Access Services Minutes - March 27, 2018

Outcomes: To bring AM I's together to discuss issues related to Access teams thus ensuring that staff and customers have a consistent experience across the system.

Two resource documents provided: 

• Discussion Questions on Being a Supervisor
• New Access Manager I Tips

Guided Discussion:

Organization Skills

The group discussed using various tools to stay organized, including print and digital calendars, Wonderlist, a “Simple” book, and bullet journals. Participants agreed that making lists and writing down to-do’s is essential, whether they are low tech or high tech.

Tracking Due Dates

Almost everyone in the group acknowledged that some form of reminder system was needed.  Many used a reoccurring calendar that can be updated quickly.  Some use their phones and smartwatches to chime as reminders.

Prioritizing Tasks

Working with your management team is essential, especially the other Access managers at the branch. There is a balancing of duties that involves scheduling certain activities being performed at certain times.  The evening can be the best time to do supervisory tasks since there is less staff working.  One suggestion was to "Eat your Frog," which involved doing your least liked project first so everything else seemed easier.  Scheduling "project time" on your calendar was greatly encouraged to ensure periods of minimal interruption for larger projects.

Getting Comfortable in the Job

Most felt as though they were still adjusting and finding what works for them and their branch.  It was noted that for some the job was different from what had been expected.  While learning the operations of the job, incumbents are developing a new mindset to approach changes in duties and interactions with staff from the supervisor perspective.

Building Confidence in the Job

The group recognizes that a new appraisal system is being developed but knowing what tasks and skills will be assessed would be helpful.  Managers also need to be clear about their expectations and how those expectations correlate to the actual job description. Weekly data highlighting work performed is very helpful in gauging whether new processes are working and how to gauge scheduling.  Determining priorities is a skill this group is constantly refining. Flexibility has been a factor in how innovative Access Managers feel as well as using the experience and feedback of their managers.

Knowledge of the Job

Overall, this group felt that they had a pretty good idea of what and how their staff did their assigned jobs.  Sometimes there have been specific procedures that AMIs have shadowed their staff doing.  Not only has this increased the proficiency of the Access Manager but has also acknowledged the expertise of team members.  This approach has led to an increased exchange of information and also an exploration of why certain tasks are done a certain way and how these procedures can be improved.

Change Management

The art of adaptability was the best tool for handling change and then helping your staff accept change.  Walking through a process and why it might be better is a way of helping your team adapt to new ideas.

When discussing what changes have recently been implemented, the efficiency of the backroom garnered the most attention.  AMIs have investigated ways to improve workflow, both independently and with staff input. Involving Access staff in identifying needed changes has been successful.  Smaller focus groups were suggested as well as using clear goals with a set date for evaluating whether they are effective or not.  Excellent communication has been key.

Communication as a Supervisor

It is important to recognize that AMIs are no longer individual contributors and thus communicate differently. New supervisors need to understand the why behind decisions, know when decisions are up for discussion or not, and know how to make these changes work for your team. Using a positive attitude while presenting the "why" improves the success in developing the “how.”  It is also important to develop a partnership with Engagement staff and managers, complimenting each other's duties and responsibilities.

The group discussed the pros and cons of sharing all information immediately versus reflecting on the best time and method to share it. Discussion centered around whether the information was in a “final” form or still in early stages with lots of potential changes to come, whether feedback was requested on the information, when it would be implemented, whether it was confidential, and who it will affect. Supervisors can find themselves in a role where friends ask for “inside information,” making it difficult for the supervisor to navigate those friendships and maintain confidentiality. It’s important to remember that "we" are now part of the "They" who make and implement decisions.  Also, remember the effect of misinformation on real people that have real positions within the organization.

Committee Work

Committee work in the system has a significant digital aspect, requiring frequent check-ins and individual assignments between meetings. When deciding to join a committee, consider what you will do to keep up with all the details and stay engaged. Keep your committee goals in mind and keep the work in the forefront of your day. Establish due dates in advance and make sure everyone is aware of them.

Supervisor Documentation

Time and attendance documenting

Employee time and attendance was discussed as well as knowing the different classifications for staff. An emphasis was placed on accuracy in time management, handling time clock issues and accuracy in hours data. Different designations for leave was noted as well as the invaluable resource HUM can be. Timecards are legal documents, so be sure that they accurately reflect time worked.

General Documentation

Risa shared best practices for creating documentation. Documentation can be for good performance as well as areas of needed improvement. Important information to record is who it relates to, what happened, and when it happened. Be sure your record shows when you created the documentation and your name. Then, after discussing it with the employee, record when you talked to the employee, agreed upon future steps, and any follow-up dates. There are various tools and forms available for documentation purposes. Be sure to use a consistent approach for documentation for anyone you supervise, including how much to include and the tools/forms used. Official documentation is held in employee files in HUM, though supervisors often have a copy locally as well.

Please send any questions or future ideas for meeting topics to Risa. The next Access Manager I meeting is June 26, 2018, at 1:30 pm at the Edmond Library.