Managers and Supervisors need to spend more time actively managing
PVA’s hands-on approach and direct one-on-one interaction with the staff is the key to their success.
- Dave Pickles, Senior Director Power Production, Nova Scotia Power
Through our training, coaching and mentoring process, Managers and Supervisors will increase their time spent actively managing from a low of 5% to as much as 40 to 60%.
Historically, over the course of more than 500 projects, we have seen that Managers and Supervisors spend less than 5% of their day actively managing.
PVA’s training, coaching and mentoring methodology focuses on improving levels of active management in the day-to-day operations with specific goals centered around:
- Assigning work with a specific expectation with regard to safety, quality, service, schedule attainment and performance
- Following up on a regular basis with regard to those expectations
- Identifying operating variances and improvements by actively participating in the Problem Resolution Process with their employees
- Providing positive and constructive feedback to their employees in a timely fashion
A comparison of management activities: before & after
PVA’s goal is to shift the Supervisors and Managers active behaviors of supervising and training to where it provides added value to the work and the activities being performed. Ideally, through our training process, coaching and mentoring processes, Supervisors and Managers will increase their time spent managing from 5% to somewhere in the range of 40 – 60%.
Roles & Responsibilities
PVA’s experience has shown that most Managers and Supervisors are promoted from within an organization. This often means that the most technical and proficient employee is moved into a position of managing, without having the appropriate training, coaching and mentoring to be able to successfully manage their resources at the point of execution.
This process is one of the major causes of operational issues within organizations, and is why PVA includes management behavior as a critical key component in our performance improvement methodology.
Most organizations have a Human Resources department that develops job descriptions for Managers and Supervisors, however that description typically falls short in that it does not adequately describe their actual roles and responsibilities. Roles and responsibilities do not replace job descriptions, but rather define what is expected of the people that are in management positions, and that are expected to provide support to their direct reports and the work processes.
Roles and responsibilities for Managers and Supervisors cover a number of areas including but not limited to:
- Setting clear expectations for their direct reports for the work to be accomplished
- Ensuring consistency between different individuals at the same levels of management
- Preventing inefficiencies within and between departments
- Providing employees with consistent follow-up and feedback mechanisms
- Ensuring that there is active management involvement in the Problem Resolution Process
Training, Coaching & Mentoring
The implementation of the PVA process in our organization has increased communication at all levels and has produced positive results for our customers and the business.” - Kelvin A. Shepherd, President, MTS/Allstream
As part of the training component of our methodology, and as part of the process improvement efforts, a key part of our approach in the workplace with Managers is the observation process.
By conducting properly structured observations Management is able to determine the correct work content for activities and work processes, as well as identifying potential training requirements for employees in their respective areas of responsibility.
The overall goal of the training, coaching and mentoring process is to create and implement tailored behavioral models to ensure that each Manager’s and Supervisor’s time is effectively applied at the point of execution.