Association Personnel ManagementAssociation Personnel ManagementLeaders and LaggardsLeaders and LaggardsNAW Association Executives Council (AEC)NAW Association Executives Council (AEC)

2014 Summer Meeting2014 Summer Meeting©Presented by:©Presented by:

Nancye M. Combs, AEP•SPHRNancye M. Combs, AEP•SPHRPresident, HR Enterprise, Inc.President, HR Enterprise, Inc.

P.O. Box 6507 * Louisville, KY 40206P.O. Box 6507 * Louisville, KY 40206502.896.0503502.896.0503

nancyecombs@aol.comnancyecombs@aol.com

Association Personnel ManagementAssociation Personnel ManagementLeaders and LaggardsLeaders and LaggardsNAW Association Executives Council (AEC)NAW Association Executives Council (AEC)

2014 Summer Meeting2014 Summer Meeting©Presented by:©Presented by:

Nancye M. Combs, AEP•SPHRNancye M. Combs, AEP•SPHRPresident, HR Enterprise, Inc.President, HR Enterprise, Inc.

P.O. Box 6507 * Louisville, KY 40206P.O. Box 6507 * Louisville, KY 40206502.896.0503502.896.0503

nancyecombs@aol.comnancyecombs@aol.com

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Learning ObjectivesLearning Objectives

Learn the tenets of hiring for retention of long-term talent

Learn the methodology for developing and retaining leaders

Methods of coaching the underachiever

How to recognize the uncoachable

How to implement a measureable improvement plan

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Mistakes in Hiring Long-Term Talent

• Lack of clarity and role confusion• Fail to identify the important competencies• Try to duplicate yourself• Over-hire• Create unrealistic expectations

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Threshold Requirements

• Clarify the Knowledge, Skills, Abilities needed (KSAs)

• Match the employee to the position• Begin with basic skills

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Competencies with Greatest Impact Competencies with Greatest Impact For Association ManagementFor Association Management

• Ability to Learn• Teamwork• Communication Skills• Technical Skills• Analytical Skills • Computer Skills

• Interpersonal Skills• Project Management• Business Writing • Presentation Skills• Planning/Time

Management

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Most Association Work = 16 years educationMost Association Work = 16 years education

Key Success Factors

1. Working Effectively With Others

2. Initiative and Follow Through

3. Critical Thinking/Problem Solving

4. Priority Setting

5. Communication

6. Leadership

7. Job Proficiency

8. Creativity/Passion for Marketing

9. Attendance/Punctuality

Identified by Executive Leadership Team, 4/20146

Training Versus DevelopmentTraining Versus Development

Training

• Training involves a process of providing knowledge, skills and abilities (KSAs) specific to a particular task or job. Used when skill is missing and can be used immediately.

Development

• Development is a long-term focus on preparing for the future responsibilities while increasing capacity to perform current work. Development is broader than just training.

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Career Development as a Job Satisfaction Factor

34%=Very important 47%=Important 15%=Unimportant 4%=Very Unimportant

Source: 2012 Job Satisfaction and Engagement: A Research Report by SHRM

DEFINE DEVELOPMENT NEEDSDEFINE DEVELOPMENT NEEDS

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TESTINGTESTING

ADVANTAGES• Determines deficiencies

in KSAs• Easy to quantify and

compare

DISADVANTAGES• Must be constructed for

audience and valid to be legal

• Does not indicate if measured knowledge and skill is used for position

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11For further information, contact: nancyecombs@aol.com

SWOT - IPDSWOT - IPD

ADVANTAGES• Easy to Administer• Widely Used and

Respected• Non-Threatening• Forces Employee to

Think about Future

DISADVANTAGES• No Validation• Employee may not have

realistic view

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PERSONAL S.W.O.T.

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EMPLOYEE DEVELOPMENT PLAN

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A. CAREER INTEREST• Short Term – What Now?• Long Term – What Next?

B.PERSONAL DEVELOPMENT PLAN 

        

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Skill/Development Area

Action by Employee Action by Executive

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ASSESSMENT CENTERASSESSMENT CENTER

ADVANTAGES• Ideal for leadership

and management employees

• Requires high levelof employee participation

DISADVANTAGES• Time consuming and

expensive• Diagnoses

development needs but not potential

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ADVISORY COMMITTEEADVISORY COMMITTEE

ADVANTAGES• Inexpensive and

accessible• Taps knowledge of

those who know

Could be members orvendors

DISADVANTAGES• Carries personal bias

potential• Information may be

limited to public behavior

Leadership DevelopmentIs

A Life Long Process

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Opportunities to Develop Leaders

• Challenging assignments early in the role• Visible leadership role models who are either very good or

very bad• Assignments that broaden knowledge and experience with

tolerance for error• Task force/Project Management assignments• Mentoring or coaching from Senior Executive• Cross Training/Exposure outside the employee core

responsibilities• Special projects and development jobs• Formal Training Programs

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HIDDEN VALUESHIDDEN VALUES

Challenging, multifunctional work teaches: •self-confidence, •toughness, •persistence, •knowledge of the business, •skills in managing relationships, •sense of independence, and •Leadership.

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University or College

Leadership Denver, San Francisco, or Columbus

Center for Creative Leadership

Association Leadership Programs

Certification Programs

FORMAL SETTINGS

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Tuition Reimbursement

Educational Loans

Sabbaticals

Company Paid Sponsorships

Scholarships

FINANCING FUTURE LEADERS

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Managing the Underachiever

(the laggard)

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\\CoachingCoaching

Discharge \\CoachingCoaching

Coaching is the time supervisors spend helping

employees get better and better at their jobs. It

is what we do after we have provided basic

training.

Coaching is reserved for those who have shown they know how!

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Unemployment Defined\\

THE UNCOACHABLETHE UNCOACHABLE

The Pacer11

The Unmotivated

The Character Flawed44

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The Know-it-All

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CounselingCounseling

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Discharge\\CounselingCounseling

Counseling is the time supervisors spend discussing problems with employees – refuse to improve, communication issues, problems with co-workers, absences, failure to follow new procedures, as well as personal issues, such as outside issues that interfere with the work.

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Unemployment Defined\\

Conversation StartersConversation Starters

I am concerned we may not be able to keep you here…11

I am sure you care a lot about this job…

Please help me understand why this project is stalled and how you intend to get it finished by..

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I am a little worried that you may not know the impact of not improving your work will have, so I need to tell you…

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If we were on the golf course I could give you a mulligan, but at the office they don’t exist.66

I understand that paperwork is your least favorite thing to do, but it is essential to our business and..77

I am accountable for everyone here and I am struggling to understand how to help you….

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Unemployment Defined\\The Steps of CounselingThe Steps of Counseling

Critical Steps to Counseling An Employee….

1. Get agreement there is a problem

2. Discuss mutually agreeable solutions “OPTIONS”

3. Get employee commitment to solve the problem

4. Follow up and monitor progress - PIP

5. Recognize achievement right away

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Performance Improvement PlanPerformance Improvement Plan

1. Formal commitment to improve2. Specific behaviors and results3. Time bound4. Sends the right message

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1. Point out performance deficiencies

2. Provide the employee with a specific work plan(s)

3. Define acceptable standards of performance

4. Establish a timetable and dates for reviews of progress

5. Ensure equal treatment is fairly and equitably administered

OBJECTIVES OF THE PIP

PIP

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• Applies to all employee actions:

– Covered by Anti-Discriminations Laws

– True reflection of the expectations

– Free of discrimination

– Based on personal knowledge and observation

Coercive Discharge * Wrongful Termination

I’LL BE SUING YOU

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Nancye M. Combs, a Senior Professional in Human Resources, prepared this program. She is President of HR Enterprise, Inc., a teacher, a writer, an expert witness, and has been a mentor to talented executives on four continents for more than 25 years. She is an authoritative and entertaining presenter. Her goal is that you will learn from her and have fun in the process.

Thanks!