in terms of the topics covered, the skills taught, and the number of hours of training, the Department may elect to send new Supervisors to Supervisory Training provided by an organization that specializes in their Department’s functions and tasks.

B. Departments wishing to exercise this option will submit the new Supervisor Training course syllabus to the Director of the Department of Administrative Services to verify that the training program meets the City’s standards for comparable or equivalent training.

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C. In addition, Departments using an alternative approved source for new Supervisor Training will notify the Director of the Department of Administrative Services of the following:

1. New supervisor’s name 4. Name of Training Course

2. Position title 5. Dates of the training

3. Employee identification number 6. Training location

D. After a new full time Supervisor has completed the alternative course, the employee shall provide the Director of the Department of Administrative Services with a copy of the training course certificate or other documentation to verify that the new Supervisor successfully completed the training.

XI. Exception and Training Options for Director/Managers:

A. Exception for Prior Training

1. If, within the three years prior to the date of their promotion or selection, a new full time Director or Manager has completed Leadership and Management Professional Development training that through another source, the new Director or Manager may provide training documentation to the Director of the Department of Administrative Services for consideration and review.

2. If the previous training is found to be equivalent or comparable to the CPM course or the in-house training offered to the City’s current Directors, Managers, and Supervisors, the new Director or Manager will be excused from this training requirement, and will be eligible for a “Meets Expectations” or higher rating in both the “Job Knowledge” and the “Leadership/Delegation” parts of Section II on the Supervisor’s Performance Review form.

B. Training Options for Director/Managers

1. When a newly hired or promoted full time Director or Manager has not attended any Leadership or Management Development Training within the three years prior to the date of their promotion or selection, other appropriate training such as the Certified Public Manager’s Course [CPM], may be substituted as a requirement during the Performance Trial Period. The Department of Administrative Services staff will work with the employee’s Department to identify appropriate training alternatives and facilitate enrollment.

2. After a new Director or Manager has completed an approved alternative training program, the employee shall provide the Director of the Department of Administrative Services with a copy of the training course certificate or other documentation to verify that the new Director or Manager has successfully completed the training.

3. When the Department of Administrative Services acknowledges that they have received and reviewed these documents, the employee will have satisfactorily met the City’s training requirements for new Directors, Managers, and Supervisors.

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ATTACHMENT A

“Supervisory Training for Excellence in Performance” Overview

Supervisory Training for Excellence in Performance [STEP] is a 40 hour University of Kansas Department of Human Resources and Equal Opportunity course designed to meet the needs of both new and experienced Supervisors.

Participants are expected to attend the classes and submit a work related project to complete the course. The objective of the project is to apply the principles of the problem-solving exercises used in class to real life situations. There is ample time to complete the project during the seven weeks of the course.

Role of the Supervisor - 3 hours

In this session, participants have the opportunity to explore some central characteristics of their supervisory roles. Discussion focuses on critical supervisory skills and functions that affect the performance of a work group. An understanding of these skills and functions helps participants determine how to perform most effectively in their role as Supervisors.

Through out this session, participants identify changes they would like to make in their daily supervisory activities. In planning these changes, it is helpful to recognize the many forces that influence what Supervisors do on a day-to-day basis. Participants have the opportunity to examine these forces and to develop strategies for eliminating or managing those factors that limit their effectiveness as Supervisors.

Communication - 3 hours

Communication is one of the most important aspects of a Supervisor’s job. Success as a Supervisor depends a great deal on the ability to communicate effectively with people from diverse backgrounds and cultures.

Communication, to be effective, requires skill and practice. For that purpose, this class is designed to offer opportunities for participants to learn some new skills, enhance present ones, and practice and apply both in group exercises, role-playing, and self assessment.

Leadership and Motivation - 5 hours

In this session, participants have the opportunity to take the Myers-Briggs Type Indicator [MBTI]. This instrument can be used as a tool to increase awareness of one’s own personality type as it relates to others within the workplace. The MBTI can also increase awareness of the personality styles of your coworkers, employees, and managers. It can offer insight into how these various styles affect performance, how one’s strengths and weaknesses are balanced by other styles, and why a particular supervisory style might work with one person but not with another. Group exercises, discussions and individual exercises provide opportunities to explore a variety of leadership styles.

Managing Change and Problem-Solving - 3 hours

Supervisors/managers need to be ready and willing to respond to change in today’s fast paced work environment. But simply responding is not the key; it’s how you respond that determines a successful transition and outcome. Effective management of change requires a good plan of action and includes: lots of hard work, communication, creative problem solving, and commitment and support from employees who will be involved. By choosing a proactive approach to manage change, you position yourself to take control of the process and make it work to your advantage.

This session provides step-by-step guidelines for developing a strategy to manage change. Participants are given opportunities to identify, discuss, and apply creative problem-solving techniques in the group exercises throughout the session. Significant time is provided each participant to work through case studies using the project as a guide to developing a plan of action.

Managing Diversity - 3 hours

In this session participants are challenged to re-evaluate their ethnocentricity and focus on the benefits of a diversified workforce. Supervisors of today and in the future need to be aware of potential barriers to communication due to perceived differences between people. We will also explore sensitive issues concerning prejudice, bias, and stereotyping.

Diversity in the workplace is an increasingly important and exciting reality. The goal of this session is to increase the participants’ confidence in managing a diverse workforce so that effective supervision is maintained.

Balancing Personal and Professional Ethics - 3 hours

Supervisors are confronted from time to time with situations that may conflict with their personal or professional values. The responsibility of Supervisors to the organization in these situations can be severely tested and it is not always easy to be definitive.

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This session provides participants with step-by-step guidelines for developing a method of examining situations from an ethical point of view. Participants are given opportunities to practice, discuss and apply ethical decision-making processes in a variety of situations.

Managing Conflict - 3 hours

Conflict is a predictable part of human nature. Sooner or later, everyone experiences it. The outcome of conflict situations depends on how the parties view conflict and manage it.

Throughout this session, participants will examine and discuss how conflict can be used as a positive force for organizational change and development. Specific attention will be focused on the causes and consequences of conflict and strategies for effective conflict management.

The Hiring Process - 3 hours

The selection of qualified personnel is a critical supervisory responsibility. All Supervisors recognize the importance of having the best person possible in every position they supervise. Each hiring decision gives the Supervisor an opportunity to maintain or improve the quality of his/her workforce.

This session includes a set of uniform guidelines to aid Supervisors in their understanding and participation in the hiring process. Specific attention is focused on EEO laws impacting the hiring process and ways to make this process as effective as possible.

Managing Counseling and Disciplinary Actions - 3 hours

Supervisors/Managers are responsible for providing guidance to their employees when there is evidence of a problem. A Supervisor may need to counsel an employee for a variety of different reasons. For example, the employee might not be performing assigned duties satisfactorily; absenteeism or tardiness might be a problem, or the employee might not be getting along with coworkers. It is important for Supervisors to keep in touch with their employees so as to be aware of problems in their early stages. This is the best time to address and resolve problems – before they become more serious.

This session provides the basic elements of a sound progressive disciplinary system and is intended to guide Supervisors in determining when discipline is necessary, what level of discipline is appropriate, and how to administer discipline.

Managing Employee Performance - 3 hours

In this session, participants examine the performance review process as an important and challenging supervisory responsibility. Properly managed, the performance review process serves as a useful supervisory tool for motivating and communicating effectively with employees in the participants’ line of supervision.

This session provides step-by step guidelines for planning, guiding, and evaluating employee performance. Throughout the session, participants will have the opportunity to identify, discuss, and apply performance review strategies that promote employee productivity and effectiveness

Addressing Sexual Harassment - 3 hours

Sexual harassment is a serious issue and Supervisors need to be prepared to recognize and respond appropriately should they suspect or become aware of any form of sexual harassment in their workplace. Common sense and good management practice dictate that inaccurate stereotypes and notions of disparate treatment based on gender be eliminated.

This session focuses on the problem of sexual harassment in the work environment and what Supervisors can do to prevent and/or manage issues pertaining to sexual harassment. The session addresses attitudes held by Supervisors about sexual harassment, defines the conditions under which sexual harassment can be claimed and challenges each participant to assess their particular responsibility in promoting a positive and equitable environment for all employees.

Stress and Time Management - 3 hours

Managing stress and time are two interrelated tasks of a Supervisor. The ability to recognize stress, understand its effect [physical and psychological], and to control its impact on Supervisors and their staff is key to maintaining a positive and productive work environment. Equally important is the ability to effectively manage time – which can be one of the most successful ways of reducing stress on and off the job for Supervisors and their staff.

This session is designed to help participants identify and increase their awareness of common sources of on-the-job stress and develop strategies for managing stressful situations. Individual and group exercises focus on identifying what matters most and assists participants in recognizing the time wasters and methods for eliminating or controlling them.

Course Wrap-Up - STEP in Action - 2 hours

The final 2 hours of STEP is spent in discussion of the principles and tools taught in the course and issues participants could encounter as they begin applying them in real work situations.

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ATTACHMENT B

Supervisory Training for Excellence in Performance

Individual Project

The project is a four step problem solving exercise. The second session of STEP will include information and exercises in problem solving necessary as background for the project. Following that session, you will need to complete only Steps 1 and 2 to fulfill the requirements of the training program. Completion of Steps 3 and 4 is optional.

STEP 1 - PROBLEM STATEMENT: Select a situation or condition that exists in your area that you and your supervisor would like to improve or correct. When isolating and identifying a work site problem, keep in mind that the undesirable situation or conditions may only be indicators that a more basic problem is the real cause.

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EXAMPLE:

Until recently an office staffed by three secretaries has enjoyed a reputation for high morale, productivity, and a pleasant working environment. Lately complaints have been received citing poor service and rudeness of the staff. One employee has asked to transfer to another department.

Present Situation/Condition: Indications of low morale and productivity. Employees appear to be impatient and rude. Work is stacking up. Deadlines for work orders are not being met.

Problem Statement [facts]: Significant increase in the daily work load which exceeds the available resources.

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In the space below define your problem as it presently exists. Be specific and accurate. State facts, not opinions.

Approved by Supervisor_________________ Date_______ Reviewed by Trainer_______________ Date_______

STEP 2 - DEVELOP PLAN OF ACTION:

A. Analyze the problem.

¡ Keep facts and assumptions separate.

¡ Identify who, what, when, where, why, and how.

Write your assumptions concerning the problem in the space below.

Write the facts concerning the problem in the space below.

B. Identify Possible Solutions. [You should identify at least two possible solutions]

If appropriate and time permits, brainstorming can be a creative and productive way to come up with new ideas and solutions to old and new problems. Encourage employees to suspend judgment and speak out about possible solutions that come to mind, no matter how silly or impossible they may sound.

Avoid judgment, criticism, or evaluation of ideas at this stage of discussion. Allow the imagination to work at full capacity. Wild ideas can always be tamed down later. The impossible may become possible.

The more ideas your employees generate, the more likely you are to come up with a useful and productive plan of action.

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STEP 2 - continued

List possible solutions below:

1.____________________________________________________________________________________________________________________________________________________________________________________

2.____________________________________________________________________________________________________________________________________________________________________________________

3.__________________________________________________________________________________________

__________________________________________________________________________________________

4.__________________________________________________________________________________________

__________________________________________________________________________________________

C. Evaluate Possible Solutions.

Some factors to consider:

Feasibility

¡ Is the plan of action realistic?

¡ Are necessary resources available?

¡ Can resources be obtained in a timely way?

Success Potential

¡ Will management see value in the plan?

¡ Will employees view the plan as feasible and non-threatening?

Implementation Phase

¡ Will plan have an impact on other sections of the department, or other departments?

¡ Will sufficient resources be available in all areas involved?

¡ How will plan have an impact on scheduling and deadlines?

Risks, Resentment, and Resistance

¡ Is risk too high to assure success?

¡ Consequences of failure?

¡ Is there any resentment among employees who will be responsible for carrying out the plan?

¡ Is resentment strong enough and wide enough to cause significant resistance?

D. Select/Recommend the Best Plan of Action.

In the space below, write your recommended Plan of Action and your reasons for selecting it.

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Approved by Supervisor_________________ Date_______ Reviewed by Trainer_______________ Date_______

STEP 3 - IMPLEMENT PLAN OF ACTION [POA]

¡ Advise all concerned of the POA and what will be expected of each individual in implementing the plan.

¡ Be sure everyone involved understands the plan and his/her role and responsibility. Be available to answer any questions that may arise.

¡ At the appropriate time, announce the implementation of the plan and proceed with activities.

¡ Supervise and monitor the plan all along the way. Do an on-going evaluation while plan is in progress.

¡ Make adjustments and corrections when indicated.

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Refer to the sample Implementation Check List below

STEP 4 - EVALUATION

Have the desired results been achieved?

r YES! Congratulate yourself on a job well done.

r No. Review the Plan of Action with your Supervisor if necessary.

IMPLEMENTATION CHECK LIST - SAMPLE

1. Prioritize tasks.

2. Assign tasks.

3. Identify resources needed.

4. Identify sources of resources.

5. Schedule completion dates for task assignments.

6. Record date completed if incomplete, note reason.

7. Record evaluation of tasks. Approved = A; Not Approved = NA; Incomplete = INC

Task	Assigned To	Resources Needed	Source for Resources	Date Needed	Date Completed	A NA INC

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