Today’s work environment provides unique challenges never before experienced in dealing with management issues of personnel and labor relations. More government regulations, an extremely low unemployment rate, unprecedented salaries and benefits are all forces, which have an impact on the work environment.  

 

There are two areas of importance when dealing with personnel and labor relations for purposes of this discussion let us draw an analogy to the computer industry. In dealing with computers there is the hardware, which is the machinery, creating the parameters in which you must work. This is analogous to the regulations, laws, agencies and rules, or the structure. The other area is that which makes the computer work called software. This would be associated in the personnel world with how you work within the hardware or structure. However also included in this is all the other issues mentioned earlier such as competitive employment market, loyalty, public service, low unemployment and so on.

 

In dealing with the hardware portion a smart manager stays up with all the current relations and uses the resources of an attorney that specializes in labor relations and personnel law. It is also advisable to employ an on site Human Resources Director to assist you daily with these complex issues. Beyond that it is critical to train your managers and supervisors on an on-going basis. Additionally a personnel manual should be written, reviewed and revised regularly. Along with this a policy and procedures manual should be created laying out the proper procedures for performing each task. Development of job descriptions and constantly updating should also be part of the process. The populace as a whole is more litigious. This is true in dealing with employees as well as the general public. Careful attention must be paid to federal guidelines and other potential negligence issues from the general public.

 

The software side of personnel and labor relations is the creative side. In this area certainly one key is to lead by example. First and foremost the personnel direction must start with hiring smart. Talk to your board and make them realize how competitive the industry is and tell them what a huge investment has been made and in order to be competitive you will need to hire the brightest most qualified people possible. Then lay out a mission statement for the facility. With all key department heads formulate an attitude, a mission, a perception and a direction you want to follow. Communicate and clearly articulate your expectations to the staff. Remember you must “sell” this group of ideas to them. Always be open and keep them involved in what’s going on by monthly or quarterly luncheons. Share information with them, the good and the bad. Inspire, lead, and reward them. Let them know as a group and individually when they do a good job. Employee of the month programs are good but need to be creative when everyone does a great job and only one employee gets recognized.

 

Since private industry generally pays better wages and benefits, competition for the work force has become critical. Maintaining a constant and competent employee base in a public entity is becoming more challenging and one must be creative to compete with private industry. The loyalty factor of employees has also changed. Good people tend to move more often and finding other competent people plus the additional recurring cost of training presents additional challenges. Public service no longer is looked upon by the work force the way it used to be. Many people just don’t have the dedication for community, particularly with a thriving economy where they can better themselves and their family’s standard of living. The quality of the work force in place at the level of using physical labor for menial task has presented some additional challenges. Many of the people in a normal employment environment would not be working therefore the quality of the worker has diminished and the patience necessary to maintain people at those levels has changed an effected the quality of service we can deliver.

 

Lead with a plan, do not become a crisis manager. Create an environment for mistakes to be made without someone loosing their cool. Explain that constructive criticism is getting to the right way of performing a task. Let other people lead by delegation. Empower all employees to make decisions and solve problems. Teach them to bring in solutions along with problems.