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I work at a large historic site and have 4 managers and 70 tour guides in my department. Most of the guides are part time hourly staff members, and we schedule them to give public programs (think tours) and to attend monthly staff meetings and some continuing education sessions.  A couple of my managers and I would love to start implementing O3s with our part time, hourly staff.

Here are the challenges that we're facing. I'd love any advice folks have.

1. Scheduling - Because they are part time staff with very specific job responsibilities, scheduling an extra 30 minutes can cause problems with our tightly choreographed daily routines. Many of them also express resistance to driving a long way for a short meeting. Could phone meetings work?  How do restaurant managers do 1:1s with their wait staff?

2. Managers' Time - On a bi-weekly basis, each of my managers would be doing about  8-10 O3s with PT staff members. Managers have a vastly different set of responsibilities, so there won't be any chance to delegate projects to the PT staff. I know it will be worth it, but I just need to hear the encouragement. 

3. Resistance from PT employees - Many of our staff members are retired and admit to giving tours for the enjoyment of it. Some of them have been extremely resistant to our staff meetings and training sessions.

 

 

dulaine's picture

I dont know if this is the right forum, but I would like to try.

I teach at night 6-10pm, my supervisor tells me I am obligated to come to come to these meetings without pay, a whole hour prior to my start time.

These meetings were implemented at the onset of a new manager, I dont mind the meetings, I mind the assumption that I am availble on a consistant basis, for free.

dulaine's picture

I dont know if this is the right forum, but I would like to try.

I teach at night 6-10pm, my supervisor tells me I am obligated to come to come to these meetings without pay, a whole hour prior to my start time.

These meetings were implemented at the onset of a new manager, I dont mind the meetings, I mind the assumption that I am availble on a consistant basis, for free.

jennrod12's picture

I have five part-time people working for me and each one works one day a week (together they work one full-time position).  They are also in another country, so I never see them face-to-face (well, I met them once), and our time zones are off by 10 hours.  Furthermore, since they answer the phones and only work one at a time, I would have to do the O3 outside their normal shift-time so the phones are not unattended.

I would like to start doing O3s, but it seems weekly will be too often, because it would be every time they work!  Plus, I would be doing an O3 every day just with them, and I have other staff locally, too.  I don't think once a month would be often enough.  Any suggestions?

bacox's picture

 501c3gal,  those are definite challenges to implementing O3s, as MT recommends.  Mark and Mike often say their advice is for the majority, but not every situation.  Take a step back, look at the intent of O3s, and brainstorm creative ways to meet the intent (developing relationships with direct reports).  

Maybe you can implement O3s bi-weekly or monthly?  Telephone meetings aren't as effective as in-person meetings, but they are better than not meeting at all.  Can technology such as Facetime or Skype be used?  As for staff objections, what are the reasons for these objections?  Do they feel these will be an extension of staff meetings, where they will be lectured?  Explain the purpose of the O3s, and let them know this is an opportunity for them to talk directly with you about the issues they are having or what they did last weekend (their 15 minutes is for them).  

Look for creative ways you can develop the relationship with your staff.  You and they will be happier for it.  Best of luck!