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Managing Government Employees
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Managing Government Employees
by Stewart Liff
Managing Government Employees
Cover
Title
Copyright
Contents
Acknowledgments
Chapter 1. Overview
Introduction
What Is Different About Working for the Government?
The Private Sector Is in Business to Make a Profit
Government Organizations Are Run by Elected Officials
Government Organizations Generally Require a Higher Degree of Bureaucracy
Government Organizations Typically Receive More Scrutiny
Government Employees Are Often Paid at a Different Rate
Government Employees Usually Have Better Job Security
Most Government Employees Do Not Have the Right to Strike
Why People Come to Work for the Government
They Want to Make a Difference
They Want the Total Package of Government Pay, Benefits, and Retirement
They Want the Job Security Offered by Government
The Government Can Offer the Right Job and Training
The Government Offers Many Opportunities to Advance
Why Do Government Personnel Systems Make Things So Difficult?
History of the Civil Service
Perception
What Can Be Done?
Chapter 2. Guiding Principles of Managing People in Government
Overall Philosophy
Most People Want to Do a Good Job
Most People Want to Be Part of a Winning Organization
Always Treat People with Respect
Apply the Golden Rule
Many (Not All) Problems Are Caused by Management
Look at Your Management Systems
Make Sure Your Systems Are Reliably Applied
Always Remember that Your Decisions Affect People’s Lives
The Objective: Performance
The Workforce
Winning the Battle for Hearts and Minds of the Middle 80 Percent
Avoiding Confrontation with the Bottom 10 Percent
Don’t Rely Only on the Top 10 Percent—Pull Others Up
Chapter 3. Strategies and Tactics for Managing Government Employees
Communicate with Employees as Much as You Can (Visually, Whenever Possible)
Teach Them the Big Picture (The Political Climate)
Teach Them What’s Going On in the Local Organization
Give Them Feedback as to How They Are Doing
Manage by Walking Around (MBWA)
Ask Your Employees for Advice
Say “Thank You” as Often as You Can
Be Sensitive to People’s Sensitivities
Your Human Resources Management Advisors
The Two Types of HR Specialists
Getting Good HR Advice Is Harder than Ever
Chapter 4. Dealing with Difficult People
Overall Philosophy
A Problem Employee Tends to Stay a Problem Unless Handled
Beware of the Employee Who Continually Uses the Same Excuses
You Can Successfully Deal with a Difficult Government Employee
Tactics
Utilize the Probationary Period
Keep It Simple, Stupid
If Poor Employees Never Cross the Line, Change the Line
Make Sure You Control the Situation
Bring Your Problems to a Head
Fear
The Key Players in Having an Effective Program of Discipline
Lessons Learned
Document, Document, Document
You Don’t Need a Perfect Case to Take Action
Avoid Third Parties When You Can, but Don’t Be Afraid of Them
It’s Better to Lose an Occasional Case than to Never Take Action
Let Them Fight You from Outside the Organization
Chapter 5. Performance Management
Principles
Goals
Involvement
Performance Appraisal
What Is It?
How Does It Work?
What Is It Used for?
What Is in a Performance Plan?
How Do You Write Performance Standards?
Dealing with Problem Employees
Identify Them Early and Let Them Know There Is a Problem
Always Make a Good-Faith Effort to Help Your Employees
Don’t Wait Too Long to Take Action
Document Your Actions
Keep Your Focus
Best Practices
Examine the Performance Trends
Look for Common Causes of Performance Problems
Use Spreadsheets to Track Employee Performance
Post Performance Data
Issue Monthly Performance Report Cards
Chapter 6. Rewards and Recognition
Overview
Nonmonetary Recognition
Monetary Recognition
Alignment
A Simple Rewards System That Works
Results of This System
Why Did This System Work So Well?
Chapter 7. Attendance Management
Tours of Duty
Flexible Work Schedules
Compressed Work Schedules
Considerations Regarding Flexible and Compressed Schedules
Alternate Workplace
Work at Home
Out-Based Locations
Leave Administration
Principles of Leave Administration
Annual Leave
Sick Leave
Leave Without Pay (LWOP)
Chapter 8. Labor Relations
Overview
Overall Philosophy
Keep the Union Informed
Treat the Union Well
Let the Union Have Some Victories
Negotiations
Be Prepared
Stay Cool
Understand the Long-Term Impact of an Agreement
Frame the Issue
Unfair Labor Practice (ULP) Charges
Grievances
Grievance Procedures
How to Handle a Grievance
Lessons Learned
Build a Personal Relationship with the Union
Use Humor
Be Wary of Union Factoids
Learn to Think Like the Union
Chapter 9. Equal Employment Opportunity
Overview
Philosophy
Be Honest
Look at Things from the Other Person’s Perspective
Know Your Statistics
The Most Common EEO Issues
EEO Issues Involving the Disabled
Sexual Harassment
Strategies and Tactics
Rally the Workforce Around the Mission and the Metrics
Be Careful What You Say
Don’t Act in a Vacuum
Make Sure Your Supervisors Are Sensitive to Their EEO Responsibilities
How to Handle Filed Complaints
Stay Calm
Settle Case Where Appropriate
Pick Your Battles
Final Thoughts
Notes
Index
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