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Teamwork Ventures Ltd. |
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12
STEPS TO SYSTEMATIC REFERRAL MARKETING
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Training and Development...A Supervisor's Guide to:Ø
Constructive Discipline* Ø
Handling People* Ø
Human Relations* Ø
Training and Development* Ø
Combating Absenteeism Ø
Accident Prevention Ø
Effective Communications Ø
Counseling Ø
Quality Control Ø
Co-Operation Ø
Leadership Ø
Motivation *Examples
Linked TRAINING AND DEVELOPMENT Training
increases one's confidence, upgrades competence, raises earnings potential and
enhances satisfaction and productivity Good
training takes time; but, without training, there's trouble. Training that gets
results is a well-planned system that tells the employee what to do, how to do
it, and why it needs to be done that way.
Here
are some ways to spot the need for training: §
Rejects too
high §
Absences too
frequent §
Shut-downs
excessive §
Production low
§
Accidents
recurrent Training
Ground Rules Include: ü
The need to
understand the trainee (watch them on the job; appraise abilities, attitudes and
responses) ü
Two-way
communications (to establish the range of comprehension, likes and dislikes) ü
A review and
mastery of training materials (to build your confidence and breed confidence,
respect and job interest on the part of the trainee) Training
Succeeds When: ü
Materials are
presented step by step ü
You know the
trainee's interests ü
You explain
reasons for procedures ü
You talk
calmly, pleasantly, rationally ü
You teach only
what can be absorbed ü
You
demonstrate ü
You use
examples familiar to the trainee ü
You summarize,
to reinforce learning ü
You encourage
questions, prod for answers ü
You let them
try, not jumping at mistakes The
results of good training includes reduced turnover; more scheduling flexibility;
improved productivity (quality and quantity) and enhanced morale.
You
Know Training Is Working When: ü
You know a
worker's record, ability, needs, interest and experience ü
They have the
right combination of training, tool use and how their job fits in ü
They try to
reduce waste, suggest improvements and follow instructions ü
They work
safe, like their work, follow company rules and know the costs of materials. ü
They
understand quality, attend work and talk with you. ü
You compliment
them, understand the short-falls and recognize which of them can temporarily
replace you. HUMAN RELATIONS The
supervisor who leads by example gets more production, reduces turnover, keeps
costs down and develops better morale The
supervisor perceived as "easy-going" appears lighthearted, congenial
and "one-of-the-boys”. Typically this person is not observant, may be
reluctant or hesitant, and is a "smooth talker." The result will be
missed time for decisions, deceit and irritation.
Those
perceived as "hard-boiled" appear insensitive, grouchy and sullen.
Their actions are impulsive, abrupt, untactful, authoritative,
threatening, hard driving and selfish (“I”, instead of "we").
They create resentment, cliques, favoritism, low job interest and high
turnover Leaders
are sure and stable. They work
"with"; they understand, are open, think things through; are kind,
attentive and use "we". They
guide, develop co-operation, praise and explain. Workers are enthusiastic, respectful and loyal Workers
are satisfied when they are not belittled; subjected to a parade of skill and
knowledge. Pay attention to them;
do not ignore them. Never reprimand
them in public; but praise when they are on the right track.
A
"GOOD BOSS" ü
Gets and holds
worker's confidence ü
Points out the
worker's improvement ü
Makes workers'
feel at ease ü
Promotes by
ability, regardless ü
Co-operates
with superiors and subordinates, alike ü
Takes time to
show how to do it ü
Leads, does
not drive ü
Disciplines,
without antagonism ü
Communicates
belief in group success A
"GOOD BOSS” ü
Makes others
feel important ü
Is tactful and
courteous ü
Is on the
level ü
Keeps an open
mind ü
Develops
others ü
Praises,
judiciously ü
Listens to
others ü
Is
enthusiastic ü
Is
self-confident Better
workers do not hide behind words, are helpful, have lasting personal goals, help
others and take steps to progress MOTIVATION The
best motivation is self-motivation. From
time to time, casually explain how policy, rules, safety regulations, and
productivity benefits everyone. Stress the security and satisfaction that come from working
together. Aim to help workers
motivate themselves through self-discipline.
Motivation
is missing if the workers do not feel they are: ü
Treated as
individuals ü
Contributing
good ideas ü
A part of
their unit ü
Doing
meaningful work With
time and skills, you can build better workers and reduce problems.
Motivation
comes from: Satisfaction..........When you are sensitive to and understand their wants, and you tell them you want to help. Involvement........When you get to know them, apply their
ideas (if possible) and let them help you make decisions Information..........When you communicate "Why" the action; or, "Why Not”;
and share policy and procedures Praise..................Their work, not them; do it in front of others Remember,
a worker's wants should be fulfilled; a worker enjoys some personal attention;
work on their positive interests; and, set realistic, achievable goals to create
enthusiasm. ü
Recognition
responds to dominance and leadership through patience and praise ü
Participation
responds to creativity when you ask for help, advice and share decisions. ü
Competition
responds to possession through groups, not individuals; against standards, not
others ü
Discipline
responds to acceptance of home and family needs through actions, not intentions;
through fairness and consistency CONSTRUCTIVE DISCIPLINE A
supervisor learns to teach, mold and inspire to help everyone earn more money,
progress, get along, enhance job security and enjoy a good feeling of
satisfaction. Constructive
Discipline includes teaching workers who need to learn; training workers who
need to follow; correcting workers who need to change.
Constructive discipline
is needed in orientation, training, safety, attendance and evaluation.
Timely correction means teaching. Discipline
builds loyalty and responsibility. It
encourages teamwork. It improves an
individual's self-management. It
helps one to improve. Reasonable
and fair guidance produces a group who want the protection of reasonable and
fair rules, policies and procedures. Remember: DON'T û
Be emotional, be objective û
Be impulsive, get the facts û
Reprimand in public, be discreet û
Threaten, for hostility results û
Argue, but explain û
Do all the talking, listen û
Be sarcastic, but teach û
Nag, make your point û
Jump to conclusions DO ü
Understand
each job ü
Compliment,
when due ü
Be
approachable ü
Improve
relationships ü
Give clear
directions ü
Keep your word ü
Encourage
suggestions ü
Train
thoroughly The
principles of discipline include: 1.
It aims to
develop responsible workers, so act responsibly 2.
Be consistent;
apply discipline in all your work 3.
Don't just
correct; teach, train and motivate 4.
Accept your
part in a violation, then re-teach the rule 5.
In reprimands,
get the facts, evaluate the facts, be informal, but firm 6.
Observe/verify
the results; follow-up as necessary HANDLING PEOPLE Workers
want their job ... but need to be recognized; to be guided; to create; to own;
to belong; and, to be secure. Poor
workers can be jealous, resentful, negative, sarcastic, malicious; can goof off,
attack, challenge, and fail to follow through; be suspicious, collect
injustices, breed discontent and polish apples! |
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