The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
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Perfect phrases for setting performance goalsjacobbell636
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Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
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Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
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The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "What Is Appraisal?", you'll get a full understanding of the meaning and value of staff appraisal and performance management.
Performance appraisal questions and answersaidencarter91
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Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
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The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "What Is Appraisal?", you'll get a full understanding of the meaning and value of staff appraisal and performance management.
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Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
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Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
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15. Relationships Among Supervisory Functions Means to Achieve Goals Planning Organizing Staffing Leading Controlling Determine Goals and How to Achieve Them Set up Groups, Allocate Resources, and Assign Work Identify, Hire, and Develop the Right Number of Quality Employees Influence People’s Behavior Monitor Performance and Make Required Corrections to Assure Goal Achievement
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17. LEADERSHIP ROLES Supervising ~ uses authority in relationship to performance of supervisee. Direct productivity, oversight and evaluting performance. Coaching ~ suportive and motivational. Focus on participates skills towards maximum performance. Training ~ development of competence, job knowledge, procedures, etc. Mentoring ~ socialize the mentee into their role. Nuances of the culture, norms, etc.
18. Leadership Exercise ~ individual Identify difference between the four role of leadership as applied to your current managerial role See page 3
20. Supervisors Become Coaches When They Use Feedback on a Continuous Basis to Reinforce Positive Behavior or Counsel Employees to Correct Actions That Do Not Further the Organization’s Goals Coaching , Instead of “Managing” or “Supervising” Is a Key Concept for Achieving Top Performance (Management is often one-way; coaching is two-way, with the coach and the employee constantly giving and receiving feedback)
21. DYNAMICS OF COACHING Be There For Them Give Them What They Really Want Reward Them With Ownership
30. Problems With Performance Appraisal Programs Inadequately Defined Standards of Performance Sketchy or Ambiguous Performance Documentation Inadequate Time Allotment for the Discussion Supervisor Bias in Judging Performance Reliance on Gut Feelings; Lack of Objectivity Lack of Timeliness of Performance Reviews Lack of Employee Involvement
31. OPPORTUNITY TO BELONG Make them feel like members of the “Club” Ask for their ideas, suggestions for problem-solving Challenge them with new tasks, assignments, projects Involve them in setting performance criteria Encourage self-evaluation of their performance Work together to set performance objectives
32. Why Do Performance Appraisals? To Let Employees Know Where They Stand And To Give Them Feedback As A Basis For Compensation And Rewards As A Basis For Individual Training And Performance Improvement As A Basis For Career Planning As A Basis For Business Planning To Document HR Decisions, Placement, Promotions And Discipline
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41. Determining Performance Criteria What are our organization’s goals? What are the key indicators of our success? How are these measured? What duties do you (the employee) perform to assure that our goals are met? How well must you perform them for the organization to meet its goals? What knowledge or skills must you have in order to accomplish your tasks? What goals should you set for the next performance period?
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43. It’s the Job of the Supervisor to Help Employees Eliminate these Obstacles to Performance
44. MONITOR EMPLOYEE PERFORMANCE Base Performance Measures on S.M.A.R.T. Objectives and Clearly Defined Standards Be Sure Measures are behavior related, not just goal related! Personally and Publicly Praise Good Work Personally and Privately Criticize Mistakes Keep a Written Record of Each Performance event in Your File or Log
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49. SET NEW GOALS Set S.M.A.R.T. Objectives Establish New Performance Objectives Set New Personal Development Objectives to Improve Performance Remember: Then...
53. Exercise ~ a typical day How do you spend your time each time? If your time effectively managed? How do you know?
54. Time Management Effective time management doesn't mean doing more things or doing them more quickly. Effective time management means getting more of the important work done in a day. In fact, effective time management is even more important than efficient use of our time. Of course, the best time managers are both effective and efficient..
55. Time Management The Time Management Matrix Every activity we do during the day can be put in one of four quadrants: QUADRANT I - urgent and important: Crises, pressing problems, deadline-driven projects QUADRANT II- not urgent and important: prevention, development activities, relationship building, recognizing new opportunities, planning, recreation. QUADRANT III - urgent and not important: Interruptions, some calls, some mail, some reports, some meetings, popular activities. QUADRANT IV - not urgent and not important trivia, busy work, some mail, some phone calls time wasters, pleasant activities Answer this question: What one thing could you do in your personal and professional life that, if you did on a regular basis, would make a tremendous positive difference in your life? Chances are whatever you name; it is a Quadrant II activity. Effective, proactive people spend most of their time in Quadrant II.
56. Time Management Keys to the best use of your time: • set priorities • distinguish short-from long-term goals • schedule activities • analyze time • streamline paperwork • minimize interruptions • manage travel time • conquer procrastination Avoid time traps. Try to stay away from situations that eat up time unnecessarily. Say “no” graciously if you don’t have time for a project, curb social time if it gets out of hand, and delegate if you find yourself overloaded. In addition, monitor and limit the time you spend surfing the Internet, chatting online, emails, etc.