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Nina Garner
I'm in HR at a charity. My main responsibilities are Learning and Development. I believe in a strength-based approach to drive performance through engagement in the pursuit of excellence.
Location UK
Activity
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Nina Garner made a comment
I did and I did one in relation to the organisation I work in and team.
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Nina Garner made a comment
My dream was to be a pathologist, a combination of law and medicine.
I think my role is about applying the law and caring for others so it's a match of sorts! -
Nina Garner made a comment
I wanted to be pathologist, I now run my own events and security company and work for a charity in HR specialising in learning and development.
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Nina Garner made a comment
I like getting a fundamental understanding of my team individual strengths and motivations and leverage those so we have an adult to adult working relationship. Once i know they can suck an egg, i'm not going to keep training or watching them do it.
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Nina Garner made a comment
All four, conviction hugely important as a start point, if you're not how could anyone else be?
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Nina Garner made a comment
Delegation fundamental to development and keeping the employee challenged and progressing. Delegation should be of exciting projects not just the boring day to day the manager can't be bothered to do. Credit and recognition should be given to the delegated not taken by manager!
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Nina Garner made a comment
and to remain authentic to yourself building trust.
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@DrPennyWalters I believe management style needs to be adaptive, theories are great to read and help give us a language to explain what is going on!!
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Nina Garner replied to Dr Penny Walters
@DrPennyWalters Fundamentally Carla's responsibility is to have a running service, in a labour market which it is difficult to recruit staff, this approach will only alienate the workforce where they all could potentially walkout. Whilst her observations may have some validity, she is unlikely to pull her team together to embrace new working practices.
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Nina Garner made a comment
Theory X - in the directional stage, when a task is urgent and important. Y when employees learn and are trusted to complete work solo.
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Nina Garner made a comment
Brandon/ bureaucratic
Anita/Democratic
Kiradesh/ laissez-faire
Jenny/ Bureaucratic
Soren - Autocratic -
Kei/laissez-faire
Cam /democratic
Eduardo /autocratic
Ping /Democratic
Rafeal/ bureaucratic -
Nina Garner made a comment
Autocratic:
Strength- Total responsibility. If the team need a lot of direction good to use.
Weakness- Lack of buy-in from the team.Bureaucratic:- By the book achievable results easy to measure. If the team need a lot of direction good to use.
Weakness- lack of input and innovationDemocratic:
Strength: Better teamwork, shared... -
Nina Garner made a comment
Never asking someone to do something you are unwilling to do yourself.
Setting smart objectives
being authentic
not blaming but learning -
Nina Garner made a comment
I would add that leaders do not always have to be at the top of an organisation, leadership skills can be displayed all over and should be recognised, they are the super-engaged who carry the standard and momentum forward of an organisation.
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Nina Garner made a comment
Good managers – what is it about these people that you feel made them good managers? Adapted style to suit the person, directed when needed, delegated often, challenged for growth, empathetic, authentic, knowledgable, honest, worked with peoples strengths, human.
Your experiences with bad managers – similarly, what was it about these people and the...
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Nina Garner made a comment
So many skills required to be a good manager, communication, flexible, team player, listener, adaptive, authentic, role model......
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Nina Garner made a comment
I've enjoyed this.
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Nina Garner made a comment
I liked the action plan and we are currently developing plans to move operations home due to the coronavirus. I liked the ideas explained by others in their plans of dedicated office space, which I have but didn't write. I will need to make sure I keep social interaction going as I can become reclusive which affects my mental health.
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Nina Garner made a comment
Access and cost!
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Nina Garner made a comment
I use the Google suite and doodle to get times when everyone wants to meet.
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Nina Garner made a comment
Team 'virtual meetings', clarity on when you are available and when not, use of shared calendars. Like the idea of a team activity!
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Nina Garner made a comment
I use the Kanban method on Trello for individual and team tasks. We also use a networking trello to share information across local charities.
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Nina Garner made a comment
Love Trello and SLACK. Where I am now doesn't utilise software but I have introduced the google suite to assist. People do need to zoom/Skype to see and hear each other. Interesting to hear about RIOT
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Nina Garner made a comment
I am responsible and complete work by scheduling priorities. I communicate effectively, though this is not easy when other team members do not. An instant messaging service would help such as SLACK. I am realistic with goal setting and can walk away when 'blocked'.
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Nina Garner made a comment
Looking forward to finding out more on Kanban, am a trello fan !
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Nina Garner made a comment
flexibility (being able to work flexible hours) - work earlier and end earlier if i'd like
free time (time to do the things you love) - less time commuting
productivity (finding satisfaction in completing tasks) - more creativity
social contact (the need to be in contact with other people) - I would join local remote workers groups. -
Nina Garner made a comment
That looks lovely, the desk is clearly a defined work area.
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Nina Garner made a comment
VPN when working remotely.
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Nina Garner made a comment
Have times and stick to them. Don't work too late as you may not sleep and that will impact stress levels.
She needs to have someone minding the children when she's working. -
Nina Garner made a comment
I like the clear division, space and time.
I was concerned to see a woman working with a baby crawling on the sofa! -
Nina Garner made a comment
Distractions are my biggest challenge, so I have created a good home office environment. I do enjoy social contact and in my HR role face to face regular contact with people is essential.
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Nina Garner made a comment
The employer must come from trust and output based place. Remote working is less about hours in a seat and completely regarding quality work on time. I can see how managers need to do regular 1:1s and other meetings around the team and individual performance.
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Nina Garner made a comment
I'd expect many of the jobs to be IT-based. Cloud-based/VPN technology makes it easier to work remotely.
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Nina Garner made a comment
Why is remote working is always equated or justified by having child care? I think that if Lillian can find a good support network, with professional mentors, and doesn't see remote working being the solution to child care costs, she should try it. Social isolation, not having contact with people to learn from may be an issue.
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Nina Garner made a comment
Why are you interested in remote working? I would like to have a more creative environment with less staring at a wall with little light.
What are your motivations to consider remote working? More creative work.
What particular challenge could remote working solve for you? Difficulties around certain people! -
Nina Garner made a comment
I have the option of working from home on occasion but prefer the office environment. My home office is a great and defined workspace. I am more productive when producing large pieces of work as there are not the usual distractions.
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Nina Garner made a comment
It is, as long as it is not a substitution for childcare!
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Nina Garner made a comment
Why are you interested in remote working? More headspace to create interesting thought pieces
What are your motivations to consider remote working? Distractions and bad working environment
What particular challenge could remote working solve for you? Desk space!! -
Nina Garner made a comment
With better work-life balance and the empowerment of choice, I would assume productivity would improve.
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Nina Garner made a comment
Hi, I'm Nina, I work in the HR department as a Learning and Development Specialist and trainer in the third sector. I'm keen to understand more around remote working due to our spread out teams.
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Nina Garner made a comment
I agree with Mary, I think proactive steps should have been taken to forsee both situations and have contingencies in place. Workplaces wait until people are stressed then take action rather than having a proactive approach.
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Nina Garner made a comment
Lead by example, not be overpowering and dictatorial!
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Nina Garner made a comment
1. What concerns and question might Karl have on returning to work? What about things he might be looking forward to?
Security of job, new faces, training opportunities, new projects, division of work! -
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Long term absence due to stress!
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Nina Garner made a comment
People hardly ever take a lunch break and mainly eat at their desk. It would be great to have lunch together initiative, move to a different area etc. I work for a charity where there is no space, no cash initiatives to invest. Changes would need to come from within.
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Nina Garner made a comment
Check when you send emails, leave messages, what are those timings conveying?
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Nina Garner made a comment
“It is tempting to take a parental approach and try to ‘look after’ our teams, but the real power lies in empowering everyone to take accountability for our own Well-being.” I like this quote, too often an adult-child relationship can develop and this neither empowers nor helps the employee become resilient etc.
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Nina Garner made a comment
In my role I promote, Values/principles, Social/collective and Personal growth
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Nina Garner made a comment
Accommodating when the managers are avoiding or competing!
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Nina Garner made a comment
Conflict is often ignored in the early stages where early intervention can de-escalate the situation. Often , managers are not skilled or equipped to intervene early enough and turn a blind eye.
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Nina Garner made a comment
I find it's often the preparation that gets overlooked. It's so important for all parties to have time to prepare and understand the agenda of the time there.
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Nina Garner made a comment
In many organisations, pay reward is still linked to the annual appraisal, but this should be linked to the years' performance not a moment in time. It is also interesting that organisations should be open to appraisals being challenged and questioned. I have experienced anonymous 360 statements being taken as fact when they are opinion.
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Nina Garner made a comment
What has the manager done differently in this case? Apologised, seen the staff member doesn't know what to do.
Did his reaction match with any of the ideas you discussed in the previous step? Yes
What do you think the effect of this different approach would be on the employee, the team and the customers? Inspired confidence in brand treating employees...
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When would you have addressed the issue? As the manager was unaware of other errors that would need investigating.
What steps would you have taken to improve performance? Check learning that person din know how to make the range of drinks, that they had support when the shop was busy so not overwhelmed when doing new task
What language would you have...
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Nina Garner made a comment
The new staff member could have been better trained. Conversations are not in the public space with one person in authority bullying another.
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Nina Garner made a comment
The manager's reaction was terrible, belittling staff in front of customers. The staff member could have been poorly trained if they have made the errors without support or feedback. A lesson in how not to do it!
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Nina Garner made a comment
My manager had regular check-ins with me setting me SMART objectives that challenged but didn't overload me. She saw potential and coached me out of my comfort zone.
The poor manager set objectives that were not measurable or relevant. Conversations were often cancelled. Performance reviews were irrelevant to progression or pay. -
Nina Garner made a comment
Collaboration, connectivity and belonging to achieve purpose.
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Nina Garner made a comment
Coaching section very useful, plus the list of other L&D options such as hackathons...
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Nina Garner made a comment
Karim needs to spend some time upskilling in the technical changes, this should be done on the job.
I would look to see if the reason he wants to change department is due to boredom as he's become a steady hand with little challenge. I would look to him mentoring/coaching someone in the team as well as shadowing in a new department as his move to a different... -
Nina Garner made a comment
Anika - bite-size learning with peer support directive approach
Karim - shadowing
May - coaching/mentoring - External senior forum events/roundtables -
Nina Garner made a comment
I recently completed my Level 5 Diploma - the classroom setting was a good break away from the day to day routine of work and class discussion was interesting with my peer group from different organisations.
The learning material pointed me in directions to find my own research material and interests.
The tutor was challenging due to his lack of... -
Nina Garner made a comment
I prefer a blended approach with the 70-20-10 ration in mind. The 70-20-10 Model for Learning and Development is a commonly used formula within the training profession to describe the optimal sources of learning by successful managers. It holds that individuals obtain 70 per cent of their knowledge from job-related experiences, 20 per cent from interactions...
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I realised that my 'modern' take was not 'out-there' but standard practice in progressive organisations that were coaching in style rather than directional (at time dictatorial)
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Nina Garner made a comment
In my last role, I created tailor-made inductions so people had the meetings and training they needed to get up and running with regular touch points to ensure people felt belonging, having the opportunity to raise issues with someone outside of the direct line management stream.
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Nina Garner made a comment
I would say non-existent in reality. There were multiple meetings but very little on how systems work etc. I've had to muddle through and self learn.
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Nina Garner made a comment
Unconscious bias - we need to be aware at all times, not only in recruitment but also in the day to day of the organisation.
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Nina Garner made a comment
I think job descriptions work at the recruitment phase but are seen as static documents and are not adapted as dynamic documents as the role evolves. This is often to benefit the organisation financially and not the person who may well be operating at a higher level than the JD.
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Nina Garner made a comment
Office administrative assistant: minimum 5 GCSEs required. - OK
Customer service advisor: must have 2-3 years experience.- Not ok, the experience of what? - better to ask for required skills
Fashion retail sales assistant required: aged 18-25 years. - Discrimination
Trainee recruitment consultant: must be a recent graduate. - why? could they have the...
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Nina Garner made a comment
Do a job analysis and job requirement before recruiting like for like, don't swerve from the objectives of the recruitment because someone is 'nice'
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Nina Garner made a comment
Focus on team and attitude, bringing a complementary skill set to the team.
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Nina Garner made a comment
Political and economic vastly affect the organisation being in Social Care and receiving ever squeezed funding from local authorities.
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Nina Garner made a comment
I understand that each individual may need a different style for them to achieve their potential.
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Nina Garner made a comment
I'm confident in the directional and facilitating, in the delegating I can find it difficult not to over check-in!
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Nina Garner made a comment
My best manager adapted her style to the person she was managing, for example, I required a fewer hands-on more autonomous style, whilst my colleague wanted a more formal directed approach. She achieved great results from her team. The worst I had was either micromanaging one moment and then no feedback.