Happen or Nothing
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This document discusses team building and management. It emphasizes forming teams of 3 members for 2 months with a shared purpose, values and rules. Key elements of team management include weekly meetings, monthly reviews and team building days. It also discusses training team members based on their jobs and competencies, tracking performance through weekly individual meetings, and providing coaching and feedback. Teams undergo monthly evaluations and reflections. The document provides tips for effective team meetings and encourages managers to proactively work with other departments to achieve goals.
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The document provides an overview of tools and processes for managing project teams effectively. It discusses (1) the key phases in project team management - planning team needs, acquiring the team, developing the team, and managing the team; (2) stages of team development from forming to performing; and (3) core team leadership skills and tools including creating a project charter, facilitating meetings, resolving conflicts, motivating teams, providing feedback, and documenting lessons learned. The goal is to guide teams to peak performance by understanding these processes and using the appropriate tools.
Chapter 2 performance management-process
This document outlines an organization's performance management process (PMP). It includes an overview of the PMP's goals of maximizing employee engagement, development, and performance throughout the employment lifecycle. Key components of the PMP include aligning individual goals with department goals, providing regular feedback, linking performance to compensation/rewards, and focusing on employee development, talent management, and succession planning. The document provides details on developing SMART goals, tools used in the PMP, conducting performance dialogues, assessing performance, and developing individual development plans to help employees advance their careers.
How to give_effective_feedback
Giving effective feedback to teams is important to improve performance but often fails due to conflicting goals between managers and employees. Managers want to avoid conflict while improving performance, but employees want to avoid criticism and get help. Good feedback is clearly stated, regarded as accurate, accepted as fair, properly explored, and related to goals. Managers should give regular feedback in a prepared, problem-solving way while establishing goals and paying attention to timing, using positive language, specific behaviors, and active listening. Both managers and employees need to be open to feedback and persist in diagnosing problems to improve.
Training
The document discusses the planning process for training. It outlines the key phases as planning, implementation, and evaluation. The planning phase involves assessing training needs through organizational, task, and individual analysis to identify gaps. This includes job analysis, task analysis, and assessing trainee skills. Training objectives are then developed based on the needs assessment. The content is organized, methods are selected, and lesson plans are created. The goals are to ensure training addresses the identified needs and results in learning and behavior change that benefits the organization.
The art and science of managing quality
The document discusses teams and their role in quality improvement initiatives. It describes when teams are needed, the typical stages of team growth, and the responsibilities of management, the team, team leaders, facilitators, and members. It also covers topics like meeting management, techniques for team evaluation and brainstorming, and quality tools such as flowcharts, fishbone diagrams, and control charts.
AIESEC Talent Management Kit: Managing My Talent
First step to ensure that you are running your organizations right: you DO manage and develop your talent. Here is how! :)
Yonce.clayton
This document discusses important considerations for forming effective project teams. It emphasizes selecting the right team members, establishing a shared vision and goals, clarifying roles and expectations, and ensuring the team understands its purpose. Specifically, it recommends selecting candidates based on their knowledge, skills, and abilities; developing a mission statement to guide the team's work; setting SMART goals to facilitate success; defining each member's responsibilities; and discussing the team's objectives during formation to set the stage for high performance. Forming the team carefully at the outset is critical to setting the foundation for successful collaboration.
Coaching Excellence (Guide) Ref.pdf
This document outlines an agenda for a two-day peer coaching training. Day one covers the objectives of peer coaching, defining what it is, the roles and expectations of coaches, and basic coaching techniques. Trainees will then practice these skills on the job. Day two focuses on the coaching cycle, setting SMART goals, coaching tools and best practices. It evaluates the on-job experience and certifies coaches upon completion. The goals are for senior staff to learn how to train and support new staff so they can properly perform their jobs, through regularly scheduled discussions and activities led by peer coaches. Effective coaching includes clear communication, promoting critical thinking, and constructive feedback to support learning.
Career Planning and Development class
This document outlines the key topics and activities covered in a training course on career planning and development for supervisors. The course objectives are to help supervisors recognize the benefits of career development, identify common steps in the process, assist employees with goal setting and individual development plans, conduct effective career discussions, and plan for career development initiatives in their organizations. The course covers topics such as the roles of supervisors and employees, common career planning steps, overcoming barriers, and planning to support ongoing career development.
Performance review training for managers
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
Implementation strategy 702010
Embed and extract learning in work, 70:20:10 is the buzz word. It is linked to performance and performance support.
What is the embedded learning design? what is the dream and destination?
For sure, it is a new learning paradigm.
Best practices are scarce!
CasCas presents a visualisation of the 702010 destination. Subsequently I present a journey, an implementation strategy. Based on the image of the future, I describe the tasks and contribution of Learning & Development professionals.
Please feel free to give your feedback and your improvement suggestions
Team Minimums
This document summarizes a webinar about tracking team minimums. It discusses:
1. The components of team minimums, which include weekly team meetings, monthly reviews, quarterly reviews, and team building activities.
2. How to track team minimums using the talent tracker sheet by marking activities as yes or no on a regular basis.
3. Answering questions about tracking team minimums, with the key recommendation being to use the talent tracker sheet to mark team activities as they are completed.
High Quality Team Experience
Property of Christina Kelman , Member Committee Vice President in Talent Management at AIESEC Adelaide
Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
The document discusses strategies for gaining support from line managers for talent management programs. It outlines seven strategies: 1) Co-designing corporate strategy to ensure alignment, 2) Identifying business challenges and talent gaps, 3) Communicating effectively, 4) Reviewing training programs collectively, 5) Creating a teaching culture, 6) Conducting talent review meetings, and 7) Setting up councils to review programs monthly. The strategies aim to integrate line managers in the talent management process through collaboration, communication, and collective oversight of programs.
TeamAlignmentEngagementAccountability (3)
This document outlines activities and meetings to promote team alignment, engagement, and accountability at the core leadership, campus leadership, and full team levels. It includes regular meetings such as weekly tactical meetings to review metrics and resolve issues, quarterly strategic meetings to revisit strategy and develop action plans, and monthly campus leadership meetings to build leadership capacity. It also includes annual retreats and conferences for team building, defining vision and goals, and cascading strategies. Additionally, it outlines regular professional development and performance management activities including quarterly prediction and results meetings and mid-year and end-of-year check-ins to monitor goals, growth, bonuses and employment intentions.
Similar to Happen or Nothing (20)
The Services I offer and the target audience I serve.
The Services I offer and the target audience I serve.
Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
More from CQUJeffery
Function certificate
This certificate recognizes that AIESEC GAMES gave an outstanding performance at the first AIESEC GAMES competition by winning the award for best function. The certificate was awarded on May 18th, 2014 to commemorate their success at the event.
Bmt certificate
This certificate recognizes that AIESEC GAMES won first place in the badminton match at the first AIESEC GAMES on May 18, 2014. It certifies their outstanding performance and wishes them continued success.
More from CQUJeffery (20)
Happen or Nothing
- 1. HAPPEN OR NOTHING MMB LEGEND
- 2. Function synergy Team minimums Make innovation CONTEN T
- 3. Function good case feedback How do you feel the function GOOD CASES? What is the most amazing GOOD CASE for you?
- 4. Brain storm about function synergy What function support do you want to get? What contributions can you bring to other function?
- 5. Function synergy Team minimums Make innovation CONTEN T
- 6. TEAM MINIMUMS TEAM PLAN JD TRAINING TRACKING & COACHING EVALUATION REFLECTION
- 7. TEAM GROUP GROUP: People with a common goal; TEAM: Group engaged in the same purpose, complementary talents and interrelated tasks.
- 8. Key element 3 members for 2 months Team identity • Team purpose • Team values • Team rules Key activity Team Meeting (weekly) Monthly Review (monthly) Team Building • Team day(monthly) Team
- 9. Key element Members feel ownership of goals and strategies Individual action plan (synergies) Clear goals and deadlines Key activity Planning/Replanning (semester) Plan
- 10. Key element Roles and responsibilities MoS Competencies • Required • Developed Key activity Review JD
- 11. Key element Based on the JD Educational Cycle • Knowledge (organizational, functional) • Skills • Attitude Key activity Transition (start of term) Planning (each semester) Conference Outsource Training
- 12. People learn by doing! Training
- 13. Key element Tracking: Based on the plan (goals) Based on the JD (MoS) Coaching: Based on the plan (goals) Based on the JD (MoS) Focus on performance Connect development with performance TOPICS: professional, team, personal Key activity Team meeting(weekly) Individual meeting(weekly) Virtual channels Adapt to person Tracking & Coaching
- 14. Key element Performance and organizational contribution to MoS Key activity Tracking • Individual meeting (monthly) Feedback • Coaching meeting (monthly) • Team days (monthly) R&R (monthly) Evaluation
- 15. Key element Development Competencies Key activity Review report Review meeting Reflection
- 16. TEAM MINIMUMS TEAM PLAN JD TRAINING TRACKING & COACHING EVALUATION REFLECTION
- 17. FIRST TEAM MEETING AIESEC understanding Basic knowledge Learning points Team identity Training Task TEAM MEETING Review Praise Training Regular function issue Task
- 18. TIPS Before the meeting • Make an agenda and send it to members • Meeting place • Meeting time • Weekly topic • Hold the meeting in turn In the meeting • Follow the agenda closely • Start the meeting on time • Start the meeting with a positive energy • Discussions • Make your meeting more attractive
- 19. GAME
- 20. Function synergy Team minimums Make innovation CONTEN T
- 21. Manager/director role YOU ARE THE PROACTIVE EXPERTS IN AIESEC CQU. YOU SHOULD COOPERATE WITH TLS.
- 22. Make it happen • Get to know the products • Communicate with stakeholder(TL, VP…) • Form your own definition • Do your schedule • Step by step
- 23. THANKS G O O D B Y E