This book was created for new and experienced supervisors who need realistic information about how to carry out some of the principal tasks of a supervisor. Based on true-to-life experiences, the chapters are written in a question-and-answer format for quick answers to supervisory problems. Each chapter includes self-assessment tools for applying the information in the chapters. The book can be used as a reference for working supervisors, and as a text for students and employees preparing to supervise. This informative book discusses coaching employees; conducting job interviews that are informative and fair; designing and implementing teamwork; comfortably delegating tasks to employees; carrying out effective performance appraisals (including 360 assessments); and recognizing and rewarding employees, even in a tight economy. The material contained in this book is based on the author's experiences and observations of good practice. The examples are from a variety of workplaces and provide important information for supervisors in manufacturing plants and large industrial organizations; criminal and law enforcement agencies; healthcare, rehabilitation and special education facilities; government agencies; behavioral and biomedical science programs; schools and post-secondary institutions; and businesses of any size. Self-Assessment Tools that give supervisors the opportunity to check on their skills are included in the book and provided on a CD. Supervisors can use the self-assessment tools to plan for coaching and delegation, evaluate interviewing skills, assess communication and appraisal skills, and review the elements of successful teamwork.
--- from the publisher
Chapter 1: THE TRUTH ABOUT COACHING
1. What exactly is coaching?
2. Why is it important to coach?
3. When should supervisors coach?
4. How is coaching different from discipline?
5. How is coaching different from counseling?
6. How is coaching different from performance appraisals?
7. What should a supervisor do before coaching?
8. What should be included in a coaching session?
9. What if the coaching session is not working?
10. What are coaching phrases that should never be used?
11. What are the characteristics of an excellent coach?
Chapter 2: THE TRUTH ABOUT TEAMWORK
1. What exactly is a team?
2. What is the purpose of teams?
3. What do teams look like?
4. Why would an organization want teams?
5. What makes an excellent team-based organization?
6. What do employees gain from teams?
7. What characteristics make an excellent team?
8. What are the characteristics of excellent team members?
9. What phases do teams go through?
10. What do supervisors do when there are teams?
11. What are the drawbacks of teams?
12. What are the steps to teamwork?
13. What is proof that teamwork is supported by the organization?
14. Do teams need leaders?
15. Why would teamwork fail?
16. What happens in team meetings?
17. Should teams make final decisions?
18. How does a team know how well it�s doing?
19. What if team members are global?
Chapter 3: THE TRUTH ABOUT INTERVIEWING
1. What is the purpose of interviewing?
2. Who should conduct the interview?
3. How should the interview be conducted?
4. What should be done before an interview?
5. What influences interviewers?
6. What are the basic guidelines for interview questions?
7. What questions should never be asked?
8. What questions can be asked?
9. What questions do candidates expect?
10. What questions may not be expected?
11. What are the six rules of interviewing?
12. When should an interview be ended?
13. How can telephone interviews be conducted?
14. What should be done after the interview?
15. Is the selection of a finalist always fair?
16. What should be done after the selection of a finalist?
Chapter 4: THE TRUTH ABOUT PERFORMANCE APPRAISALS
1. What is a performance appraisal?
2. Why are performance appraisals necessary?
3. What should appraisal forms look like?
4. What should supervisors do before the appraisal meeting?
5. What are the qualities of an excellent performance appraisal meeting?
6. What are the steps to conducting an appraisal meeting?
7. What do employees want from a performance appraisal meeting?
8. Should performance appraisals be tied to money?
9. What are barriers to a successful appraisal?
10. What if problems arise during the performance appraisal meeting?
11. What happens to written performance appraisals?
Chapter 5: THE TRUTH ABOUT 360 ASSESSMENT
1. What exactly is a 360?
2. How can the results be used?
3. What terms are used in the 360 process?
4. How is the 360 usually implemented?
5. Do 360s work?
6. Can 360s backfire?
7. Can 360s be biased?
8. When is an organization prepared to implement a 360?
9. Who should be evaluated?
10. How do you determine who will do the evaluating?
11. What if the rater cannot witness some of the behaviors?
12. How can confidentiality be guaranteed?
13. How can the paperwork be reduced when implementing a 360?
14. What should be considered when a 360 is completed electronically?
15. What forms should be used?
16. What do 360 results look like?
17. Should a self-assessment be included?
18. Should customers be involved in the 360?
19. How can 360s help an organization?
20. How can a 360 help employees?
21. What if the 360 results are alarming?
22. How can a 360 encourage teamwork?
23. Should a 360 be used with the existing performance appraisal system?
24. Can 360s be used in a union environment?
25. How can a 360 cultivate a good relationship with the boss?
26. What are the worst reasons for implementing a 360?
27. Who owns the results?
Chapter 6: THE TRUTH ABOUT DELEGATION
1. What is delegation?
2. What is not delegation?
3. Why should supervisors delegate?
4. Why won�t supervisors delegate?
5. What are the clues that it is time to delegate?
6. What should supervisors delegate?
7. To whom should a supervisor delegate?
8. How do employees benefit from delegation?
9. What are the steps to delegation?
10. What are the obstacles to successful delegation?
11. What are the signs that delegation is not working?
12. What are the characteristics of a successful delegator?
Chapter 7: THE TRUTH ABOUT REWARDS AND RECOGNITION
1. What are rewards and recognition?
2. Should employees be recognized and rewarded?
3. What do employees appreciate?
4. What are examples of rewards and recognition?
5. Should managers be recognized?
6. Can the process of recognition be fair?
7. What if rewards are not affordable?
8. What are the steps to implementing rewards and recognition?
9. What if an organization is struggling?
10. How do you measure the impact of rewards and recognition?