Finalised Epm Assn 2


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  • Hi all, this is Lee Min. So first, let me start with the Strength factor of the word SHAPE. Strength is the skills that individuals possessed. A company needs to make sure that the employee that they employ has the skill set needed to do a particular job effectively.
  • However, hiring the right employee can be a challenging process because hiring the wrong employee is quite costly to the work environment, time consuming and expensive. On the other hand, hiring the right employee will result in a successful employment relationship, greater employee productivity and a positive impact on the total work environment. Hence, it is important to place employees where they can operate potentially out their strengths instead of their weaknesses. To begin with this, the first step is to understand the strengths of the employees, and the new employees who are about to join.
  • Finalised Epm Assn 2

    1. 1.
    2. 2. The Way of the Shepherd1. Know the condition of your flock2. Discover the shape of your sheep 3. Help your sheep identify with you4. Make your pasture a safe place5. The staff of direction6. The rod of correction7. The heart of the shepherd<br />
    3. 3. Chapter 2 :Discover the ‘SHAPE’ of your sheep <br />
    4. 4. S.H.A.P.E - Strength<br />Skills that individuals possessed.<br />Employees need to have the skill set needed to do a particular job effectively. <br />
    5. 5. S.H.A.P.E - Strength<br />Hiring employees is challenging because<br />Wrong employee<br /><ul><li> Costly to the work environment
    6. 6. Time consuming
    7. 7. Expensive</li></ul>Right Employee<br /><ul><li>Successful employment relationship
    8. 8. Greater employee productivity
    9. 9. Positive impact on the total work environment</li></ul>Hence it is important to place employees where they can operate potentially out their strengths instead of their weaknesses<br />
    10. 10. S.H.A.P.E - Strength<br />Every employee plays a vital role in the company<br />In today&apos;s economy, companies cannot afford employees who are not contributing<br />Therefore, it is important for a manager to discuss the strengths and weaknesses with their employees. <br />
    11. 11. S.H.A.P.E - Strength<br />Why is there a need to discuss strengths?<br /><ul><li> It can help to develop employees’ strength even more, making </li></ul> them a better employee. <br /><ul><li> The employees can also develop a more positive work attitude</li></ul>Why is there a need to discuss weaknesses?<br /><ul><li> Addressing weaknesses is also as important as addressing their </li></ul> strengths, maybe even more. <br /><ul><li> The only way that an employee can work on their weaknesses </li></ul> is by first acknowledging that they have them. <br /><ul><li> For those employees who are weak in the area that they are </li></ul> currently working on, they can improve their skills through <br /> training programmes, professional development, or receiving <br /> teaching and mentoring from someone who understands these <br /> skills well.<br />
    12. 12. S.H.A.P.E - Strength<br />As quoted from the book, <br />“As a shepherd, your choice of sheep can make flock <br />management easier or harder.”<br />Managers need to carefully evaluate to determine whether the interviewees can be an addition to the team that they envision for the future accomplishment of goals.<br />
    13. 13. S.H.A.P.E - Strength<br />Here are some of the strengths that managers can look out for a “healthy” and productive employee: <br /> Good communication skills<br /> Organizational skills<br /> Computer or technical skills<br /> Problem-solving skills<br /> Management skills<br /> Responsibility<br /> Professionalism<br /> Flexible <br /> Commitment<br /> Honesty/integrity<br /> Willingness to learn<br />
    14. 14. S.H.A.P.E - Heart<br />As quoted from the book: <br />“It doesn’t matter how strong you are in a given area if you’re not motivated to exercise that strength, so I want to know what my people are passionate about. If I put them in areas that reflect their passions, they’ll arrive to work like they’ve been shot out of [a] cannon,” explained Dr. Neumann.<br />
    15. 15. S.H.A.P.E - Heart<br />“Every man is proud of what he does well; and no man is proud of what he does not do well. With the former, his heart is in his work; and he will do twice as much of it with less fatigue. The latter performs a little imperfectly, looks at it in disgust, turns from it, and imagines [him] self exceedingly tired. The little he has done [] comes to nothing, for want of finishing.”<br />Abraham Lincoln (September 30, 1859 in Address before the Wisconsin State Agricultural Societe)<br />Quote website:<br />
    16. 16. S.H.A.P.E - Heart<br />As a shepherd of your flock, how can you judge how passionate are your employees towards work? Or how each employees can judge their passion level for work…<br />Experience, believes in “I just do it”, action driven, exercise own goals, reactive!<br />Values real value learning, believes that he can influence, positive, builds and suggests ideas<br />Values survival, believes that no one listens, sensitive to self blame, struggles much and lives in confusion. <br />Values efficiency, believes that others make the decisions, neutral, place organisation goals first, rather critical detached<br />
    17. 17. S.H.A.P.E - Heart<br />Passion comes from many different sources within us. <br />The Passion Matrix measures two factors:<br />The perception of the value our work makes to our personal lives<br />The understanding of the value the business contributes to the world. <br />Many enlightened businesses now understand the benefits of helping their employees to appreciate and align these two sources of passion. <br />
    18. 18. S.H.A.P.E - Heart<br />Get it going!<br />1 2 3 4 5 6 7 8 9 10<br />
    19. 19. S.H.A.P.E - Heart<br />Other ways to discover the burning passion in your employees:<br />Simply finding out if someone can &quot;get passionate&quot; about a topic is telling.<br />“In the past year I&apos;ve watched two high level executives be asked to leave their jobs not because of expertise but a lack of emotional intelligence. Their superior cognitive intelligence simply couldn&apos;t overcome their inability to connect with people in meaningful ways.” said Steve Roesler<br />When someone does reveal a slight personal passion, ask the question, &quot;How would you see that kind of excitement carrying over into your work?“<br />Posted by: Steve Roesler, Principal and Founder of the Steve Roesler Group<br />
    20. 20. S.H.A.P.E - Heart<br />In the times of searching for a ‘passionista’ to join your flock, you as a leader has to be passionate recruiter too!<br /><ul><li>Be proactive and energetic
    21. 21. Learns to motivate and inspire themselves
    22. 22. Transcends any visible or imaginary limitations and consistently thriving
    23. 23. Has a clear conviction of oneself
    24. 24. Learns from past mistakes and always endeavors to improve and better oneself</li></ul>Shared by a Passionate Recruiter:<br />
    25. 25. S.H.A.P.E - Heart<br />As a leader of your flock, you need to understand that people you manage set goals/ desires that are connected to their deepest thoughts; their passion. <br />You will do that if you are a good shepherd of your flock, be it you are a manager, coach, mentor, etc... <br />As Dr. Neumann often says, that’s the way of the shepherd. <br /> , blog post by Halina Goldstein, expressing her inner thoughts on how it was tough to be working without passion.<br />
    26. 26. S.H.A.P.E - Attitude<br />&quot;The greatest discovery of my generation is that human beings can alter their lives by altering their attitude of mind.&quot; - William James, Psychologist<br />
    27. 27. S.H.A.P.E - Attitude<br />Become passionate about relationship between the team members and the work which are needed to be accomplished.<br />It’s all about self-awareness.<br />The attitude to learn, share and respect. But not to put blames onto others when things turn wrong.<br />
    28. 28. S.H.A.P.E - Attitude<br />Real life experience 1<br />There was once when all of us were tired but had to complete the assignment by that particular night. He just threw most of the thing (including the part that he was to do) to us and claimed that he was tired, resulting that he couldn’t think – not taking into consideration that we all were drained off as well. In the end, we did help to edit his part although our brain cells were completely killed.<br />What we feel?<br />Not concern about how his team mates were going to deal with the rest of the assignments.<br />No responsibility. <br />
    29. 29. S.H.A.P.E - Attitude<br />Real life experience 2<br />Always wanting to choose the easiest part of the question. <br />What we feel?<br />It is understood that everyone will go for the easiest task given, but if nobody volunteers to do the harder parts, then the whole assignment cannot be accomplished. He seemed selfish and to take advantage of the rest of the team mates in that sense that they will do the harder parts because they wouldn’t want to jeopardize their results.<br />
    30. 30. S.H.A.P.E - Attitude<br />Real life experience 3<br />There was once we had to experiment our project outside for more evidences to prove on our stand and we all decided to meet up one day during the weekend for it. But he seemed no interest in going out with us and claimed that it wasn’t necessary for everyone to be present BUT it was a group project. And it was reasonable that everyone had to work together although there were not a lot of things to be done.<br />What we feel?<br />Not committed at all, no motivation. From this, it can show that he does not support team work.<br />
    31. 31. S.H.A.P.E - Attitude<br /> During 1 of the discussion, we faced disagreements while deciding to split tasks among one another. <br /> We’ve drawn lot for who taking which question to be fair. Timme got the part which Eugene already had the answer. Eugene seemed unhappy about the fact that he got another question instead of Timme’s and not reluctant to do his part. <br />
    33. 33. Timme &lt;;<br />Timme says:<br />Anyway this afternoon was a little pissed, so does the other two. I was talking on behalf also.<br />but yeahshope its can be rest aside. Hopefully its a lesson learnt in some way or another.<br />Eugene says:<br />pissed with me?<br />Timme says:<br />yeahs to be honest ya<br />Eugene says:<br />for not doing anything?<br />Timme says:<br />not say nothing but actually is the attitude la<br />Eugene says:<br />i really not dont want to do my part<br />i swear i was only telling you that I already have the answers that you are supposed to do.<br />forget it<br />i think u all also wont believe<br />
    34. 34. Timme says:<br />its not that issue<br />ur words are a little confusing and misleading for us sometimes <br />in that case, we misunderstood, we are sorry.<br />i dont know what much to say. but its not only i have comments la. <br />lets not make this situation tense.<br />if anything, tml we can trash things out face to face if we all can take it<br />cos some stuff as a friend, we also try to control.<br />Eugene says:<br />late already, u check already faster go slp ba<br />Timme &lt;;<br />
    35. 35. S.H.A.P.E - Attitude<br />Conclusion:<br />If you have a right attitude towards working together with your fellow team mates, everything can be easily done because of team spirits and you respect what they suggest. Treat others as how you want to be treated.<br />
    36. 36. S.H.A.P.E - Personality<br />About<br /><ul><li> Individual brings about differences
    37. 37. Sole trait which differentiates oneself </li></ul> from another<br /><ul><li> Showcases about how that person likely </li></ul> to act and feel in a variety of situations<br /><ul><li> Crucial to understand the personality </li></ul> different employees<br /><ul><li> Placing individuals into jobs and organization </li></ul> which suits their personality<br />
    38. 38. S.H.A.P.E - Personality<br />Quoted from Book<br />The main point of Personality: <br />“Put each person in a position that reflects his or her personality”<br />It was stated that:<br />“Some people are introverts, others extroverts”<br />“Some people love repetition; others need variety”<br />“Some people thrive on structure; others need change” <br />
    39. 39. S.H.A.P.E - Personality<br />Traits<br /><ul><li> Strong influence on job attitudes – affect behaviours
    40. 40. Several relevant personality traits for work behaviour:
    41. 41. self-efficacy
    42. 42. self-esteem
    43. 43. self monitoring
    44. 44. proactive personality</li></li></ul><li>S.H.A.P.E - Personality<br />Real-life experience<br />Internship period –<br /><ul><li> Allocated to Operation sector
    45. 45. Departments are required to work together
    46. 46. IT personnel A* had worked for close to 5 years in the </li></ul> same industry/company<br /><ul><li> Did the same thing in his job each day with the same </li></ul> system<br /><ul><li> Changes were executed- employee transfer and </li></ul> movements within certain departments<br />* Fake identity to protect user<br />
    47. 47. S.H.A.P.E - Personality<br />Real-life experience<br />Internship period –<br /><ul><li> IT department had no shifts and transfer
    48. 48. A new system was being implemented
    49. 49. Necessary for all IT personnel to work on the new system
    50. 50. A* was not satisfied with the current changes – often tries </li></ul> to use the old system <br /><ul><li> Results in disrupting the entire system in the IT network
    51. 51. Personality of repetition and possesses a low tolerance for </li></ul> changes<br />* Fake identity to protect user<br />
    52. 52. S.H.A.P.E - Personality<br />Conclusion<br /><ul><li> Personality differs between one another
    53. 53. Does this person’s personality traits fit what is needed for that </li></ul> respective job? <br /><ul><li> Placing individual in areas which exhibit his/her personality
    54. 54. Aid in boosting the company’s overall system or process</li></li></ul><li>S.H.A.P.E - Experience<br />Extract from the book:<br />Often the key to understanding a person and knowing where to place him or her in a team is to learn something about their life experiences.<br />Each person is a product of their life experiences. <br />
    55. 55. Real Life Experience<br />During 6 month of internship,<br /><ul><li>Posted to Goodrich Aerostructure Company, Purchasing Department.
    56. 56. Under supervision of a Supply Chain Manager
    57. 57. A fatherly-figure boss
    58. 58. Was employed for not more than 2 years
    59. 59. Graduated from school of engineering 30 years ago
    60. 60. An engineer with 30 years of experience in engineering fields</li></li></ul><li>Engaging People With No Related Work Experience<br /><ul><li>Irony, he was posted to </li></ul> Purchasing dept with his engineering skills to supervise staff from purchasing as well as the stores.<br /><ul><li>Possess a positive attitude with good foresight
    61. 61. Apply engineering skills to work together with purchasing process.
    62. 62. Revise current processes and improve new processes
    63. 63. Able to identify unnecessary procedure
    64. 64. Increase work efficiency and effectiveness of the staff.</li></li></ul><li>How can it relate to SHAPE- experience<br />Although he was an engineer before,<br /><ul><li>he manage to portray his work well
    65. 65. Gain experience from current job.
    66. 66. Not necessary to place someone with similar position from their previous job to replace the empty position.
    67. 67. Capabilities and qualities have proved that he is suitable.</li></li></ul><li>Capabilities and Qualities:<br />Some of his capabilities and qualities:<br /><ul><li>Keen to learn
    68. 68. Gain new job experience thru learning it
    69. 69. Understand the needs of customer.
    70. 70. Ability to manage them by meeting their requirement.
    71. 71. Managing the “entire customer experience.” And, the customer includes everyone on his project team.</li></li></ul><li>Other Qualities<br />Skills for the job<br />Passion for the job<br /> Meeting new challenges<br />Right attitude<br />
    72. 72. Conclusion:<br /><ul><li>Not necessary to have related work </li></ul> experience <br /><ul><li> Important to know their various </li></ul> experience <br /><ul><li> Find what they are passionate about </li></ul> and place them accordingly. <br /><ul><li> Pick attitude over talent.
    73. 73. Since a person is a product of their </li></ul> life experiences, match their job <br /> with personality<br />
    74. 74. Evaluation of SHAPE in context to EPM<br />Pros: <br />Escalation of productivity and efficiencies in Employees<br />Building of good relationship <br />Quick identification of good performance and performer<br />Cons:<br />Time constraint on comprehensive knowledge about employees<br />Time constraint on managing effort<br />Qualities of employees may affect management functions<br />Problems may surface with inappropriate handling<br />
    75. 75. From the book, we understand that <br />Managers must be good leaders and leaders must be good managers!<br />Managers should not neglect employee’s capabilities, weaknesses or needs, treat them equally and take the initiative to get to know them better by interacting with all of them.<br />By using…<br />THE HAMBURGER MODEL!<br />
    76. 76. The Original! Burger<br />Positive<br />Negative<br />Positive<br />For Employees with Weaknesses<br />
    77. 77. The Motivational! Burger<br />Positive<br />Improvements<br />Positive<br />For Employees with Strengths<br />
    78. 78. Manager’s qualities <br />
    79. 79. Manager’s qualities<br />Good – <br /> Employees look upon him as a leader to follow and thereby perceive the right attitude and motivation to work for him.<br /> Bad – <br /> No one will look up to him, loss of trust and loyalty - results in loss of all pocket change whereby the pocket change is all the people and values. <br />
    80. 80. Manager’s qualities<br />Knowledge -A thorough knowledge base is essential<br />Commitment - A manager is committed to the success of the project and of all team members.<br />Being Human - Employees value leaders who are human and who don&apos;t hide behind their authority.<br />Discipline/Focus - Discipline is the ability to choose and live from what one pays attention to.<br />Big pictures, small actions -Excellent managers see the big picture concurrent with managing the details.<br />Leadership - &quot;Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.&quot; – Warren Bennis<br />
    81. 81. Ethical Conduct of Managers related to SHAPE<br />Loyalty of Manager<br /> Concern for employees’, organisation welfare and employees’ families<br />Human Relations – act with integrity, avoid conflicts. <br /><ul><li>deal honestly with employees
    82. 82. show empathy when appropriate
    83. 83. evaluate the employees objectively
    84. 84. discipline the employees fairly</li></ul> Through ethical awareness, employees learn how to identify problems and how to resolve them.<br />
    85. 85.
    86. 86. References<br /> Randall S. Hansen, Ph.D., Katharine Hansen, Ph.D. What Do Employers Really Want? Top Skills and Values Employers Seek from Job-Seekers. QuintCarrers. Retrieved Dec 29, 2009 from<br /> DF. Discussing Strengths and Weaknesses with Employees. BusinessKnowledgeSource. Retrieved Dec 29, 2009 from<br /> Susan M, Heathfield. 10 Tips for Hiring the Right Employee. About.Com. Retrieved Dec 29, 2009 from<br />2009. “Quotes on Passion. Leading Thoughts. Retrieved December 29, 2009 from<br />Steve Roesler. 2008. How do you uncover the “Passion Factor”?. All Things Workplace. Retrieved December 29, 2009 from<br />Halina Goldstein.2007. On working without passion. The Inner Travel Journal by Halina Goldstein. Retrieved December 29, 2009 from<br />Joe Neitham. 2007. A Passionate Recruiter. A Recruiter Diary. Retrieved December 29, 2009 from<br />M2 Communications. Leading Thoughts. Attitude Quotes. Retrieved Dec 28, 2009 from<br />Jen. All about Attitude. Home. Retrieved Dec 28, 2009 from<br />Erdogan, Berrin., Bauer, Talya., and Carpenter, Mason.1969. Principles of Management. Flat World Knowledge. Retrieved Dec 28, 2009 from .<br />Images are extracted from Yahoo images, Google Images<br />The New York Times Company. 2009. Managing People. management. Retrieved on 29 December 2009 from<br />Jean Fahmy. 08/14/2008. The way of the shepherd. Retrieved on 29 December 2009 from<br />