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Incorporting relationship management skills
This document discusses incorporating relationship management skills. It covers background on employee relationship management, Asian mindsets around harmony and respecting elders, an engagement model to build relationships, a leadership development model, and results. The engagement model focuses on fulfilling employees' intellectual and emotional needs through achievement, autonomy, mastery, purpose, intimacy, and appreciation. The leadership development model involves self-development, coaching and developing others, supporting daily improvements, creating an aligned vision and goals. The results section is brief.
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Incorporting relationship management skills
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- 2. CONTENTS 1. Background, ResearchFindings & Scope 2. Asian Mindset: Harmony and Respect Elders 3. Engagement Model 5. Method of Leadership Development 6. Results 7. Take Away
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- 4. RELATIONSHIP MANAGEMENT SKILLS How manyskills do you have. Who are your Role model? How was your relationship with your pass bosses?
- 5. 1. BACKGROUND Definition Employee RelationshipManagement (ERM) is a process that companies use to effectively manage all interactions with employees, ultimately to achieve the goals of the organization.
- 6. BACKGROUND The human resourcesdepartment can play a critical role in this process, both in terms of training and coaching managers and executives on how to effectively establish and nurture relationships with employees
- 7. MANAGERS’ ROLES Enable managersto communicate with their teams, align employees with the overall goals share information build a common understanding motivate employees to work extra miles
- 8. RESEARCH FINDINGS: Employee RelationshipManagement and its Effect on Employees Performance at Telecommunication and Banking Sectors 70% Related Nisren Osama Al-Khozondar, MBA
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- 10. SCOPE: YONGCAI Labor RelationshipManagement: Hiring Communication Management Employee Participation Management: Leadership Style Employee Information Management Enterprise Culture Construction: Values
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- 13. KNOWING AND MANAGINGOTHERS Oral Communication Written Communication Valuing Diversity Building Teams Networking Building Relationships Partnering Emotional Intelligence/Interperso nal Savvy Influencing Managing Conflict Managing People for Performance Clarifying Roles and Accountabilities Delegating Empowering Others Motivating Others Developing Top Talent
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- 15. ASIAN MINDSET Does notcome easy to Asians Need to learn it Artist Yang Liu was born in Beijing and has been living in Germany for over 20 years. This gives her an insight into the way Chinese and German culture differs, and Liu created an exhibition which was later made into a book, called ‘East Meets West’.
- 16. 1. THE DESIRETO PRESERVE HARMONY a. Indicating a “Yes” which does not necessarily mean agreement b. Avoiding to confront issues even when it affects performance. c. Inability to be completely honest about how one feels. d. Being pretentious in order to be polite and courteous despite differences.
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- 20. 2. RESPECTING THEELDERS TO PRESERVE ORDER AND HIERARCHY a. Holding back personal opinions when ideas differ. b. Avoiding challenging the elders even when they disagree. c. Giving the benefit of doubt to the elders.
- 21. EAST & WESTMINDSET Opinions
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- 24. ENGAGEMENT MODEL TOBUILD RELATIONSHIPS
- 26. INTELLECTUAL NEEDS Achievement3: Weall want to succeed at something. There are two key strategies to fulfill your employees’ need for achievement. Eliminate barriers to achievement. Define clear goals. (SMART: specific, measurable, achievable, relevant, and time-bound.) Automony4: We all want to control our work. There are two key strategies to fulfill your employees’ need for autonomy. Involve employees in improving their work processes. Set broad yet clear boundaries. Mastery5: People have the need to develop expert skills and/or knowledge. There are two key strategies to fulfill your employees’ need for mastery. Fit the person to position for “highest and best use.” Seize teachable moments to coach employees.
- 27. MIND Achievement Define Clear Goals RemoveBarriers Autonomy Involve employees in improving their work processes. Set broad yet clear boundaries Mastery Fit the person to position to coach employees.
- 28. EMOTIONAL NEEDS Purpose7: Weall want to be part of something bigger than ourselves. Some key strategies to fulfill your employees’ needs for purpose include: Create a compelling purpose. Stay focused on activities that directly support your team’s purpose. Intimacy8: Everybody wants to feel like they belong. Some key strategies to fulfill your employees’ need for intimacy include: Maintain a sense of smallness. Create rituals and celebrations. Appreciation9: People want to be recognized for their work. Some key strategies to fulfill your employees’ need for appreciation include: Find opportunities to appreciate employee’s contributions. Demonstrate a sincere interest in your employees as people.
- 29. Purpose Create a compellingpurpose. Stay focused on activities Intimacy Maintain a sense of smallness. Create rituals and celebrations. Appreciation Find opportunities to appreciate employee’s contributions. Demonstrate a sincere interest in your employees as people
- 30. LEADERSHIP DEVELOPMENT MODELTO BUILD RELATIONSHIPS
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- 32. 1. SELF DEVELOPMENT StructurePrograms Komag – Zenger Miller – 12 Programs for Leadership First Solar – 10 Shawn Hopkin’s Leadership Programs University of Phoenix and University of Michigan Pfizer – Skillsoft & Harvard Business Manager Dexon – Linkedin Learning
- 33. 1. SELF DEVELOPMENT Supervisors& Mentors Malini (Pfizer’s HRD), Iain Meikle (Carsem’s VP), SW Woo (Carsem’s COO), Mathem Dills (First Solar’s HR SHRD), Nina Swanson (PayPal, Global OD Dir), Tan Thiam Seng (Komag’s MD), Christina Ng (Komag’s Training Manager), Norita (First Solar, HRD APAC), VK Lai (CEO), LW Yong (Carsme’s CTO), Datin Dr Siti Hawa (Mydin’s HRD) Training & Self Learning 7 Habits, Situation Leadership, Strength Based Management, Asset Based Thinking, EQ, Win Friends, The Secret
- 34. 2. COACH &DEV OTHERS 20%-30% 100 Staff – Monthly Workshop Annually Appreciation Week Personal Coaching Diagnose Competencies Career Development Conversation
- 35. ONE ON ONE MEETING– 60 MINS 1. Informal Conversation about employee 2. Company or Department Updates 3. Work Progress 4. Challenges and Support 5. Career Development Progress 6. Next Week Activities
- 36. 2. COACH &DEV OTHERS One on one Coaching- PayPal 100-50-0 Diagnose Competencies
- 37. 3. SUPPORT DAILYKAIZEN FOR RELATIONSHIP MANAGEMENT SKILLS 1. Maintenance Kaizen – Demonstrate the Skills 2. Improvement Kaizen – Improving the Skills periodically
- 38. 4. CREATE VISION ANDALIGN GOALS 1. Create Vision for the Behaviors 2. Develop 5 Behavior Indicators 3. Promote T-level employees and supervisors (Work well with people across the board and high performers) 4. Performance Appraisal 30% 5. Promotion is allowed if they score X % and above
- 39. START Where do youstart? There are five steps you will need to take to ignite Passionate Performance.12 Engaging leaders start with themselves Assess your leadership skills and identify areas of opportunity Select one opportunity to work on Turn the opportunity into a habit by continually focusing on it Identify a new opportunity and build another habit.
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