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ADDRESSING TOMORROWS WORKFORCE TODAY Engaging, mentoring, supporting, and supervising people in a peer environment Servant Leadership and Hunter’s Model of Employment Role Autonomy Levels ©

Addressing tomorrows workforce today

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Page 1: Addressing tomorrows workforce today

ADDRESSING TOMORROWS WORKFORCE TODAY Engaging, mentoring, supporting, and supervising people in a peer environment

Servant Leadership and Hunter’s Model of Employment Role Autonomy Levels ©

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Presenters

Gloriana Hunter, Ed.D.

Experience Worked in behavioral health (psychosocial

support) in Arizona since 2005. Expert in skill development for Peer

Professionals and other frontline employees in social services

Population Health Administrator for Integrated Health

Education Ed.D. in Organizational Leadership from

Argosy University MBA in Information Technology from

University of Laverne Passion

Improving mental and physical health of all people through support and empowerment

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Presenters (Cont’d)

Susi Morales, BS / BHT

Experience Worked in behavioral health (psychosocial

support) since 2001. Started as a volunteer WRAP© facilitator In 2015, opened the Peer and Family Referral

Center, an Arnold Expansion partnership between MMIC and Recovery Empowerment Network.

Education Bachelor’s of Science in Sociology (minor in

psychology) from Arizona State University. Passion

partnering with people to help them realize their goals.

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Equal people, different jobs.

Engaging Employees

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Preventable Turnover

Micromanagement results in 28% higher rate of dissatisfied employees. (LinkedIn.com, 2015)

15%10.3

%

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Why this matters…

Successful peer professionals significantly reduce workplace stigma.

Employee turnover has significant cost to employers

Research supports a correlation between servant leadership and employee commitment to supervisors

Employee commitment to supervisors plays a major role in employee retention

(Sokoll, 2013)

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Why this matters, x2…

Peer professionals work closely with clinical teams in achieving improved health outcomes.

Employee commitment to supervisors is linked to increased productivity (Sokoll, 2014).

Supervisors’ positive attitudes toward human equality in the workplace is linked to employee commitment and reduced turnover (Hunter, 2015)

Occupational stability is a dimension of wellness (SAMHSA.gov, n.d.)

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Why this matters…Meet Letajan.

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Easiest way ever to become a Hero Mentor

Mentoring

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Servant Leadership

Leadership Myth:A supervisor cannot be people-centric and maintain high standards, because employees will take advantage.

(Hess, 2013)

Common characteristics of a servant-leader: Lead by example Exhibit humble behavior Mind those p’s and q’s Vigilance Communicate expectations Support autonomy

Good intentions and words are not enough. The best leaders understand that daily behaviors count (Hess, 2013).

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Servant Leadership

Employee commitment to supervisors has been discovered to play a major role in employee retention.(Vanden-berghe & Bentein, 2009).

Potential benefits of servant leadership behaviors: improved employee trust, loyalty, and satisfaction with supervisors

Servant leadership’s values and behaviors are focused on helping people. The distinctive, central focus, and base of servant leadership behaviors is serving the needs of followers (Hess, 2010).

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Driving Employee Engagement

8 Factors that drive employee engagement

Greenleaf Center for Servant Leadership

Trust and integrity Nature of the job Line of sight between employee

performance and company performance Career growth opportunities Pride about the company Camaraderie with coworkers/team

members Employee development Relationship with one’s manager

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The Role Autonomy Model

Supporting and Supervising

What is worse than an employee who quits?

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An employee who quits, but is still on your payroll.

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Understanding Autonomy

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Encourages… Eliminates…

Alignment with Personal Desires Individual Smallness

Greater Work Control Production Blocking

Responsibility Inaction Awaiting Approval

New Ideas Groupthink Problem Solving

Ambition Loafing

High Performance Evaluation Apprehension

Loyalty Micro-Management

Turnover Reduction Abandonment

What it is: The level of discretion and freedom an employee has over his or her job, which research has shown to increase job satisfaction, productivity, and quality.

What it is NOT: Lack of managerial support and oversight, leading to a sense of abandonment by the employee, or the “willy-nilly loose cannon” effect.

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Traditional (and Horrible) Ways to Increase Employee

Performance

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Annualized

Performance

Evaluation

Decrease in personal motivation…

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Traditional (and Horrible) Ways to Increase Employee Performance

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Disciplinary

Action

Decrease in personal motivation…

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Traditional (and Horrible) Ways to Increase Employee Performance

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Team Meetings

Decrease in team motivation…

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Traditional (and Horrible) Ways to Increase Employee Performance

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Ignoring Problems

Decrease in team motivation…

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Coaching Equipping

Training Guiding

Expe

rienc

e in

Rol

e

Experience in Organization

4

3

2

1

0

43210

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Role Autonomy Model

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Coaching Equipping

Training Guiding

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Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

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Rol

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Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

Expe

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Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

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e4

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Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

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Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

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Lift

Drag

Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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General Employment VariablesScale

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

Lift VariablesExcels in verbal and written communication skills, and demonstrates effective listening skills

Demonstrates comfortability company’s culture (company culture fitness)

Exhibits confidence with a solid understanding of role expectations

Demonstrates ability and skillsets required to perform tasks within expectations

Demonstrates time management and organizational skills required for position.

Willingness to pursue continued informal learning and formal education regarding role

High EQ: Intrinsic (Knowing and being comfortable with their self)

High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)

Drag VariablesLacks ability to communicate verbally or in writing, or has difficulty listening to others

Demonstrates difficulty with company’s culture(company culture fitness

Shows lack of confidence and clarity regarding role expectations

Unable to consistently perform tasks within expectations due to lack of ability or skills

Lacks time management and organizational skills required for position.

Does not actively pursue continued informal learning and formal education regarding role

Low EQ: Intrinsic (Uncertain and uncomfortable within themselves)

Low EQ: Extrinsic (Uncertain and uncomfortable in relationships with others)

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Page 35: Addressing tomorrows workforce today

General Employment VariablesScale

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

Lift VariablesExcels in verbal and written communication skills, and demonstrates effective listening skills

Demonstrates comfortability company’s culture (company culture fitness)

Exhibits confidence with a solid understanding of role expectations

Demonstrates ability and skillsets required to perform tasks within expectations

Demonstrates time management and organizational skills required for position.

Willingness to pursue continued informal learning and formal education regarding role

High EQ: Intrinsic (Knowing and being comfortable with their self)

High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)

Drag VariablesLacks ability to communicate verbally or in writing, or has difficulty listening to others

Demonstrates difficulty with company’s culture(company culture fitness

Shows lack of confidence and clarity regarding role expectations

Unable to consistently perform tasks within expectations due to lack of ability or skills

Lacks time management and organizational skills required for position.

Does not actively pursue continued informal learning and formal education regarding role

Low EQ: Intrinsic (Uncertain and uncomfortable within themselves)

Low EQ: Extrinsic (Uncertain and uncomfortable in relationships with others)

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Page 36: Addressing tomorrows workforce today

Peer Support VariablesScale

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

Lift VariablesUnderstands the fundamentals of peer support, and its role in recovery and resilience

Ability to be empathetic and mutual with people without being judgmental and negative

Allows for diversity of choice in ways people can recover

Ability to share meaningful aspects of their own story to move another person forward

Partners with other professionals as a member of a whole care team

Flexible and adaptable to change in both services provision and job requirements

Ability to accurately and succinctly complete all documentation within establish deadlines

Observes peer support ethics responsibly

Drag VariablesDiagnoses people, sees them as clinical labels, or takes role of expert by “fixing”

Uses language or supports notions that promote negativity regarding situations/abilities

Expects person to follow a map, process, or formula to achieve their own idea of recovery

Under or overshares their story in a way that is not relevant to a person’s recovery

Disregards input from other professionals, or does not speak up as a team member

Shows overt frustration, anger, intentional noncompliance when work details change

Lacks skills to manage documentation basics on time and with little supervision

Shows lapses in ethical judgement

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Page 37: Addressing tomorrows workforce today

Peer Support VariablesScale

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

Lift VariablesUnderstands the fundamentals of peer support, and its role in recovery and resilience

Ability to be empathetic and mutual with people without being judgmental and negative

Allows for diversity of choice in ways people can recover

Ability to share meaningful aspects of their own story to move another person forward

Partners with other professionals as a member of a whole care team

Flexible and adaptable to change in both services provision and job requirements

Ability to accurately and succinctly complete all documentation within establish deadlines

Observes peer support ethics responsibly

Drag VariablesDiagnoses people, sees them as clinical labels, or takes role of expert by “fixing”

Uses language or supports notions that promote negativity regarding situations/abilities

Expects person to follow a map, process, or formula to achieve their own idea of recovery

Under or overshares their story in a way that is not relevant to a person’s recovery

Disregards input from other professionals, or does not speak up as a team member

Shows overt frustration, anger, intentional noncompliance when work details change

Lacks skills to manage documentation basics on time and with little supervision

Shows lapses in ethical judgement

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

Expe

rienc

e in

Rol

e4

3

2

1

0

43210 GE PS

3

2

4

1

5

Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

Expe

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Rol

e4

3

2

1

0

43210GE PS

3

2

4

1

5

Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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Coaching Equipping

Training Guiding

Expe

rienc

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Rol

e4

3

2

1

0

43210GE PS

3

2

4

1

5

Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

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communicationcompany culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Supervisor’s Ratings

Page 44: Addressing tomorrows workforce today

communicationcompany culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Supervisor’s Ratings

Page 45: Addressing tomorrows workforce today

communicationcompany culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Supervisor’s Ratings

Page 46: Addressing tomorrows workforce today

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

communicationcompany culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Employee’s Self-Ratings

Page 47: Addressing tomorrows workforce today

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Employee & SupervisorRatings Comparison communication

company culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Super-visorEmployee

Page 48: Addressing tomorrows workforce today

Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.

Employee & SupervisorRatings Comparison communication

company culture

role expectations

performs tasks

time & org

ongoing learning

intrinsic EQ

exrtinsic EQPS skills

empathy & mutuality

encourages choice

appropiate story

team with others

flexibility

documentation

ethics

Super-visorEmployee

Page 49: Addressing tomorrows workforce today

Nutshell Servant LeadershipClear expectations must be laid out with specifisty. We cannot expect our staff to intuitively know what we want or need.

A supervisor’s calling is to understand the employee’s skill level and provide them with the tools necessary for their role.

Become a master toolbox with a plethora of simple and advanced tools.

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Call to Action

Your Monday Morning Commitment…

This model works to create a partnership between PSWs and leadership

Provides leadership with a roadmap to support PSW ownership over their occupational roles

Identifies PSW strengths and areas for growth in vocational development.

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Questions?

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References