Support staff such as child minders suffer from lack of appropriate feedback from their managers. No monthly individual interviews are held; no appraisal process is in place for the child minders of the organization. Solutions Building positive relationships create positive energy. Employees are more loyal and committed to their work.
Support staff such as child minders suffer from lack of appropriate feedback from their managers. No monthly individual interviews are held; no appraisal process is in place for the child minders of the organization. Solutions Building positive relationships create positive energy. Employees are more loyal and committed to their work.
Support staff such as child minders suffer from lack of appropriate feedback from their managers. No monthly individual interviews are held; no appraisal process is in place for the child minders of the organization. Solutions Building positive relationships create positive energy. Employees are more loyal and committed to their work.
A non-governmental organization that exists since..
Every year over 100 workers provide services to over 25,000 people in 50 locations.
Services offered: settlement services to newcomers in Farsi Spanish, Russian and Tamil;
employment services, including self-employment;
financial literacy and leadership training, etc.
Some of the workshops offer childminding services for parents with young children.
Problem:
Improvement of Positive Interpersonal Relationship between child minders and manager/facilitator Improvement of Effective Communication. Support staff such as child minders suffer from lack of appropriate feedback from their managers. Lack of Appraisal System.
Background of the problem: The employees are from diverse International backgrounds, which is totally different from Canadian work place culture.
The employees are from different Linguistic groups(English not being the first language), causing communication gap.
Child minders do not receive any formal feedback from their immediate supervisor.
no monthly individual interviews are held;
no appraisal process is in place for the child minders of the organization. Background of the problem: a childminder may be supervised by a different manager/facilitator during various workshops;
Clip art of a confused woman. Lets do it this way Lets do it the other way Lets not do it at all! In most cases, the managers and the childminders have different cultural backgrounds. Check presentation for Marlene on culture and feedback plus the textbook.
Organizational chart Workshop facilitator N1 Workshop facilitator N2 Childminders immediate supervisor Childminder (ECE) Childminder assistant (no ECE) As a result feedback is Spontaneous
Irregular
Confusing As a result (ignore for now): Stories:
1. Confused about their performance, about their future in the organization, thinks that she can be re- hired (invests in the education); however not re- hired on a new contract 2. Work part-time for the organization, decides to get another part-time job, never asked to work again. 3. Works for the organization and unsure whether she should invest in her education Solutions
Building Positive Interpersonal Relationship. Positive relationships create positive energy. Employees are more loyal and committed to their work and to the organization when positive relationship exists. This helps to improve in exchanging information, dialogue and knowledge transfer. So the organization should provide training and workshop for child minders and supervisors. Solutions Developing Effective Communication Skills. The E-mails and face-to-face communication skills are the two important means for effective communication in the work place. The child minders and the supervisors should be provided a workshop on effective communication skills. Solutions Providing Informal Feedback. The informal feedback is to be provided whenever the supervisor feels it necessary. The day-to-day working relationship between child minders and the supervisors shall offers an opportunity for the child minders performance to be judged. This judgment can be communicated through conversation on the job, over coffee, or by on-the-spot examination of a particular piece of work. Informal feedback is especially appropriate when time is an issue. The delayed feedback is less effective. Frequent informal feedback to the child minders can also prevent surprises when the formal evaluation is communicated.
Solutions
Developing Formal Appraisal system.
The organization shall develop a formal appraisal system and conduct formal appraisals for deciding promotions, lay-off, terminations and training needs of child minders. The formal appraisal can be conducted once or twice a year.