ImpACT is our new approach to performance management at Nets. Moving away from the traditional approach to performance management by more focus on performance, development and engagement
Our new approach to performance management - discontinue the traditional performance management process and introduce a more agile and value adding approach
This document discusses measuring performance and provides guidance on developing performance standards and key result areas. It recommends identifying 5-8 key result areas for a position that are strategic and measurable. For each key result area, 3-6 performance standards should be set that are tangible, results-oriented metrics that can be evaluated as met or not met. The document also suggests listing the activities and skills required to achieve the standards without making them directly measurable. Developing clear performance standards aligned with organizational goals allows for fair, objective performance evaluations.
Discuss agile performance enhancement systems for agile teams(shaping up a ...Abhishek Johri
The presentation was used during Discuss Agile Summit at Bangalore. Talks about the impending need for radical changes required in performance management systems for agile teams. Talks about CHAMPFROGS model and M.O.R.P.H Reports.
The Senior Manager represents the MCoE functional operations and partners with business unit leaders and cross-functional teams to execute the MCoE operations plan. They work to improve the speed and proficiency of the MCoE teams and share responsibility for overall MCoE results. The Senior Manager provides leadership and direction to a team of professionals that develops and delivers technical solutions to support core business and fulfill MCoE objectives.
Managers act as translators to help staff understand organizational strategy and create aligned actions. They first ensure staff understands the strategic direction and key issues. Managers then help staff bridge the gap between current reality and the vision by focusing on a few important milestone projects with synergy and alignment to build momentum and capacity. The process is ongoing, with strategy dynamically adjusted through measuring the right outcomes and holding people accountable.
Managers act as translators to help staff understand organizational strategy and create aligned actions. They must first understand the strategy themselves, then communicate the vision, current reality, and milestones to guide teams. Managers bridge the gap between current performance and strategic goals by focusing teams on a few important initiatives sequenced for synergy, momentum, and capacity building, with accountability for measuring the right outcomes.
ImpACT is our new approach to performance management at Nets. Moving away from the traditional approach to performance management by more focus on performance, development and engagement
Our new approach to performance management - discontinue the traditional performance management process and introduce a more agile and value adding approach
This document discusses measuring performance and provides guidance on developing performance standards and key result areas. It recommends identifying 5-8 key result areas for a position that are strategic and measurable. For each key result area, 3-6 performance standards should be set that are tangible, results-oriented metrics that can be evaluated as met or not met. The document also suggests listing the activities and skills required to achieve the standards without making them directly measurable. Developing clear performance standards aligned with organizational goals allows for fair, objective performance evaluations.
Discuss agile performance enhancement systems for agile teams(shaping up a ...Abhishek Johri
The presentation was used during Discuss Agile Summit at Bangalore. Talks about the impending need for radical changes required in performance management systems for agile teams. Talks about CHAMPFROGS model and M.O.R.P.H Reports.
The Senior Manager represents the MCoE functional operations and partners with business unit leaders and cross-functional teams to execute the MCoE operations plan. They work to improve the speed and proficiency of the MCoE teams and share responsibility for overall MCoE results. The Senior Manager provides leadership and direction to a team of professionals that develops and delivers technical solutions to support core business and fulfill MCoE objectives.
Managers act as translators to help staff understand organizational strategy and create aligned actions. They first ensure staff understands the strategic direction and key issues. Managers then help staff bridge the gap between current reality and the vision by focusing on a few important milestone projects with synergy and alignment to build momentum and capacity. The process is ongoing, with strategy dynamically adjusted through measuring the right outcomes and holding people accountable.
Managers act as translators to help staff understand organizational strategy and create aligned actions. They must first understand the strategy themselves, then communicate the vision, current reality, and milestones to guide teams. Managers bridge the gap between current performance and strategic goals by focusing teams on a few important initiatives sequenced for synergy, momentum, and capacity building, with accountability for measuring the right outcomes.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Agile Network India | How leadership can enable Business Agility | Pradnya Go...AgileNetwork
This document discusses how leadership can enable business agility. It argues that organization structure is important for business agility and that key stakeholders like CXO leaders, vertical heads, and general management each have important roles to play. CXO leaders should define strategy, inspect and adapt, and promote transparency. Vertical heads should align goals, provide feedback, and decentralize decision making. General management should practice servant leadership and embrace agile practices. The agile coach acts as a "magician" to challenge perspectives, create a transformation roadmap, and act as an active listener to help the organization in its business agility journey.
In toady's competitive and technology driven era, every organization thrives for success. For this preparedness is essential to operate both locally as well as globally. This presentation is an attempt to chalk out the guideline in brief.
Being a master coach in today's environment requires different skills than in the past. Managers now supervise many remote employees with diverse backgrounds, extending beyond simple supervision. To be effective, a master coach must align employee, team, and company expectations through ongoing performance management. This involves planning goals, reviewing performance, and providing ongoing coaching across both formal and informal aspects of work.
The document discusses redesigning a job position including:
1. Implementing strategic plans, providing more information to job descriptions, and requiring trainings to improve skills.
2. The major components of the position include ensuring compliance, completing required reports, and reviewing policies and procedures.
3. The document provides recommendations for improving goals, increasing productivity, and boosting job satisfaction such as setting attainable goals and providing recognition.
Transformation & Change Management-What MattersBarrie Day
This document discusses change management and transformation within organizations. It provides guidance on assessing the organization, developing a vision for change, communicating the need for change, engaging stakeholders, managing resistance, reinforcing the change, and ensuring its sustainability. The key aspects highlighted are developing a compelling vision and communication plan, empowering change leaders, addressing risks, monitoring progress and issues, and celebrating successes.
Never before-disclosed oracle planning techniques by Jeff WalkerBen Lamorte
Jeff Walker, former Oracle CFO, presnted "Never-before-disclosed Oracle planning techniques" These slides were presented at the Alight/IE Group FP&A High Tech Summit in Palo Alto June 15, 2011. Jeff discussed key planning and reporting practices that supported Oracle’s rapid growth as it more than doubled annually from $20M to $1.2B while he was CFO.
This document provides guidance on drafting an effective mission statement for a school. It recommends forming a committee to guide the process and get input from all staff. The committee should examine exemplar mission statements to identify common patterns and ensure the new statement expresses the school's purpose, expected actions, and staff's role in improvement. When drafting, the statement should be specific, value-driven, inspiring, plausible, and either focus on short-term or long-term goals. It should use clear language and be concise at 2-5 sentences to communicate the school's core purpose and focus.
Job design affects employee motivation, productivity, and satisfaction. It involves organizing tasks, duties, and responsibilities to achieve objectives. Components of job design include work simplification, job rotation, job enlargement, and job enrichment. Job rotation improves skills and abilities by moving employees between jobs. Job enlargement expands tasks within a job, while job enrichment improves efficiency and satisfaction by providing more responsibility, autonomy, and growth opportunities. Properly designing jobs can make them more motivating.
The document provides examples of objectives and key results (OKRs) for different human resources roles, including Head of HR, HR Manager, HR Business Partner. The OKRs are divided into goals and how they will be measured. Providing measurable OKRs helps keep teams aligned, individuals accountable, and leads to higher company performance. OKRs should follow five pillars - connected, supported, adaptable, progress-based, and aspirational - to help ensure success.
The document outlines the mission and management style of 4Stream. It discusses key aspects like customers, technology, process, people, and foundation. It provides a timeline and strategy for connecting, developing, executing, and assessing initiatives over 90 days. The document also shares Kelly Evans' personal code which values relationships, communication, and continuous improvement.
This document discusses objectives and key results (OKRs) and contrasts them with management by objectives (MBOs). It notes potential issues with an overemphasis on goals and provides examples of effective OKRs from Intel that were measurable and time-bound. The document advocates for OKRs that are aggressive yet achievable and focuses on both outcomes and processes to achieve them. It also emphasizes the importance of focus and commitment to execution over just setting goals.
Performance Improvement: Business and Management Consultants provides consulting services to help organizations address common business challenges such as aligning work processes with strategic goals, improving employee engagement and productivity, retaining leaders, and increasing management's time spent on business challenges. The company offers services in strategy creation and execution, business process optimization, leadership development, and organizational culture change. With over 150 years of combined management experience, Performance Improvement focuses on untapping employee potential, making culture central to business success, developing leadership at all levels, adding value and achieving a return on investment for clients.
Michel Jansen & Esther van der Hoorn - Challenges and opportunities for servi...Service Design Network
Challenges and opportunities for service design in organisations shifting to agile
Abstract:
To keep up with the ever faster rate of change in the world, more and more companies are adopting agile ways of working. For service designers working in organisations that are shifting in this direction, this presents opportunities, but also challenges. What is the role of service design in an agile organisation and how can it provide the most value? Which methods work well and which need to be adapted? And what tools and techniques can help facilitate collaboration and co-creation? During this interactive workshop, we will take an in-depth look at these emerging issues and opportunities. The presenters will share their own experiences, problems and solutions and attendees are invited to do the same, so we can jointly identify patterns, discuss solutions and learn from experiences.
Innovation:
With service design becoming increasingly part of the “business as usual” of organisations, it’s also becoming more important to integrate it with the practices of the rest of the business. An ongoing trend is a shift to more bottom-up and agile ways of working. This opens up great opportunities for designers, as it makes it easier to respond to customer insights, but it also presents new challenges. At Aegon, we started this shift over a year ago and have learned a lot along the way. We’ll share our experiences and solutions and:
* How we combine traditional methods with iterative working
* How we approached the transition (traditional & agile working side by side)
* How we direct insights to teams that need them, using dashboards etc. to encourage serendipity
* What we haven’t solved yet
The document outlines the journey to design an HR strategy for Afrisam. It discusses engaging stakeholders like the CEO and board members. It presents the need to transform HR from reactive and transactional to being proactive partners to the business. The strategy alignment framework and HR value chain are displayed. An iterative process for signing off the strategy with HR leadership, executive committee, and board is described. Principles for leadership engagement are provided. Benefits for HR professionals, employees, and line leaders from the new HR strategy and delivery model are presented. Next steps include communicating the approved strategy and developing detailed plans.
Webinar: Aligning the Employee to the Strategy of the OrganisationAli Zeeshan
To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide
For other Informa Webinars: http://www.informa-mea.com/webinars
Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy.
Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented.
To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship.
About the Presenter:
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer.
Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.
For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.
This document outlines an agenda for a session on managing mixed teams consisting of permanent, temporary, and outsourced employees. The agenda includes presentations and roundtable discussions on performance management, legal considerations, and motivation. Key topics covered are the appraisal process, integrating recognition into daily work, and communicating optimism and vision to build relationships and show how team members contribute to success.
This document provides guidance on improving management skills. It discusses what companies expect from managers, including staying aware of big picture issues, creating a productive work environment, making decisions independently, implementing new programs, and communicating policies. Key roles of managers are then outlined, such as setting goals, demonstrating effective behaviors, managing change, communication, and motivating employees. The document provides tips for various management tasks like decision making, time management, delegation, and effective communication. Overall, the document is a comprehensive overview of best practices for management.
Productivity: The Key to Organizational SuccessMuhammad Bilal
The document outlines several key elements for organizational success, including time management, motivation, planning, collaboration, discussion, managing multitasking, and continuous learning. It emphasizes setting schedules and priorities, staying positive, setting goals, sharing plans with others, using technology effectively, discussing problems and strategies, limiting multitasking, and upgrading skills on an ongoing basis. The overall message is that following these practices can help improve productivity and growth within an organization.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Agile Network India | How leadership can enable Business Agility | Pradnya Go...AgileNetwork
This document discusses how leadership can enable business agility. It argues that organization structure is important for business agility and that key stakeholders like CXO leaders, vertical heads, and general management each have important roles to play. CXO leaders should define strategy, inspect and adapt, and promote transparency. Vertical heads should align goals, provide feedback, and decentralize decision making. General management should practice servant leadership and embrace agile practices. The agile coach acts as a "magician" to challenge perspectives, create a transformation roadmap, and act as an active listener to help the organization in its business agility journey.
In toady's competitive and technology driven era, every organization thrives for success. For this preparedness is essential to operate both locally as well as globally. This presentation is an attempt to chalk out the guideline in brief.
Being a master coach in today's environment requires different skills than in the past. Managers now supervise many remote employees with diverse backgrounds, extending beyond simple supervision. To be effective, a master coach must align employee, team, and company expectations through ongoing performance management. This involves planning goals, reviewing performance, and providing ongoing coaching across both formal and informal aspects of work.
The document discusses redesigning a job position including:
1. Implementing strategic plans, providing more information to job descriptions, and requiring trainings to improve skills.
2. The major components of the position include ensuring compliance, completing required reports, and reviewing policies and procedures.
3. The document provides recommendations for improving goals, increasing productivity, and boosting job satisfaction such as setting attainable goals and providing recognition.
Transformation & Change Management-What MattersBarrie Day
This document discusses change management and transformation within organizations. It provides guidance on assessing the organization, developing a vision for change, communicating the need for change, engaging stakeholders, managing resistance, reinforcing the change, and ensuring its sustainability. The key aspects highlighted are developing a compelling vision and communication plan, empowering change leaders, addressing risks, monitoring progress and issues, and celebrating successes.
Never before-disclosed oracle planning techniques by Jeff WalkerBen Lamorte
Jeff Walker, former Oracle CFO, presnted "Never-before-disclosed Oracle planning techniques" These slides were presented at the Alight/IE Group FP&A High Tech Summit in Palo Alto June 15, 2011. Jeff discussed key planning and reporting practices that supported Oracle’s rapid growth as it more than doubled annually from $20M to $1.2B while he was CFO.
This document provides guidance on drafting an effective mission statement for a school. It recommends forming a committee to guide the process and get input from all staff. The committee should examine exemplar mission statements to identify common patterns and ensure the new statement expresses the school's purpose, expected actions, and staff's role in improvement. When drafting, the statement should be specific, value-driven, inspiring, plausible, and either focus on short-term or long-term goals. It should use clear language and be concise at 2-5 sentences to communicate the school's core purpose and focus.
Job design affects employee motivation, productivity, and satisfaction. It involves organizing tasks, duties, and responsibilities to achieve objectives. Components of job design include work simplification, job rotation, job enlargement, and job enrichment. Job rotation improves skills and abilities by moving employees between jobs. Job enlargement expands tasks within a job, while job enrichment improves efficiency and satisfaction by providing more responsibility, autonomy, and growth opportunities. Properly designing jobs can make them more motivating.
The document provides examples of objectives and key results (OKRs) for different human resources roles, including Head of HR, HR Manager, HR Business Partner. The OKRs are divided into goals and how they will be measured. Providing measurable OKRs helps keep teams aligned, individuals accountable, and leads to higher company performance. OKRs should follow five pillars - connected, supported, adaptable, progress-based, and aspirational - to help ensure success.
The document outlines the mission and management style of 4Stream. It discusses key aspects like customers, technology, process, people, and foundation. It provides a timeline and strategy for connecting, developing, executing, and assessing initiatives over 90 days. The document also shares Kelly Evans' personal code which values relationships, communication, and continuous improvement.
This document discusses objectives and key results (OKRs) and contrasts them with management by objectives (MBOs). It notes potential issues with an overemphasis on goals and provides examples of effective OKRs from Intel that were measurable and time-bound. The document advocates for OKRs that are aggressive yet achievable and focuses on both outcomes and processes to achieve them. It also emphasizes the importance of focus and commitment to execution over just setting goals.
Performance Improvement: Business and Management Consultants provides consulting services to help organizations address common business challenges such as aligning work processes with strategic goals, improving employee engagement and productivity, retaining leaders, and increasing management's time spent on business challenges. The company offers services in strategy creation and execution, business process optimization, leadership development, and organizational culture change. With over 150 years of combined management experience, Performance Improvement focuses on untapping employee potential, making culture central to business success, developing leadership at all levels, adding value and achieving a return on investment for clients.
Michel Jansen & Esther van der Hoorn - Challenges and opportunities for servi...Service Design Network
Challenges and opportunities for service design in organisations shifting to agile
Abstract:
To keep up with the ever faster rate of change in the world, more and more companies are adopting agile ways of working. For service designers working in organisations that are shifting in this direction, this presents opportunities, but also challenges. What is the role of service design in an agile organisation and how can it provide the most value? Which methods work well and which need to be adapted? And what tools and techniques can help facilitate collaboration and co-creation? During this interactive workshop, we will take an in-depth look at these emerging issues and opportunities. The presenters will share their own experiences, problems and solutions and attendees are invited to do the same, so we can jointly identify patterns, discuss solutions and learn from experiences.
Innovation:
With service design becoming increasingly part of the “business as usual” of organisations, it’s also becoming more important to integrate it with the practices of the rest of the business. An ongoing trend is a shift to more bottom-up and agile ways of working. This opens up great opportunities for designers, as it makes it easier to respond to customer insights, but it also presents new challenges. At Aegon, we started this shift over a year ago and have learned a lot along the way. We’ll share our experiences and solutions and:
* How we combine traditional methods with iterative working
* How we approached the transition (traditional & agile working side by side)
* How we direct insights to teams that need them, using dashboards etc. to encourage serendipity
* What we haven’t solved yet
The document outlines the journey to design an HR strategy for Afrisam. It discusses engaging stakeholders like the CEO and board members. It presents the need to transform HR from reactive and transactional to being proactive partners to the business. The strategy alignment framework and HR value chain are displayed. An iterative process for signing off the strategy with HR leadership, executive committee, and board is described. Principles for leadership engagement are provided. Benefits for HR professionals, employees, and line leaders from the new HR strategy and delivery model are presented. Next steps include communicating the approved strategy and developing detailed plans.
Webinar: Aligning the Employee to the Strategy of the OrganisationAli Zeeshan
To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide
For other Informa Webinars: http://www.informa-mea.com/webinars
Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy.
Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented.
To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship.
About the Presenter:
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer.
Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.
For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.
This document outlines an agenda for a session on managing mixed teams consisting of permanent, temporary, and outsourced employees. The agenda includes presentations and roundtable discussions on performance management, legal considerations, and motivation. Key topics covered are the appraisal process, integrating recognition into daily work, and communicating optimism and vision to build relationships and show how team members contribute to success.
This document provides guidance on improving management skills. It discusses what companies expect from managers, including staying aware of big picture issues, creating a productive work environment, making decisions independently, implementing new programs, and communicating policies. Key roles of managers are then outlined, such as setting goals, demonstrating effective behaviors, managing change, communication, and motivating employees. The document provides tips for various management tasks like decision making, time management, delegation, and effective communication. Overall, the document is a comprehensive overview of best practices for management.
Productivity: The Key to Organizational SuccessMuhammad Bilal
The document outlines several key elements for organizational success, including time management, motivation, planning, collaboration, discussion, managing multitasking, and continuous learning. It emphasizes setting schedules and priorities, staying positive, setting goals, sharing plans with others, using technology effectively, discussing problems and strategies, limiting multitasking, and upgrading skills on an ongoing basis. The overall message is that following these practices can help improve productivity and growth within an organization.
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
This document provides information on professional development and related topics such as time management, personal productivity, decision making, problem solving, meetings, and listening skills. It defines professional development as the process of improving staff capabilities through education and training. It also discusses how professional development helps build staff morale and attract higher quality employees. The document then provides guidance on various time management strategies leaders use as well as how to measure and improve personal productivity. It defines decision making and describes the seven steps of making effective decisions. Finally, it discusses the definition of meetings and factors to consider when planning a meeting.
This document discusses techniques for motivating agile teams. It begins by explaining the importance of motivation for project success, even when using agile frameworks. It then covers Bruce Tuckman's model of team formation stages: forming, storming, norming, performing, and adjourning. Successful motivational techniques discussed include goal setting, empowering team members, showing appreciation, and celebrating successes. The document also provides tips for 1:1 meetings, performance appraisals, onboarding new members, and using team building activities to increase motivation. Overall, the key message is that both self-motivation and effective leadership are needed to maintain a high-performing agile team.
Facilitation involves guiding a group to achieve a common goal and action plan. A skilled facilitator prepares effectively, communicates clearly, listens actively, asks questions, manages timekeeping, and establishes psychological safety. They encourage participation, prevent and manage conflict, observe the group, guide discussions, ensure quality decisions and commitment to follow up actions. Key facilitation skills include making participants comfortable, encouraging participation, guiding discussions while ensuring decisions and follow up actions. A successful facilitator balances focusing on comfort, participation, and guiding the group to quality outcomes.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures action and follow up. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures actions and follows up on results. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
This document provides guidance on effective meeting facilitation through the EFFECTIVE framework. It discusses the importance of pre-work like determining desired outcomes and creating an agenda. The key components of an effective meeting are outlined as pre-work, process, and progress. Pre-work establishes the direction, process navigates the meeting through opening, conducting, and closing sessions, and progress ensures actions and follows up on results. Effective facilitation requires skills like maintaining neutrality, managing group dynamics and challenges, and ensuring participation and progress toward outcomes.
Executive coaching provides senior managers opportunities for honest feedback, discussion of sensitive issues, and planning for development. It is a cost-effective, practical, and results-oriented option for self-development. Executive coaching establishes a one-to-one relationship within an organization to encourage self-awareness, problem solving, and learning. Great executive coaching comes from a meaningful relationship between coach and client that facilitates understanding, skills development, and a sense of achievement for the client.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
This document outlines many competencies for supervisors and managers. It discusses managing people and processes, running the business, recruiting and hiring, managing new hire logistics, conducting team and one-on-one meetings, developing people, assessing staff performance, addressing poor performance, project management, technical capabilities, problem solving, leadership, time management, planning, and handling stress. The competencies focus on setting goals, measuring performance, providing feedback, delegating work, and driving accountability.
10 key points for professional developmentSilvia Sowa
Process to find the 10 most important key points to develop professionally. Making questions, answering them, analyzing opportunities, personal characteristics, and to be prepared, are some of the steps to be able to find the inner needs and mostly to enjoy professional growth.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
The document discusses the differences between coaching, mentoring, and counseling. It defines coaching as a process that enables learning and development to improve performance, requiring an understanding of various styles and techniques. Mentoring is described as offline help from an experienced person to assist with transitions. Counseling applies psychological theories and communication skills to address clients' concerns. The document also provides definitions of counseling from various sources and discusses barriers to coaching such as lack of time. It provides guidance on competencies for effective coaching including self-clarity, communication skills, and building relationships.
Note taking methods,agenda of meeting.pptxssuserb5f3de
The document discusses different types of listening and note taking. It describes active listening, passive listening, and selective listening. It also discusses different note taking methods like outlining, mind mapping, and flow charts. Taking clear and organized notes is important for concentrating, remembering information, and understanding concepts. Preparing meeting agendas helps keep discussions on track and focused on key topics and goals. Meeting minutes provide a written record of the topics discussed, decisions made, and action items from a meeting.
Gives an overview of professional coaching arc of conversation, Coaching stance and ICF core competencies. It helps leaders to understand the core skills to be practiced when they are wearing "Coach" hat.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. Check-in: What?
A check-in is a forward-focused dialogue between leader and employee about performance, development and
motivation. The agenda is owned by the employee, and it is a setting for:
• Aligning on expectations and priorities
• Discussing both wins, pressing issues and potential roadblocks
• Diving deeper into specific projects and tasks
• Coaching and support
• Receiving and giving real time feedback on performance
• Discussing growth potential and continuous development
• Proactively discuss motivation and engagement
In short A forum to discuss what’s top of mind
Check-in: Why?
Frequent check-ins drive performance, as:
• It ensures a stronger relevance- and continuous alignment of priorities
• It provides flexibility and speed to enable faster changes, execution and info cascading
• It enables real-time performance discussions
• It focuses on useful learnings from mistakes and successes going forward
• It is designed to inspire, coach, support and develop employees
• It puts the employee in the driver’s seat
Check-in: In practice
1. Book a reoccurring event
2. Start with a fixed length and frequency (e.g. 30 min. bi-weekly), that works best for you
3. Go for a walk, drink a coffee, meet in the café or whatever feels comfortable
4. Have a flexible agenda - talk about what’s top of mind and important to deliver on the priorities
5. Be present and discuss what is important going forward
In short Go and do – and do it in a way that makes sense to you. Try out and adjust.
Check-in: Your beacon
After your check-ins, you should have:
• Gained new insights
• Know how well you are doing
• A direction for development
• Ensured that priorities are relevant and updated
• Knowledge on what to do next or how to get there
Check-in: A guide
• Frequency must be once a month as a minimum
• Only book a room when really needed
• Be prepared to ensure mutual quality in the conversation
• Be honest with each other
• Listen actively
• Focus on solutions and possibilities instead of problems
• Align, set and update priorities as needed
• Make sure that development and motivation is part of the conversation, but not necessarily every
time