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    The Guide for Frontline Supervisors (And Their Bosses): A Handbook for Supervisory Success
    The Guide for Frontline Supervisors (And Their Bosses): A Handbook for Supervisory Success
    The Guide for Frontline Supervisors (And Their Bosses): A Handbook for Supervisory Success
    Ebook169 pages1 hour

    The Guide for Frontline Supervisors (And Their Bosses): A Handbook for Supervisory Success

    By Tim Hewitt and Tom Zabor

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    About this ebook

    A concise working summary of principles for those who manage people, particularly new front line supervisors and their bosses. Can be used as a basis for supervisory and leadership training in any type of organization. Based on practical knowledge and lessons learned from over 80 years of combined, successful business experiences.
    LanguageEnglish
    PublisherAuthorHouse
    Release dateJul 20, 2011
    ISBN9781463401689
    The Guide for Frontline Supervisors (And Their Bosses): A Handbook for Supervisory Success

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      Book preview

      The Guide for Frontline Supervisors (And Their Bosses) - Tim Hewitt

      © 2011. Tim Hewitt - Tom Zabor. All rights reserved

      No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

      First published by AuthorHouse 7/14/2011

      ISBN: 978-1-4634-0170-2 (sc)

      ISBN: 978-1-4634-0169-6 (hc)

      ISBN: 978-1-4634-0168-9 (e)

      Library of Congress Control Number: 2011907389

      Printed in the United States of America

      Any people depicted in stock imagery provided by Thinkstock are models,

      and such images are being used for illustrative purposes only.

      Certain stock imagery © Thinkstock.

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      SU’PER VI’SOR One who oversees or directs the work of others.

      According to the 1935 National Labor Relations Act, Section 2 (11):

      The term supervisor means any individual having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, or discipline other employees, or responsibly to direct them, or to adjust their grievances, or effectively to recommend such action, if in connection with the foregoing the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment.

      Authors’ note: An individual generally needs to satisfy only one of the above employer interests in order to qualify as a supervisor under the NLRA.

      Contents

      Preface

      Introduction

      1. The Role of the Frontline Supervisor

      2. The Business of Your Business

      3. Performance Management and Compensation

      4. Communications and Employee Relations

      5. Legal Requirements

      6. Recruiting, Hiring, and Retention

      7. Training and Development

      8. Labor and Union Relations

      9. Leadership and Team Building

      10. Occupational Safety

      11. Management of Your Time

      12. Fundamentals

      Preface

      The inspiration for this book came to us at a bar, over drinks with the union leadership from our last place of joint employment. The union leaders had invited us to join them to celebrate Tom’s retirement and Tim’s promotion to another corporate position. The authors had worked together for over twenty years with other unions in other companies and had similarly celebrated other events with union leaderships.

      The get-together was enjoyable as we recounted events of the past five years of working together in a dynamic environment of business transitions. High points and low points of collective bargaining and contract administration were reviewed. At one point a member of the union’s Executive Committee told us that the two of us should write a book. In his opinion and the opinion of the other union members, our approach to dealing with employees, both union and nonunion, was honest, unique, and effective.

      We had already planned to establish a consulting partnership, and we immediately felt that a book could be an excellent introduction to potential clients—while at the same time memorializing some of the unique successes we had achieved in our careers.

      We discussed the idea, and we both agreed that a useful book, incorporating our experiences, could be best written from the perspective of the first line supervisor, the credible messenger that we had found over the years to be so vital in dealing with the employees of any organization. We reviewed our idea with a number of company leaders and human resource professionals, and they all strongly agreed that such a book was certainly needed in their organizations, many calling it THE priority.

      As we began to write, we knew that the link between the successes of any frontline supervisor and company leadership was too significant to ignore. The book has a primary focus on the frontline supervisor; we have tried, therefore, to clarify the absolute need of leadership communications, direction, and support of the frontline supervisor.

      We also decided to avoid an academic approach and wrote in such a way as to practically summarize our experiences—what turned out to be a toolbox approach supervisors (and company leadership) can use as they encounter the different aspects and challenges of doing their jobs. Each chapter topic has been individually selected as dealing with an important ingredient, a tool, that we have learned (sometimes by trial and error) and that every supervisor should know.

      Chapters have been introduced with hypothetical situations and questions that a supervisor might consider as new chapters begin. These introductions are there as preparations to generate some thought, and each individual supervisor should have other useful questions relevant to their own situation.

      Finally, there are some basic concepts that we feel are imbedded in the book but need to be emphasized in dealing with this profession—and art—of supervision. One is quality. Although there are hundreds of books written about quality, it’s our belief that the concept of quality can best be described as doing the right thing, the correct way, the first time and each time. Obviously this is easier said than done but, with leadership support, efforts at continuous improvement should be a goal.

      We have found also that most successful companies invest in their employees, in most cases by employee training and development. But we have found that companies that focus on a realistic employee evaluation process also can reap huge benefits.

      This book was written to apply to most organizations and to all of its employees. The book is not pro-union or pro-management but has been written to objectively improve a company’s business success through its people—via the frontline supervisor. While recognizing that company employee handbooks and collective bargaining agreements create unique business environments and cultures, we believe that this book in a simple way spells out concepts that, if executed, will improve your business success.

      Tom Zabor and Tim Hewitt

      Indianapolis, May 2011

      Introduction

      1. This handbook is intended as a practical real life guide to help organizations and their frontline supervisor level of management (the FLS). It is not a catchall, know-all textbook, but a sharing of what we have learned that works. We have tried to capture what, amid a sea of consultants and published books, has worked for us.

      2. The marketplace seems to need this type of book. Our economy will grow as it always has, with small to medium-sized companies leading the way, and with a continuing need for people new to supervision. This book is written for them (and for company senior leadership).

      3. People are a very important asset of any organization. Invest in them, trust them, listen to them, and communicate with them, and they will want to contribute to your business success.

      4. Your employees need to know how your organization is making (and spending) money, and they need to understand the business of your business.

      5. The FLS’s relationship with his or her own employees is a critical component of business success. This book is written more

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