ISSUE # 1.0
Topics in this issue:
Catastrophic Leave-Sharing Program for
Employees
Leadership Development Program (LDP)
Casual Employees
Compensatory Time Guidelines
Jury Duty Procedures
Recognition Techniques
Importance of Recognition
Changes in DCP/Medicare Policies for Student Employees
Catastrophic
Leave-Sharing Program for Employees
The Catastrophic Leave-Sharing Program for Employees was implemented as a permanent program in July 1998. You should know the following.
Eligibility
Presently all employees are eligible to participate with the exception
of employees in the department covered by the Clerical and Allied Services
bargaining agreement. The Campus is currently negotiating with this bargaining
unit for their participation.
Key Elements
1.Donations may be used for the employee's own "serious health condition"
or that of a relative including a spouse, parent, child, sibling, grandparent,
grandchild (or in-law or step-relative in one of these relationships)
or a member of the employee's household. (See: What is a "Serious Health
Condition"? below).
2.Only accrued vacation leave may be donated (not compensatory time or
sick leave).
3.Both the donor and the recipient must be eligible to use their vacation
leave (applies to newly hired employees).
4.The recipient must exhaust all paid leave accruals before donations
may be received.
5.Donations will be limited to the number of hours needed to cover the
approved catastrophic leave as documented by the recipient's physician.
6.The minimum donation is 8 hours.
7.Donations are transferred directly from one person to another and are
entirely voluntary. The program does not operate as a pool system.
8.Donations are anonymous (donors may self-identify, if they choose).
9.Donations are not calculated as straight-forward donations. The donor's
pay rate is converted into recipient's pay and benefits rates. Donations
are not transferred on an hour-for-hour ratio.
Program Coordinator
Direct potential donors and recipients to Program Coordinator, Dee Palacios,
at 2-2311 or deepals@uclink4 for guidelines and forms. Dee can answer
your questions about the program and is also responsible for converting
and processing the donations.
Please share this program information at your next staff meeting, and
post the attached copy on your unit bulletin board.
What is a "serious health condition"?
A "serious health condition" means an illness, injury, impairment, or
physical or mental condition that involves one of the following:
- Hospital Care
Inpatient care (i.e., an overnight stay) in a hospital, hospice, or residential medical care facility, including any period of incapacity or subsequent treatment in connection with or consequent to such inpatient care. - Absence Plus Treatment
A period of incapacity of more than three consecutive calendar days (including any subsequent treatment or period of incapacity relating to the same condition), that also involves:- Treatment two or more times by a health care provider, by a nurse
or physician's assistant under direct supervision of a health care
provider, or by a provider of health care services (e.g., physical
therapist) under orders of, or on referral by, a health care provider;
or - Treatment by a health care provider on at least one occasion which results in a regimen of continuing treatment under the supervision of the health care provider.
- Treatment two or more times by a health care provider, by a nurse
or physician's assistant under direct supervision of a health care
provider, or by a provider of health care services (e.g., physical
therapist) under orders of, or on referral by, a health care provider;
- Pregnancy
Any period of incapacity due to pregnancy, or for prenatal care. [NOTE: an employee's own incapacity due to pregnancy is covered as a serious health condition under FMLA but not under CFRA.] - Chronic Conditions Requiring Treatment
A chronic condition which:- Requires periodic visits for treatment by a health care provider, or by a nurse or physician's assistant under direct supervision of a health care provider;
- Continues over an extended period of time (including recurring episodes of a single underlying condition); and
- May cause episodic rather than a continuing period of incapacity (e.g., asthma, diabetes, epilepsy, etc.).
- Permanent/Long-term Conditions Requiring Supervision
A period of incapacity which is permanent or long-term due to a condition for which treatment may not be effective. The employee or family member must be under the continuing supervision of, but need not be receiving active treatment by, a health care provider. Examples include Alzheimer's, a severe stroke, or the terminal stages of a disease. - Multiple treatments (Non-Chronic Conditions)
Any period of absence to receive multiple treatments (including any period of recovery therefrom) by a health care provider or by a provider of health care services under orders of, or on referral by, a health care provider, either for restorative surgery after an accident or other injury, or for a condition that would likely result in a period of incapacity of more than three consecutive calendar days in the absence of medical intervention or treatment, such as cancer (chemotherapy, radiation, etc.), severe arthritis (physical therapy), kidney disease (dialysis).
November 13, 1998
Leadership Development Program (LDP)
This year Berkeley Campus Human Resources has developed a new, in-depth Leadership Development Program designed to enhance the management and leadership competencies of Berkeley staff.
The University of California also offers two systemwide employee development programs that focus on assessing professional and management skills: the Management Skills Assessment Program (May 2-7, 1999) and the Professional Skills Assessment Program (March 21-26, 1999). Together these programs will become part of a strategic leadership and management curriculum designed to build leadership excellence for UC Berkeley's future.
At this time, the Campus is inviting you to submit nominations for the Leadership Development Program. The deadline for submitting your nomination is November 23, 1998. Management and Senior Professionals and Professional and Support Staff at the Administrative Assistant III-Supervisor level and above are eligible to apply. Here's some more information about the program:
The new Leadership Development Program (LDP) will offer Berkeley employees an integrated approach to developing and strengthening core competencies necessary for managers to work effectively in our rapidly changing environment. The LDP has evolved from the Management Academy, and will carry on the Management Academy tradition of pioneering leadership development for the campus. Through this new program, the Campus hopes to develop a pool of competent managers/leaders prepared for increased scope and levels of responsibility as we approach the year 2000. Additionally, it is hoped that participants will be able to more effectively carry out their responsibilities within their own departments. The LDP can be an excellent follow-up for participants who have attended the Management Skills Assessment Program.
Program highlights:
- Classroom-based, group, and independent learning opportunities over an 18 month period for 40 participants
- Multi-source assessment of management competencies in the work setting (participant self-assessment, plus assessments by individuals above, beside and below them in the organization)
- Professional/career development coaching for each participant
- Consultation and case study groups with master mentors
- Experimential learning through Berkeley campus analytical project work
The LDP is designed for high-potential Management and Senior Professionals and Professional and Support Staff at the Administrative Assistant III-Supervisor level and above. Each department will contribute $500 for the 18 month program, which covers part of the program cost. Major program funding is provided by a grant from the Office of the President.
Participants will spend approximately eight hours each month in program activities.
We encourage you to identify people in your unit with leadership potential who could benefit from this program.
- For more information concerning the program contact Ellie Schindelman at 643-0645 or ebs@uclink4.
- For an application, call 642-8134.
October 23, 1998
Casual Employees
Information Regarding Casual Employees
Student (Casual/Restricted) Employee
Information Regarding Casual Employees
The Casual Focus Group has been meeting monthly to review the department's hiring and retention policies and procedures for casual employees and the associated training and performance tracking practices; and following this review, to make recommendations for improved and appropriate utilization of this segment of our workforce. In March 1998, the recommendations surrounding Housing and Dining Service's hiring and retention policies and procedures for casual employees in the department were presented to Senior Staff.
Casual positions are defined by both PPSM and AFSCME as:
" . . . position(s) established at any percentage of time, fixed or variable, for less than one year, or . . . at a fixed or variable percentage of time at less than 50 percent of full time regardless of the duration of the appointment."
-
New policies and procedures, effective immediately, are:
- Appointments for all new and continuing casual employees must have end dates.
- All current casual employees will be notified by the end of 1998 that their appointments will now include end dates.
- Uniforms are to be provided to casual employees as required by the position.
- Orientation and formal training will be provided for all new casual hires. Residence Halls Dining Services and Campus Restaurants will be provided with additional training in food safety, sanitation, and interviewing techniques to further enhance opportunities for long-term casuals to successfully apply for career positions. Ongoing orientation and training is being developed.
- Casual coordinators and/or supervisors of casual employees are required to conduct timely annual performance evaluations. A sample evaluation form is attached. (If you would like an electronic version of the evaluation form or would like it customized for your unit, please contact Judy Ross at 2-2314 or by e-mail at judyross@uclink4)
- Departmental use of casual labor will be reviewed annually by the Casual Task Force. Where it is found that we have used casual labor to fill a position for more than one year, we must seriously consider conversion of the position to career status.
- Twelve new career Senior Custodian positions have been created. Four of these positions are split-coded 60% Senior Custodian/40% Lead Custodian.
- Four new career positions have been created for Campus Restaurants. Additional career positions will be created later this year.
- Casual rehire process
- Where possible, Hiring Forms and Change of Status Forms need to accurately reflect exact percentages of time which specific casual employees will work, so employees will receive the additional benefits they are entitled to when they are assigned to long-term casual positions (i.e. replacing an individual on medical leave or internship).
- Jim Austin Campus Restaurants 2-3761
- David Burns Residence Hall Dining Services 2-3146
- Kathy Santos Housing Facilities 2-3875
August 21, 1998
Student (Casual/Restricted) Employees
Last week you received new policies and procedures for casual employees established by the Casual Focus Group. The second phase of this process is to examine (casual/restricted) student hiring and retention policies; to review job descriptions to ensure proper classification; to look at policies surrounding administrative procedures for student employees; and to establish policies and procedures for training, performance tracking, and corrective actions.
Casual/restricted employees are normally students of UC Berkeley. In addition, since we have had difficulty filling the Assistant II positions in Dining Services with UC students, the department has an agreement with the Campus Human Resources Office. This agreement permits us to hire students who are attending other schools (high schools, junior colleges, adult schools, local four-year institutions, etc.) and individuals with special needs (clients of the Alameda County Vocational Rehabilitation Program) in the Assistant II classification with a designation of casual/restricted.
New Policies and procedures effective immediately are:
- The enrollment status of all casual/restricted students must be verified during fall and spring semesters. For UC students, this information can be obtained on the web. (You must have the 3.01 version of Netscape or Netscape Navigator 3. Type web site address: http://registrar.berkeley.edu:4202/regweb.html, which will bring you to the Office of the Registrar Information Service menu page. From menu page enter the students name, last name then first. Verification can be obtained from this database for all students enrolled at UC Berkeley including both registered and non-registered students and students who submitted applications.)
- For In-School Program, you must request verification directly from the student.
- High School students must not work past the end dates and outside of permitted work hours indicated on their work permits. Payroll will provide a copy of the work permit with the hiring confirmation form sent to the supervisor.
- Performance appraisals (evaluations) are required to be conducted each semester.
- Job descriptions for casual/restricted employees must be updated and reviewed for proper classification. Job descriptions must be reviewed prior to posting a position for recruitment.
- Official personnel files for all casual/restricted employees must be created and retained by the supervisor. Upon separation, the file should be sent to the Payroll and Benefits Units where it will be retained for 2 years.
- Supervisors must ensure that student employees work no more than an average of 20 hours per week during the academic year.
- Discipline for all student employees must be uniform and consistent with the Personnel Policies for Staff Members (PPSM) and departmental practices.
Procedures for the following are being developed:
- Consistent HR practices (work rules; ongoing orientation and training).
- The mass hire process.
- Further analysis on the issues of compensation and classification for student employees
October 30, 1998
In November 1992 Compensatory Time Guidelines previously developed by a department task force were distributed to managers and supervisors. Since that time we have seen system-wide changes to policies and agreements which affect the way we calculate, pay, and use overtime. These policies are the Federal Fair Labor Standards Act (FLSA), effective May 1, 1994; the Personnel Policies for Staff Members (PPSM), effective August 1, 1996; the Technical Unit Labor Agreement, effective September 1, 1997; and the PERB decertification election won by the Coalition of University Employees (CUE), which became the exclusive bargaining agent for the Clerical bargaining unit effective November 21, 1997. Below are revised compensatory time guidelines which incorporate these policies into our already existing departmental policies. Please review these policies with all staff and with new employees as they are hired.
A. Service Employees Represented by AFSCME
Service employees are those employees whose title codes fall within the AFSCME Agreement for Service employees.
Usage: There are two bank periods (as defined by contract): January 1-June 30 and July 1-December 31. Banked compensatory time off which is not paid or scheduled within the bank period in which it is earned or in the bank period following that in which it is earned shall be paid in the next regularly scheduled pay period unless an extension has been granted by mutual consent of the employee and the University.
Limit: A maximum of 240 hours of compensatory time may be accrued (this is the equivalent of 160 hours at the premium rate). Employees shall be paid for hours of overtime which exceed this limit.
B. Clerical Employees Represented by CUE (formally represented by AFSCME)
Clerical employees are those whose title codes fall within the AFSCME Agreement for Clerical and Allied Services employees. Clerical employees recently voted to decertify AFSCME and selected CUE (the Coalition of University Employees) as their exclusive bargaining agent effective November 21, 1997. Until the University and Cue reach a new agreement, we will continue to apply the AFSCME Agreement for Clerical and Allied Services for matters pertaining to compensatory and overtime.
Usage: There are two bank periods (as defined by contract): January 1-June 30 and July 1-December 31. Banked compensatory time off which is not paid or scheduled within the bank period in which it is earned or in the bank period following that in which it is earned shall be paid in the next regularly scheduled pay period unless an extension has been granted by mutual consent of the employee and the University.
Limit: A maximum of 240 hours of compensatory time may be accrued (this is the equivalent of 160 hours at the premium rate). Employees shall be paid for hours of overtime which exceed this limit.
C. Technical Unit Employees
Technical employees have title codes which fall within the Technical Unit Labor Agreement. Under the Technical Contract, overtime will be paid unless the employee and the University agree otherwise. An employee may, upon hire and thereafter during the month of June, file a written indication of preference for either compensatory time off or pay with the employee's immediate supervisor. The University shall grant the preference indicated.
Usage: There is no limit on the length of time compensatory time balances can remain 'on the books.' However, timely usage of balances is encouraged.
Limit: A maximum of 240 hours of compensatory time may be accrued (this is the equivalent of 160 hours at the premium rate). Employees shall be paid for hours of overtime which exceed this limit.
D. Non-Represented Staff - PPSM
Non-represented staff are those employees who are covered by Personnel Policies for Staff Members (PPSM). This includes employees formally covered by SPP (except the Technical Unit), A&PS, MAP, and Executive policies. Employees in this tier fall into one of two categories. Non-exempt employees are those eligible to earn overtime and thus accrue compensatory time. Exempt employees do not earn or accrue overtime
Usage: Compensatory time balances must be used within six months of the time the straight or premium compensatory time was earned. Management can authorize an extension.
Limit: Non-exempt employees may accrue a maximum of 240 hours of compensatory time (this is the equivalent of 160 hours at the premium rate). Employees shall be paid for hours of overtime which exceed this limit.
E. General Guidelines
- Managers and supervisors are expected to monitor their employees' balances.
- Compensatory time is not meant to be an extension of vacation leave and is not to be accumulated as such.
- Management is to encourage staff to use the compensatory time in increments, not necessarily week(s) at a time.
- Management is to encourage the use of vacation leave, so that employees do not reach their maximums and find themselves forced to choose between losing vacation leave or not decreasing the accrued compensatory time hours.
For more information on topics related to overtime and compensatory time off, refer to the appropriate agreement or policy manual. If you need clarification on the interpretation of any these policies, please contact Brenda J. Greenwood at 2-0582 or e-mail her at greenwd@uclink4
September 2, 1998
From time to time we receive inquires concerning how to record jury duty. Below you will find information related to the various contracts and policies as well as our departmental procedures for applying and recording jury duty.
I. General Information on Jury Duty
Jury duty is considered Administrative Leave with Pay for most employees. The following employees do not receive payment for time spent on jury duty service:
- Technical casuals
- Clerical casuals
- PPSM non-exempt casuals
- Casual/restricted employees
Those employees not eligible for Administrative Leave with Pay may have such absences charged to accrued vacation, compensatory time off, or personal leave (without pay). Otherwise, administrative leave granted for jury duty shall be without pay.
All time spent on jury duty needs to be recorded on timesheets or Series 18 if during scheduled working hours.
II. Jury Duty Contract Policies
A. Technical:
A full-time employee in a career position on any shift or work schedule shall be granted leave with pay for actual time spent on jury service and in related travel, not to exceed the number of hours in the employee's normal work day and the employee's normal workweek.Part time employee's in a career position shall be granted leave with pay for actual time spent on jury service and in related travel that occurs during the employee's regularly scheduled hours of work.
B. Clerical:
A full-time employee in a career position on any shift or work schedule shall be granted leave with pay for actual time spent on jury service and Grand Jury service and in related travel, not to exceed the number of hours in the employee's normal work day and the employee's normal workweek.A part-time employee in a career position shall be granted leave with pay for actual time spent on jury service and Grand Jury service and in related travel that occurs during the employee's regularly scheduled hours of work.
When an employee's scheduled jury duty hours do not generally coincide with the employee's scheduled shift, the University will, upon request of the employee and subject to operational needs, change the employee's shift assignment. In the event the employee's shift assignment is changed to a shift that has a shift differential, such differential shall not apply when the change in assignment is made to accommodate the employee's jury duty.
C. Service:
Any full-time or part-time employee on any shift or work schedule shall be granted leave with pay for actual time spent on jury service and Grand Jury service in related travel, not to exceed the number of hours in the employee's normal work day and the employee's normal work week. Upon request, the University will endeavor to accommodate an employee's summons to jury duty with a change in shift assignment.D. PPSM:
Exempt employees shall be granted Administrative Leave with Pay for work days spent in jury duty or in attendance as a witness in an administrative or legal proceeding involving the University. An exempt employee who is required to be in attendance at an administrative or legal proceeding not involving the University may have such absence charged to accrued vacation, compensatory time off, or personal leave.Non-exempt full-time or part-time career employees on any shift or work schedule shall be granted Administrative Leave with Pay for actual time spent on jury duty or as a witness when served with a subpoena and in related travel, not to exceed the number of hours in the employee's normal work day and the employee's normal work week. An employee who is not eligible for Administrative Leave with Pay may have such absence charged to accrued vacation, compensatory time off, or personal leave (without pay).
III. Department Procedures
Time spent on jury duty services needs to be recorded on a timesheet or Series 18 for auditing purposes.
Administrative Timesheet Users:
- On the Leave W/Pay line enter the code "JD" (jury duty) for each day of jury duty service.
- Copies of the jury duty slips are to be attached to the Administrative Timesheet
- Timesheets must be signed by the manager and forwarded to the Payroll
and Benefits unit.
Series 18 Users:
- Use the code "JD" (jury duty) under "TYPE" when you are trying to adjust a day for an employee on jury duty service
- Copies of jury duty slips are to be sent to the Payroll and Benefits unit with the manager's signature.
- Copies of the jury duty slips will be kept in employees' Payroll Files
for record keeping purposes.
If you have any questions regarding these policies and procedures, contact Cynthia Davis at 643-8662 or crdavis@uclink4.berkeley.edu.
August 26, 1998
You and your team contribute to the success of our organization on a daily basis. It is essential to our future success that we communicate our appreciation for our employees' contributions through day-to-day, informal recognition.
- Recognition encourages us to improve our performance and thus achieve
performance excellence.
- Recognition helps reinforce our staff values: openness, trust, mutual
respect, and teamwork.
- Recognition and the celebration of our successes are expected leadership
behaviors.
In an organization that expects its employees to deliver exceptional service, it is clearly our responsibility as leaders to create a very positive environment of positive feedback, encouragement, coaching and frequent communication. We must be timely, sincere and very specific in our communications with everyone...our peers, our leaders and our direct reports.
Recently Human Resources conducted a survey on Recognition in some of the units. They will be sharing some of the findings in the next issue of The Grapevine. In September, Dee Palacios will recruit a Recognition Task Force to follow up on the survey information and to gather more feedback and ideas for creating a new departmental program.
In the meantime, we will be sending out weekly Communiqués with an array of tips to help you communicate with, recognize, and motivate your employees, peers, and supervisors. We hope that you will find the information inspiring and useful.
It's my expectation that each of you will make a very conscious effort to actively recognize those around you on a frequent basis so that this leadership behavior becomes an ingrained department standard.
Thank you,
Harry Le Grande
July 7, 1998
Changes in DCP/Medicare Policies for Student Employees
Effective Immediately:
Under new IRS guidelines, undergraduate and graduate student employees who are registered and enrolled in courses at least half time will now be exempt from withholding for Medicare and the Defined Contribution Plan (DCP). This policy change was announced in a memo to Deans and Directors dated May 18, 1998. In addition, the IRS does not impose a limit on the number of hours a student may work for the university and still qualify for the DCP/Medicare exemption. These changes are effective with May 1998 earnings paid in June 1998. Undergraduate UC Students must be registered and enrolled in 6 or more; units for fall and spring semesters and in 6 or more units for Summer Sessions to be exempt.
Graduate UC Students must be registered and enrolled in 6 or more units for fall and spring semesters and in 2 or more units for Summer Sessions to be exempt. However, graduate students holding academic appointments are subject to minimum unit requirements as established by the Graduate Council.
If you believe that deductions have been made in error, contact Salma Bey at (510) 643-5117 immediately. Requests for adjustments must be submitted within two months of the original payment. Prior tax year adjustments will NOT be made.
July 1, 1998
Recognition Techniques
Back to Communiqué
Recognition Techniques #8
Recognition Techniques #7
Recognition Techniques #6
Recognition Techniques #5
Recognition Techniques #4
Recognition Techniques #3
Recognition Techniques #2
Recognition Techniques #1
Recognition Techniques
#8
Motivation Matters
Increase team members' motivation by creating a team "wish list" where members can write their requests for things that will improve the team's performance and/or morale. Post the wish list where members can add items as they think of them. Once a month, discuss the wish list in a team meeting. Ask each member to take responsibility for making one wish happen in the following month. They should commit to this by writing a pledge to the team to make this wish come true.
Building Team Spirit, Barry Heermann.
Are you aware of the motivational role of communication? As a leader, your comments have an enormous impact on how team members feel about their workplace, their team, and their work. Here are two suggestions that can help you increase team members' work enjoyment and enhance their self-esteem:
- In every meeting, make a few positive statements about each team member. Your comments should be sincere, factual and relevant to that person's job performance.
- Each time you talk to a team member, make an accurate and positive
statement about how that person is doing on a specific project or assignment.
Lending Your Sales Team, Jim Pancero.
August 31, 1998
Recognition Techniques #7
Ideas for Positive Recognition- Acknowledge the entire team for a team success. Specify the contributions of each team member.
- Send a note to the supervisor with a 'cc' to the director detailing the accomplishment by an employee, direct report, or peer, copying the employee on it.
- Route a memo, or send a 'cc' e-mail message, to everyone on your team or in your department detailing an employee's accomplishment, emphasizing the impact the person's contribution will have on the team or department's success.
- At a staff meeting, where appropriate, acknowledge one thing every person there has done recently that has helped you personally. Or, have each team member report how other team members have helped them.
- Give the employees more responsibility, if appropriate, such as asking them to be involved with the customer satisfaction team in your area.
Source: Adapted from Donna Deeprose, How to Recognize and Reward EmployeesAugust 24, 1998
Recognition Techniques #6
Some Behaviors Worth RecognizingHere are just a few ideas of some behaviors that may be worth recognizing in your area.
- Taking full responsibility for actions
- Demonstrating a strong commitment to excellence
- Demonstrating good listening skills
- Providing feedback to peers and leaders
- Cooperating readily with peers
- Using resources to solve problems
- Learning new skills
- Giving exceptional customer service
- Contributing a suggestion to improving the employee experience
- Pitching in to help a teammate
- Volunteering for an undesirable task
- Mentoring a new employee
- Mediating a conflict
- Taking a creative approach to solving a problem
- Keeping an appropriate sense of humor in a stressful situation
- Sharing information in a timely way
- Adapting willingly to change
- Recognizing another employee (direct report, peer, or leader) Source:
Adapted from Walt Disney Company
August 17, 1998
Recognition Techniques #5
Peer and Upward RecognitionRecognition does not, and should not, occur solely from leader to direct report. Just like communication, recognition should go upward, laterally and downward. Use the same ideas and resources to recognize or reward teammates, co-workers, managers and others with whom you work. You'd be surprised how much it is appreciated. Imagine how you would feel if your peers or direct reports recognized you for your achievements and successes. Consider asking your leader and peers how they like to be recognized, and remember what they say.
Model good recognition skills. Remember, saying "thank you" is contagious.
©1995 The Walt Disney Company
August 10, 1998
Recognition Techniques #4
Three Types of RecognitionRecognition can be categorized into three types: formal, informal, and day-to-day.
Formal recognition is a structured and defined process. Informal recognition is a non-structured, less well-defined type of recognition often used to show appreciation of teams and groups as well as individuals. Day-to-day recognition is highly personalized; it is one-on-one, and is often low to no-cost. Below are examples of each type of recognition:
- Formal: Distinguished Service Awards
- Informal: Division picnic at Little Lake Bryan, "Employee Appreciation Day"
- Day-to-Day: Applause-O-Gram, "A Housing and Dining Services Star"
card
©1995 The Walt Disney Company
How to Give Day-to-Day Recognition
Below is outlined the most effective procedure for giving day-to-day recognition.
- Tell the employee that you are going to give them feedback on how they are doing.
- Praise the employee immediately.
- Acknowledge both the effort and the outcome.
- Tell the employee specifically what they did that was outstanding.
- Tell the employee how good you feel about what they did, and how it helped you, their team members and organization.
- After you praised the employee, pause to let him/her receive the message.
- Encourage him/her to repeat the performance.
August 3, 1998
Recognition Techniques #3
Generate Good DiscussionEffective discussion leaders exhibit key behaviors. Below are some tips to help you generate good discussion.
- Ask open-ended questions. Early in the discussion, solicit views of
others by asking open-ended questions, while keeping an open mind.
- Make frequent, short contributions to the discussion. Quick suggestions
direct or change the flow of the discussion, but don't dominate the
group's time to talk.
- Give informed, objective views. Do your homework on the issues. Express
your views with conviction. Leaders can identify impartially from others'
views those ideas that are most valuable to the situation.
- Exhibit dynamic nonverbal communication. Hold steady eye contact,
have a strong and highly inflected voice, use dynamic gestures and expressive
facial animation.
©1995 The Walt Disney Company
July 27, 1998
Recognition Techniques #2
Giving and Receiving FeedbackGiving Feedback:
- Be objective in describing the behavior
- State specific details, not generalities
- Deal only with changeable behavior
- Describe the impact of the behavior on you, the team or goals
- Avoid stereotyping
- Don't be judgmental
- Don't exaggerate
- Speak for yourself
- Consider the individual's style when giving feedback
Receiving Feedback:
- Keep an open mind
- Listen without interrupting, justifying or explaining
- Keep your emotions in check
- Ask questions or ask for examples to clarify
- Paraphrase the feedback to determine if you understood the message
- Take time to think about what you heard
The Feedback Model
Follow this model when giving both positive and negative feedback to someone.
- Describe the situation
- Describe the actual behavior
- Explain its impact on you
- Say what you would like instead (for negative feedback)
Example:
Positive Feedback: "Marilyn, when you ask questions about restaurant procedures, you are demonstrating initiative and responsibility. I feel grateful that you want to learn more about our restaurant and your role, and I know the 'customers' will have a better experience because of your service. Thank you!"
Negative Feedback: "Alicia, when you stand with your back to the 'customers' and lean against the wall, you show lack of concern with 'customer' satisfaction. I feel frustrated that you are not following 'Customer Service Guidelines'. This reflects on the overall restaurant experience for our 'customers'. I need you to stand and face the 'customers' and approach each one."
©1995 The Walt Disney Company
July 20, 1998
Recognition Techniques #1
Make Others Feel ImportantWork on building more meaningful relationships. You get best results out of people who feel good about themselves and about you. Use these ideas to make others feel special.
- Listen. One of the highest compliments you can pay someone is to show
interest in his/her ideas.
- Apologize when someone feels hurt by something you've done. Accept
responsibility for your errors.
- Trust people by giving them more responsibility.
- Show greater concern for people and their lives. Remember things about
them, such as their birthday, personal interests, spouse's name, etc.
- Be generous, and sincere, with compliments.
- Ask people for things in a respectful way.
- Respond with empathy to people's fears, concerns and traumas.
- Call people by name. Make certain it is the right name, and pronounce
accurately.
©1995 The Walt Disney Company
July 13, 1998