The document is Grace Baker's Personal Performance Review for the period of July 2007 to July 2008. It outlines her objectives, performance expectations, development areas, and a review of her performance over the past year. Her manager, Richard McNamara, assessed that Grace met expectations in her role and provided valuable support during a time of significant staff changes in the area office. Her key development areas were problem solving, emotional intelligence, and maintaining systems.
Leading a Distributed Workforce- Journal ArticleMika Cross
This document discusses strategies for leading distributed workforces. It notes that the world of work is rapidly changing and requiring new ways of thinking about how and where work gets done. Specifically, it focuses on the benefits of telework/remote work, such as significant cost savings and environmental impacts. It provides guidance for leaders on determining which roles can work remotely, setting clear expectations, and focusing on outcomes over time and attendance. The key principles for leading distributed teams are managing performance and measuring results through clear deliverables; developing trust through effective communication and technology; and fostering a sense of community.
The document is a letter from an employee requesting a promotion to a leadership role based on their qualifications and experience. The employee details their many years of successful work at the company, handling projects, developing relationships, and completing additional training. They provide examples of demonstrating leadership abilities by leading projects, facilitating meetings, and motivating peers. The employee also describes process improvements they have proposed and implemented that have saved time and money for the company. They believe they are a great candidate for a leadership position based on their skills, experience, and passion for the industry.
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
The ultimate onboarding checklist - NucleusJon Surman
The document provides a checklist for onboarding new employees over their first month on the job. It includes tips for preparing for the employee's start date, setting up their work environment, introducing them to team members and company processes during their first week, and ensuring they are trained and feel settled into their role within their first month. The goal is to help new employees understand expectations, build relationships, and get productive quickly through a comprehensive onboarding process.
This document provides information on a supervisory training program that uses interactive seminars, case studies, exercises, group discussion and demonstrations. The program consists of 8 modules covering topics like leadership, meetings, organization skills, coaching, delegation, teamwork, decision making and communication. Each module is divided into topics and provides learning objectives. For example, the leadership module explores leadership styles, power bases and motivating employees. The document aims to give supervisors skills and understanding to perform their roles effectively.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Leading a Distributed Workforce- Journal ArticleMika Cross
This document discusses strategies for leading distributed workforces. It notes that the world of work is rapidly changing and requiring new ways of thinking about how and where work gets done. Specifically, it focuses on the benefits of telework/remote work, such as significant cost savings and environmental impacts. It provides guidance for leaders on determining which roles can work remotely, setting clear expectations, and focusing on outcomes over time and attendance. The key principles for leading distributed teams are managing performance and measuring results through clear deliverables; developing trust through effective communication and technology; and fostering a sense of community.
The document is a letter from an employee requesting a promotion to a leadership role based on their qualifications and experience. The employee details their many years of successful work at the company, handling projects, developing relationships, and completing additional training. They provide examples of demonstrating leadership abilities by leading projects, facilitating meetings, and motivating peers. The employee also describes process improvements they have proposed and implemented that have saved time and money for the company. They believe they are a great candidate for a leadership position based on their skills, experience, and passion for the industry.
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
The ultimate onboarding checklist - NucleusJon Surman
The document provides a checklist for onboarding new employees over their first month on the job. It includes tips for preparing for the employee's start date, setting up their work environment, introducing them to team members and company processes during their first week, and ensuring they are trained and feel settled into their role within their first month. The goal is to help new employees understand expectations, build relationships, and get productive quickly through a comprehensive onboarding process.
This document provides information on a supervisory training program that uses interactive seminars, case studies, exercises, group discussion and demonstrations. The program consists of 8 modules covering topics like leadership, meetings, organization skills, coaching, delegation, teamwork, decision making and communication. Each module is divided into topics and provides learning objectives. For example, the leadership module explores leadership styles, power bases and motivating employees. The document aims to give supervisors skills and understanding to perform their roles effectively.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Tackling complex problems, fostering creativity, and nurturing collaborative solutions is universal in business today.
The terms cooperation, coordination, and collaboration are often used interchangeably. However, collaboration refers to a higher level of joint working and the glue that binds collaborative teams together is communication.
Here we look in detail at how to facilitate effective team collaboration and the communication channels that will support it.
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Bsbled401 a develop_teams_and_individuals_sah 2012Skript
This document discusses developing teams and individuals through workplace learning and development. It covers determining individual and team development needs, developing learning plans, delivering training, and monitoring and evaluating workplace learning. Specific topics include conducting skills audits, identifying competency gaps, developing learning objectives, using various training methods, assessing competencies, providing feedback, and evaluating training programs. The overall aim is to facilitate continuous learning and improvement within the organisation.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
This document discusses effective delegation. It defines delegation as assigning responsibility or authority to another to carry out a task. The document outlines barriers to delegation like lack of confidence. It provides steps for delegation like preparing, assigning, confirming understanding and accountability. Principles of effective delegation include determining what to delegate, choosing the right person, clarifying desired results, and establishing follow up. Guidelines suggest delegating early, selecting the right person, communicating rationale, setting clear expectations, and evaluating performance.
Pete was a successful manager whose business was declining. He met with coaches Rick and Doug to create an improvement plan. At a sales meeting, Pete took ownership for his role in the decline and had employees brainstorm solutions. Business improved immediately after Pete followed through on commitments to meet individually with employees regularly. The document advocates for managers to regularly meet one-on-one with employees to communicate, provide coaching, and get employee input to improve performance, innovation, satisfaction and business results. It recommends one-on-ones be scheduled weekly or monthly depending on customer interaction levels.
An onboarding program is proposed to train new hires at DepoTexas following recent mergers and acquisitions. Currently, only one person provides individual training over the course of a week, which is insufficient for the large number of new employees. A team of four trainers from each department would establish a structured onboarding program including orientation, cross-training between departments, and bi-monthly meetings. Surveys of current employees found dissatisfaction with the lack of training and communication. The proposed program aims to improve training consistency, boost morale, and help new employees better understand DepoTexas' culture.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
This document discusses coaching and mentoring relationships. It provides examples of questions a new manager, Ben, should ask his predecessor Sandra for advice on his new management role. These include understanding the role's requirements, expected behaviors, decision making processes, delegation, staff development and motivation, communication, and work management. The document also outlines key elements of effective coaching relationships, advantages of narrowly defined versus open-ended relationships, and benefits of written versus verbal coaching agreements.
This document discusses teamwork and management in the design team of construction projects. It begins by explaining how a design team is typically organized, with an architect coordinating other specialists like engineers. It also covers motivation theories like Maslow's hierarchy of needs. The document discusses management structures in construction organizations and techniques for dealing with underperformance, like counseling employees. It emphasizes the importance of teamwork, delegation, and leadership for project success. Appendices provide more details on typical design team roles and leadership approaches.
This case study examines the management style of Delhi Computers Ltd. (DCL), a computer manufacturing company founded in 1991. DCL employs an informal management approach with no reserved parking, dress code, or organizational charts. Employees are given autonomy and responsibility. This style initially helped DCL double sales annually from 1992-1997 as it encouraged creativity. However, growth slowed after 1997 as the lack of controls led to issues in production, manufacturing, and marketing. While DCL's informal approach nurtured creativity, the company now faces the challenge of exercising management control as it grows without damaging its entrepreneurial culture.
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Delegation involves granting authority and responsibility for tasks to staff members while retaining overall responsibility for outcomes. Effective delegation requires clearly communicating expectations, providing training, and monitoring progress to help staff members succeed in their roles. Managers may struggle with delegation if they are unwilling to share authority or lack trust in staff abilities, but developing staff through delegation is important for organizational efficiency and career advancement.
2010 HOME Conference - Effective Supervision of StaffMCCHMD
This document provides guidelines and resources for effective management. It covers topics such as orienting new employees, providing feedback, conducting formal reviews, delegation, and motivation. For orienting, it emphasizes making a good first impression and providing checklists for the first day, week, and second week. Feedback should be both informal, through regular check-ins, and formal, during scheduled reviews. Reviews involve preparing, writing a statement with strengths and objectives, and delivering the feedback. Delegation requires deciding what can be delegated, selecting the right person, and making tasks S.M.A.R.T.E.R. (specific, measurable, agreed, realistic, timebound, empowering, and recorded). Mot
The document discusses new flexible employment forms like telecommuting and compressed work weeks, and also covers downsizing which refers to reducing a company's workforce. It notes both the advantages and disadvantages of flexible employment and downsizing. Guidelines are provided for how companies can implement flexible work policies and conduct downsizing in a fair and ethical manner that considers employee support and communication to external stakeholders.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Website consultancy financial statement analysis a website consulIRESH3
The document contains two sample financial models - one for a website consultancy and one for a neighborhood cafe. The models project revenue and expenses over 12 months to determine profitability. Key assumptions are listed, such as the website consultancy charging 2-3x production costs and taking 3 months per project. The models illustrate how adjusting factors like new contracts or customer numbers impact cash flow and profits. Entrepreneurs use such models to plan their businesses.
Week 2 discussion collapse aligning talent development with buIRESH3
The document discusses aligning talent development with business operations through strong communication between HR and business leadership. It asks students to describe their organization's processes for succession planning and strategy communication between HR and business units. It also asks what steps companies without such processes can take.
A classmate responds that their organization has an open-door policy for communication between locations, call centers, managers, trainers and HR. Succession planning is implemented by ensuring all agents can fill necessary roles. Another classmate discusses GE's quarterly business updates involving HR, strategy, finances and more. They emphasize the importance of clearly communicating strategy to all employees.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides job context, rewards, and qualifications needed for the role.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides context on rewards and qualifications for the role.
Tackling complex problems, fostering creativity, and nurturing collaborative solutions is universal in business today.
The terms cooperation, coordination, and collaboration are often used interchangeably. However, collaboration refers to a higher level of joint working and the glue that binds collaborative teams together is communication.
Here we look in detail at how to facilitate effective team collaboration and the communication channels that will support it.
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Bsbled401 a develop_teams_and_individuals_sah 2012Skript
This document discusses developing teams and individuals through workplace learning and development. It covers determining individual and team development needs, developing learning plans, delivering training, and monitoring and evaluating workplace learning. Specific topics include conducting skills audits, identifying competency gaps, developing learning objectives, using various training methods, assessing competencies, providing feedback, and evaluating training programs. The overall aim is to facilitate continuous learning and improvement within the organisation.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
This document discusses effective delegation. It defines delegation as assigning responsibility or authority to another to carry out a task. The document outlines barriers to delegation like lack of confidence. It provides steps for delegation like preparing, assigning, confirming understanding and accountability. Principles of effective delegation include determining what to delegate, choosing the right person, clarifying desired results, and establishing follow up. Guidelines suggest delegating early, selecting the right person, communicating rationale, setting clear expectations, and evaluating performance.
Pete was a successful manager whose business was declining. He met with coaches Rick and Doug to create an improvement plan. At a sales meeting, Pete took ownership for his role in the decline and had employees brainstorm solutions. Business improved immediately after Pete followed through on commitments to meet individually with employees regularly. The document advocates for managers to regularly meet one-on-one with employees to communicate, provide coaching, and get employee input to improve performance, innovation, satisfaction and business results. It recommends one-on-ones be scheduled weekly or monthly depending on customer interaction levels.
An onboarding program is proposed to train new hires at DepoTexas following recent mergers and acquisitions. Currently, only one person provides individual training over the course of a week, which is insufficient for the large number of new employees. A team of four trainers from each department would establish a structured onboarding program including orientation, cross-training between departments, and bi-monthly meetings. Surveys of current employees found dissatisfaction with the lack of training and communication. The proposed program aims to improve training consistency, boost morale, and help new employees better understand DepoTexas' culture.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
This document discusses coaching and mentoring relationships. It provides examples of questions a new manager, Ben, should ask his predecessor Sandra for advice on his new management role. These include understanding the role's requirements, expected behaviors, decision making processes, delegation, staff development and motivation, communication, and work management. The document also outlines key elements of effective coaching relationships, advantages of narrowly defined versus open-ended relationships, and benefits of written versus verbal coaching agreements.
This document discusses teamwork and management in the design team of construction projects. It begins by explaining how a design team is typically organized, with an architect coordinating other specialists like engineers. It also covers motivation theories like Maslow's hierarchy of needs. The document discusses management structures in construction organizations and techniques for dealing with underperformance, like counseling employees. It emphasizes the importance of teamwork, delegation, and leadership for project success. Appendices provide more details on typical design team roles and leadership approaches.
This case study examines the management style of Delhi Computers Ltd. (DCL), a computer manufacturing company founded in 1991. DCL employs an informal management approach with no reserved parking, dress code, or organizational charts. Employees are given autonomy and responsibility. This style initially helped DCL double sales annually from 1992-1997 as it encouraged creativity. However, growth slowed after 1997 as the lack of controls led to issues in production, manufacturing, and marketing. While DCL's informal approach nurtured creativity, the company now faces the challenge of exercising management control as it grows without damaging its entrepreneurial culture.
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Delegation involves granting authority and responsibility for tasks to staff members while retaining overall responsibility for outcomes. Effective delegation requires clearly communicating expectations, providing training, and monitoring progress to help staff members succeed in their roles. Managers may struggle with delegation if they are unwilling to share authority or lack trust in staff abilities, but developing staff through delegation is important for organizational efficiency and career advancement.
2010 HOME Conference - Effective Supervision of StaffMCCHMD
This document provides guidelines and resources for effective management. It covers topics such as orienting new employees, providing feedback, conducting formal reviews, delegation, and motivation. For orienting, it emphasizes making a good first impression and providing checklists for the first day, week, and second week. Feedback should be both informal, through regular check-ins, and formal, during scheduled reviews. Reviews involve preparing, writing a statement with strengths and objectives, and delivering the feedback. Delegation requires deciding what can be delegated, selecting the right person, and making tasks S.M.A.R.T.E.R. (specific, measurable, agreed, realistic, timebound, empowering, and recorded). Mot
The document discusses new flexible employment forms like telecommuting and compressed work weeks, and also covers downsizing which refers to reducing a company's workforce. It notes both the advantages and disadvantages of flexible employment and downsizing. Guidelines are provided for how companies can implement flexible work policies and conduct downsizing in a fair and ethical manner that considers employee support and communication to external stakeholders.
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Website consultancy financial statement analysis a website consulIRESH3
The document contains two sample financial models - one for a website consultancy and one for a neighborhood cafe. The models project revenue and expenses over 12 months to determine profitability. Key assumptions are listed, such as the website consultancy charging 2-3x production costs and taking 3 months per project. The models illustrate how adjusting factors like new contracts or customer numbers impact cash flow and profits. Entrepreneurs use such models to plan their businesses.
Week 2 discussion collapse aligning talent development with buIRESH3
The document discusses aligning talent development with business operations through strong communication between HR and business leadership. It asks students to describe their organization's processes for succession planning and strategy communication between HR and business units. It also asks what steps companies without such processes can take.
A classmate responds that their organization has an open-door policy for communication between locations, call centers, managers, trainers and HR. Succession planning is implemented by ensuring all agents can fill necessary roles. Another classmate discusses GE's quarterly business updates involving HR, strategy, finances and more. They emphasize the importance of clearly communicating strategy to all employees.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides job context, rewards, and qualifications needed for the role.
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides context on rewards and qualifications for the role.
The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
This document summarizes a panel discussion on project management. Some key points made:
- Project managers should provide opportunities for employees to grow their skills and abilities. Managing people is a major challenge.
- Program managers create an environment that allows project managers to succeed efficiently by finding synergies between projects and shared resources.
- Understanding individuals and motivating them is a challenge, especially on large projects. Project managers must get to know employees' skills, interests, and future potential to align them with roles where they can grow.
- Balance is important for employee commitment and dedication. Project managers should accommodate reasonable work-life balance needs when possible.
The document summarizes a webinar on building employee retention vs loyalty. It provides instructions on how to listen via phone or computer. It introduces the speakers and agenda which includes setting goals, using compensation to promote retention, leveraging career options, and supporting generational differences.
Gregg Steiner worked as a Service Parts Planning Co-op at Carestream, where he was responsible for supporting medical equipment by purchasing parts, planning inventory, and working with other teams. He ran various projects to improve processes, including using a Pareto chart to identify parts driving up inventory costs and creating strategies to extend support for legacy products. Through these projects and experiences, he learned how to apply quality tools, communicate effectively with different personalities, and take on leadership roles to drive change.
This document contains an assessment with specifications for a job position. It includes:
1) A consultation with an HR specialist to establish job requirements and ensure work is allocated appropriately.
2) A work plan template outlining the employee's weekly tasks, timeline, and key performance indicators.
3) A risk analysis identifying potential risks like costs exceeding budget, poor quality work, and data security breaches. Mitigation strategies are proposed.
4) A list of training steps for the employee including orientation, apprenticeship, and evaluation.
5) A description of how performance will be continuously reviewed against goals using feedback.
The document summarizes the key learnings from a three-year research project focused on gaining employment for people with mental health issues. It identifies six crucial areas for the project's success: clients, staff, project organization, employment outcomes, risk, and flexibility. It explains that these areas vary in importance at different stages, with an initial focus on strong foundations (organization, staff, clients) before later prioritizing employment outcomes. Personalized, adaptive approaches are identified as most effective for meeting clients' diverse needs.
Running head: RISK 1
RISK6
Risk Analysis
Mark Lasky
MGMT 495
American Public University
Professor Davis
March 29, 2018
Organizations face a lot of problems during their operation. Communication problem, performance, and interpersonal relations are among the problems that face many organizations. The proposed solution for these problems includes conducting the biweekly meeting and setting up training programs. An organization could be in a dilemma of deciding which solution to implement, therefore, assessing the possible risks of every solution and deciding which solutions could yield the best results is very important. It is also important to evaluate the possible risks to predict what could happen if the organization implement the solution. The following information will enable the leader to make the final decision for every proposed solution.
Conducting Biweekly Meeting
Conducting a biweekly meeting may sometimes be very overwhelming and confusing. Therefore, employees should need the following new skills to benefit from the meetings; willingness to share their goals with the manager and the rest of the members. By telling the manager what specifically they are working on, or what they are aspiring to work on so they can get help and get wherever they want. Another new skill that employees need is the readiness to describe their achievement in the organization. Communication of goals to the members of the meeting will enable the members to take the initiative to help the employee.
Willingness to ask for advice and input is also an important skill for an employee. It is important for employees to come to the meeting prepared with many questions that will require the manager to offer advice and take the role of mentorship. The other new skill is a readiness to discuss other issues connected to career development. Employees should be ready to discuss other issues connected to career development. After an employee has shared his/her direction and focus with the rest of the members, it is important to enrich the meeting in other ways. That is a good time for employees to ask about their strengths or weakness and where they need to improve.
The financial cost of conducting a biweekly meeting will be economical. There will be no financial costs for hiring conference rooms because they will conduct the meeting in a social room owned by the organization. This will enable the organization to save the money and spend it on other issues. If the organization will implement this solution communication barrier will decrease. This kind of meetings will encourage employees from different sections to interact. The interaction among workers will make them free with each other and enable them to communicate in a freer manner. This form of meetings will improve the flow of communication in both directions. This strategy will enable workers to communicate their challenges and give the organization a chance to completely understand their i.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
Sandhya R A_Resume for HR BP and HR Advisory Role_LSandhya Reddy
Sandhya R A is a senior executive with over 8 years of experience in human resources. She has expertise in areas such as employee relations, engagement, performance management, HR policies and procedures, and employee retention. Currently she works at Deloitte Consulting India where she manages talent programs, conducts employee surveys, addresses employee grievances, and ensures compliance with HR processes. Previously she has worked at Deloitte Support Services India and Frontier Business Systems in various HR roles. She holds an MBA in HR and a bachelor's degree in engineering.
This document is a curriculum vitae for Delise Sheridon Marajh. It summarizes her work experience in learning and development roles since 2006 at Liberty Group, including her current role as a facilitator. It also lists her skills such as project management, training needs analysis, and facilitating various types of training modules. Her education includes qualifications in biotechnology, retirement funds, education and training, and wealth management. The CV concludes with her memberships, registrations, achievements, and references.
This document is a curriculum vitae for Anand Sanand S. It summarizes his professional experience and qualifications. He has over 5 years of experience in human resources roles, currently working as Assistant Manager of HR at Mandovi Motors Pvt Ltd. Previously he held an HR role at Lahoti Motors Pvt Ltd. His responsibilities have included recruitment, compensation, performance management, training, and employee relations. He holds an MBA in HR and marketing and has experience with HR systems and processes.
Iskandar Fitri Mahmood was the supervisor of the subject, a Manager of Audit Development at CIMB Bank Malaysia, for 3 years. Some of the subject's strengths included being highly knowledgeable in corporate governance and audits, having excellent leadership skills, and high integrity. The subject was very effective in their job, as they would quickly develop prototypes that met expectations without much oversight. The subject worked well under pressure and managed projects on time despite a heavy workload. They got along well with colleagues and subordinates. Mahmood rated the subject's performance a 9.5 out of 10 compared to others, and said they would rehire the subject due to their strong work ethic and commitment.
This document is a resume for Bridget R. Gilmore summarizing her professional experience and qualifications. She has over 30 years of experience in the IT industry and 15 years in the intelligence community managing process improvement and development. Her experience includes assessing organizational problems, implementing solutions, managing stakeholders, and developing reports. She has held roles leading process engineering, knowledge management, and project management efforts for large government contractors and organizations.
This curriculum vitae summarizes the professional experience of Ma. Rachella M. Dancel. She has over 15 years of experience in human resources roles, including positions as HR Manager and Associate Director of Regional Human Resources. Her experience includes responsibilities such as recruitment, employee relations, compensation and benefits administration, policy development, and payroll administration. She has worked in the business process outsourcing and information technology industries for companies in the Philippines.
This position involves managing human resources projects related to legal compliance for a company that provides equipment to the solid waste and recycling industry. Key responsibilities include ensuring compliance with employment laws, managing vendors, developing HR programs, and leading safety and security initiatives. The ideal candidate has 5 years of related experience in safety, security, and legal compliance with a bachelor's degree and knowledge of employment and labor laws.
The document provides guidance on conducting effective strategic business planning for an insurance agency. It recommends identifying key participants, designating a "watchdog" to ensure the plan is followed, and using a facilitator to guide discussions. The planning process should involve analyzing the agency's current state, setting goals, and determining how to achieve those goals. Internal analysis, financial benchmarks, organizational structure, workflow, automation, and office layout are important areas to examine. Conducting open discussions through exercises can reveal strengths, weaknesses and differing perspectives to inform the planning process.
Similar to Peformance Plan Reveiw 2008 Dept of Conservation G Baker (Cullen) (20)
Grace Cullen was assessed as competent for Unit 112: Produce information using word processing functions. The assessor, Debby Rollings, congratulated Grace for successfully completing the unit and demonstrating the ability to apply various word processing features such as formatting, templates, mail merges, tables, and organizational styles. Grace was also able to create folders, file structures, and differentiate between file types as required by the unit.
Graci Cullen has successfully completed the requirements for three unit standards related to reading, writing, and conversation skills. She read various texts with understanding, wrote for different purposes and audiences, and engaged in a five-minute conversation by asking questions and sharing opinions. Assessor Mel Boyd congratulates Graci on completing the modules and unit standards, and provides her student ID and results of "Competent".
Grace has performed well in her roles maintaining facilities and overseeing historic sites. Managers have expressed appreciation for her work on issues and willingness to assist. She has ensured conservation plans and maintenance schedules for historic buildings are followed. Grace has shown a willingness to be involved in heritage management and respect for heritage protection.
Grace, Bill praised the really good work Grace has done recently with HSE (Health, Safety and Environment) by facilitating improved hazard control processes and putting together a hazard control plan for North Egmont. This work in HSE is very important for the department. Grace seems to be leading the way in this area. Bill encourages Grace to continue her good work.
Craig thanks Grace for an awesome presentation that hits its points with great clarity in an easy to follow manner. Grace's email to Ewen confirms the receipt of two payments totaling $32,230.71 and applies them to invoices for Milford Sound Select's account, leaving a remaining balance of $109,827.40. Grace asks Ewen to confirm the date of the next payment.
Feedback (My level of service to customers)Grace Cullen
This customer feedback discusses the author's level of service provided to customers. While no specific details are given about interactions with customers, the feedback implies the author believes they offer a high level of customer service. Overall, the brief feedback focuses on conveying the author's view that they deliver good customer service.
Peformance Plan Reveiw 2008 Dept of Conservation G Baker (Cullen)
1. DOCDM-249620 – PPR 07/08 Grace Baker
Personal Performance in Role (PPR)
Name: Grace Baker
Manager: Richard McNamara
Purpose of PPR: Ensure the employee performs the work in their role to the required standard and the behaviour expected
Objectives:
Build a shared understanding of the level of performance expected in the role
Build a shared understanding of the level of performance achieved in role
Identify development opportunities
Build a constructive relationship between the employee and their manager
The most important parts of the PPR process are the conversations that are held between the manager and their employee. This
form is for documenting the main points from these discussions. The manager is accountable for completing this form and placing
the original on the employee’s personal file. Any amendments throughout the year should also be placed on the file.
Information on having PPR discussions and agreeing on development areas and actions can be viewed on the Intranet under P in
the A-Z Index.
2. DOCDM-249620 - PPR 0708 Grace Baker 2
PERFORMANCE EXPECTATIONS AND DEVELOPMENT (AUGUST)
Purpose: To develop a shared understanding of the level of expectations of the employee’s performance in role and the areas
of capability to focus on developing.
I agree to:
(1) Fulfil the requirements of my role as described in my role description; and
(2) Deliver the work programme as described in Business plan and/or the Appendix to this PPR; and
(3) Achieve the development areas for the role identified below.
Development area
within role
What is being measured How will it be
measured/standard
Timeframe Ways it will be achieved
The general area within
role description
Specific issues within that area What will indicate the
development has been
made? What behaviours
will be seen?
Actions can be for as
long as is needed to
demonstrate required
improvement
Development activities,
strategies and
interventions
Problem Solving Ability Ability to recognise and solve
problems in a timely and
managed way.
Observations by Manager By end of June 08 Training in planning,
problem solving and
decision making NZIM /
Southern
Emotional intelligence
(interpersonal skills and
awareness)
Ability to handle situations in an
appropriate manner when
dealing with staff and to ensure
an excessive number of tasks
are not accepted
Assessment and
feedback:
Observations from manger
and feedback from peers.
By end of June Assertiveness training
through NZIM – Southern
Skilled use of knowledge Ability to maintain area service
systems
Assessment and
feedback:
Observations from manger
and feedback from peers.
Ongoing for rest of
year
Mentoring and training by
manager and
conservancy business
services unit.
Relevant training in –
business administration
and computers.
Applying out come of
audit.
4. DOCDM-249620 - PPR 0708 Grace Baker 4
ANNUAL REVIEW OF PAST YEAR’S PERFORMANCE (JULY 2008)
Purpose: To review and develop a shared understanding of the employee’s performance in role and progress with
development
Performance in role
Manager and employee consider performance in relation to the role description and work programme (described in business plan
and/or Appendix), where performance has exceeded, met, or not met performance expectations, learnings and successes over
the past year and areas for development for the following year.
Expectations of performance in role
against the role description
(Accountabilities and Capability) and
work programme
Self assessment Manager’s assessment
TEAM PARTICPATION
Contribute to the work of peers to enable
their success
During Business Planning period I demonstrated
team participation by providing support, advice
and guidance to all PM’s to ensure they were
able to make effective decisions in their own
work areas in their own Business Plans. E.g. PM
Visitor Assets was absent when the business
plans were required to be completed. I entered
the data based upon notes he had left behind.
Grace is now providing good support for other
staff through the Business Management
portfolio. Her work on the current BP’s was of
major assistance to new staff in this difficult
time.
Supervise staff and contractors
(if applicable)
Ensure staff and contractors meet expectations
Contractors: Wormald, Laser Electrical, Ike’s
Communication)
I have best demonstrated this by; providing
support, training and guidance to 14 new staff
settling into their new positions in the area
office, for the past 12 months.
Grace has worked on a training schedule for
staff on all office systems. This has been a very
good initiative as Aoraki has had a large staff
change-over with many staff unfamiliar with
DOC systems and processes.
Plan, manage and deliver support and
service
Assess how effective the Area’s work is in
achieving the work plans, identify critical
issues and develop solutions to improve
effectiveness
I have best demonstrated this by continuing to
ensure that the A/O ran effectively and
efficiently. While juggling to provide cover for
the PM Service & BS Ranger roles during an
Area Office review, HSE Audit, OBU, Supps,
Business Planning and recruitment of 10
Temp/s, 3 staff leave, 6 new & 5 permanent
Grace has had a heavy workload in the past
with the first 5 months of year particularly
onerous as a result of working both BS
positions. She has coped well to changing staff
and roles. She has also assisted me in bringing
on-line our reporting systems (MOR, PPR, etc)
5. DOCDM-249620 - PPR 0708 Grace Baker 5
staff changes.
Identify risks and opportunities
Share information, better practice and learning’s
with others
With significant staff changes over the past 6
months, I have best demonstrated this by
adapting with those changes and sharing my
knowledge and skills with a lot of new staff. To
enable them to be successful in their own work
areas. An example: I’ve best demonstrated this
by; encouraging staff to book time with me for:
Training, Ask questions or to learn new things
that will make them more effective at their own
jobs.
Grace has now got a training schedule for staff
in BS systems up and running. She has also
provided good advice and feedback on “new”
DOC systems for the office.
She has also made herself available to travel to
other offices and Consy to upskill on systems
new to her.
Contribute to emergency work and fire
control activities
Undertake fire control or other conservation
related emergency responses to meet the
department’s obligations if required
Have attended two courses; MLSO course and
Track and Clue Awareness. I have not been
contributed or been involved recently in any
emergency incidents.
This year I became revalidated for my Primary
Care level 1 for St John which included being
authorised to give to patients methoxyflurane
and pandol
Grace has always been available for this work
in rural and industrial fire. She is now a
member of the regions Victim Support group –
an essential role in our Alpine SAR response
and she is a practicing member of the region’s
St John’s response.
Build and develop relationships with
tangata whenua and stakeholders
Identify and build key internal and external
effective relationships within the programme.
(Aoraki A/O Staff) 60% of my time
(Canterbury Conservancy Business Services Team) 30%
of my time.
(Other Doc Staff) 10% of my time
(External) 10% of my time.
My main focus for the past 6 months has been
to work closely alongside the Canterbury
Business Services staff. I’ve achieved this
making sure when I am in Christchurch for
meetings, training etc I allocate sufficient time
to spend with BSM, BSS, BSO/HR and
BSO/Finance. This provides everyone an
opportunity to talk, discuss issues / problems or
simply to ask help from one another.
She has worked hard at developing good
working relationships within the Area, Consy,
and with stakeholders.
Valuing the Work (Development area within
role)
Development area:
Values getting work done (through
others).
I believe I have demonstrated this by providing
cover for the vacant PM Service position during
the A/O review while continuing my role as the
BS Ranger. It would be fair to say that I did
not fulfil my duties 100% in both roles. But I
did give 100% commitment to the very best of
my ability.
Grace has shown a commitment to her role at a
time when the Area has gone through some
traumatic changes and the advent of a new
management team. She has kept her
perspective and allowed me to get on with
reforming the Area.
Leadership Ability (Development area
within role)
Development area:
Is able to identify and focus on priorities
(requires this of others).
I have best demonstrated this by providing as
much support to the A/O staff while trying to
juggle the PM Service and BS Service roles
during the A/O review. I strive to the best of
my ability to listen to staff and provide
assistance so they are empowered to make
As above. Her assistance to me has been
invaluable in this time of change.
6. DOCDM-249620 - PPR 0708 Grace Baker 6
their own decisions.
Problem Solving Ability (Development area
within role)
Ability to recognise and solve problems in a
timely and managed way.
Development area:
Is able to consider the implications of their
actions on the work of others.
I strive to resolving problems with the help of
other staff. I’ve best demonstrated this by;
Listening tentatively to staffs problems / issues
and work out the best way collectively to arrive
at a positive solution. A good example of this
is: When area office staff first seek advice from
me on how to deal with issues or problems they
are facing.
I try to retain a neutral position but give staff
options on how to best approach what they are
facing. In this way they can decide what works
for them best. E.g. A/O Staff member
experiencing issues with own Programme
Manager and getting no where with talking
about it. I suggested they have a meeting or
write in their MOR. etc
The BS positions are key to the Area’s smooth
running. It is the hub for the Area and its staff.
Grace has shown an increasing ability to work
with staff on Area issues. Continued
development in this role is key to the Area’s
success and Grace’s team is moving well in that
direction.
Interpersonal Skills and Ability
(Development area within role)
*Attending next week NZIM – Assertive Behaviour
Strategies.
Development area:
Works well with others.
I’ve best demonstrated this by working well
with my work peers. A good example of this is
recently a Conservancy staff member asked me
if a specific work task had been completed. The
answer was No, but I was more than happy to
work alongside the staff member/s involved
and get the task completed to meet the existing
deadline.
As above. Grace has also committed to
ongoing Mngt training and other development
opportunities. She also identifies these
opportunities to other staff who would benefit
from this type of training.
Skilled use of Knowledge Development area
within role)
Ability to maintain area service systems
Development area:
Is competent at prioritising, financial
planning, budget management and
finding improved ways to use resources.
For the past year for me, it’s been quite a steep
learning curve. I worked both BS positions for a
total period of 5 months. Thrown into this
equation I’ve met head on quite a number of
new work tasks: A/O review, H&S audit,
October Business upload, Supps, business
planning from an AO perceptive, ACC audit and
recruitment: 10 Temp/s, 3 staff leave, 6 new
and 5 permanent staff changes. This has
broadened my business services knowledge and
skill base.
*I am still eager to learn new skills and develop
my existing business services knowledge by
seeking training in: Electronic Document
Management. This is an area that interests me
because technology is changing all the time and
Grace has been on a very steep learning curve
these past 12 months. This upskilling has not
been helped by the fact that she undertook both
BS roles in the Area for the 1st
5 months of the
year and that the Area has undergone a review
process with a lot of staff change. The Area is
now in a better position to for fill its work
commitments as a result of Grace’s up-skilling
in the BS area. She shows a willingness to
accept change and a desire to learn. This will
stand the Area in good stead into the future.
7. DOCDM-249620 - PPR 0708 Grace Baker 7
is often overlooked or not taken seriously.
Additional Work (Delivery Output) PM/BS Dual Roles July 07 – Nov 07
Recruitment 10 Temp (07/08)
Recruitment 6 Permanent positions
filled (07/08)
Recruitment 5 Permanent positions
affected (07/08)
Recruitment 3 Permanent positions –
vacant (07/08)
Recruitment 3 Temp positions – fill
permanent positions (07/08)
Area Office Review
PM VA / SAR – entering of data for
08/09 BP (07/08)
PM LB – entering of data for 08/09 BP.
(08)
P-Card Updating of staff changes (08)
Training – Travel Forms (over and over)
(07/08)
Docdm – Sorting out SAR documents
(2007)
File boxes – Mezzanine floor (Re-
organising). (08)
Approving PM’s staff timesheets
(07/08)
Organised additional wall / door
installation in my office.(08)
Organised a desk to be made to my
work space. (08)
This list highlights my comments in this report.
Grace has undertaken a heavy workload in a
time of change in the Area office. Her
continued development is crucial to the Area’s
overall success.
8. DOCDM-249620 - PPR 0708 Grace Baker 8
Development for the role
Manager and employee consider progress with development. Consider what worked well and why, and what could have been
done better? Were there any obstacles faced in developing this area? Has developed capability been applied?
Development for the Role Self assessment Manager’s assessment
Time in Canterbury Conservancy with Business
Services Staff.
Time to be scheduled: With PM Service – Twizel.
Time to be scheduled: With Service – Geraldine.
In the past 6 months my business services skills
& knowledge has grown significantly since I
started to work closely alongside the Canterbury
Conservancy Business Services staff. Who have
all been so open in sharing their time, their
knowledge and skills; this has increased my
knowledge & skill base. I am very grateful for
them taking the time to being patient and gifting
their knowledge to me.
Prior to the 6 months my main focus was to keep
the Area Office running efficiently and effectively
to the best of my ability. I found this quite
difficult at times because there was only one of
me and double the workload for a period of 5
months. On top of this I faced significant
changes in the Area Office. Could things have
been done better? I believe there is always room
for improvements. However at the time I did the
very best I could to fill both BS roles. Once the
50% BS ranger position was filled, I changed my
focus to my own position.
As above – see comments. Grace always gives
her work her best shot and that is all that can be
asked.
*I am still eager to learn new skills and develop
my existing business services knowledge by
seeking training in: Electronic Document
Management. This is an area that interests me
and because technology is changing all the time
it is often overlooked or not taken very seriously.
There are still a number of challenges ahead in
regards to implementing office best practice and
DOC systems. However Grace has made a very
good start at getting this job done.
Her continued development as a Victim
Support Officer will also benefit the Area’s SAR
operations
9. DOCDM-249620 - PPR 0708 Grace Baker 9
Assessment Criteria
A six point rating scale is used to assist employees and their managers in summarising performance for the year:
Unsatisfactory1
Developing
Bottom of Competent range
(basic competence)
Middle of Competent range
(performing and competent)
Top of Competent range
(high performing and fully competent)
Advanced
Does not meet the requirements of the role description and does not demonstrate
developing capability
Growing in capability and demonstrating improving performance.
Has the qualifications and/or skills to undertake the requirements of the role and is
performing at a basic competence level.
Consistently meets the core requirements (accountabilities) of their role description and
adequately demonstrates the full range of capability needed to ensure success.
High performing and fully competent and demonstrating the full range of requirements of
the role consistently well over time.
An employee is consistently able to demonstrate a level of competency above that
required for the role. The employee must add extensive value, have a significant impact and
use their initiative to meet other organisational goals outside of their key result areas but
within the scope of the position. Able to undertake work expected at the next or a higher
band. Will usually be required to undertake leadership roles in the functional area.
1 If performance is unsatisfactory, there need to be additional meetings where the manager discusses and documents performance and expectations and places this on the personal
file. For more information refer to the Misconduct and Managing Poor Performance procedures under M on the A-Z index of the P&OD Intranet Site.
10. DOCDM-249620 - PPR 0708 Grace Baker 10
Overall Performance - Self Assessment
Unsatisfactory
Developing
Bottom of
Competent
range
Middle of
Competent
range
Top of
Competent
range
Advanced
Given the discussions
and comments
recorded on this form, I
assess overall
performance as:
I assess myself to
be 50% in this
range.
Overall Performance - Manager’s Assessment
Unsatisfactory Developing
Bottom of
Competent
range
Middle of
Competent
range
Top of
Competent
range
Advanced
Given the discussions
and comments
recorded on this form, I
assess overall
performance as:
x
11. DOCDM-249620 - PPR 0708 Grace Baker 11
Annual review summary
Manager’s comments (Richard McNamara)
Grace has managed a heavy workload in a time of review and change. This has brought a number of new staff and Programme
Managers to the Area with little experience of DOC processes and systems. She has made a very good effort to undertake and
complete her work loads (she was undertaking both BS roles for the 1st 5 months of the year) whilst at the same time lending
support to the Area’s relatively inexperienced team.
Her willingness to accept this workload and commit to adapting to change and to a steep learning curve has not only served the
Area well, it has been of much valued assistance to a new Area Manger. Thank you Grace for your continued advice and
support. The business Services hub continues to develop and support the Area’s outputs and I look forward to the improvement
already in train for the coming year.
Mac
Signature Richard McNamara – Aoraki AO Area Manager
Date 31st July 2008
Employee’s comments (Grace Baker)
My workload has been quite heavy for the past twelve months and especially for the first five months when I was filling both
Business Services positions. This provided me with an opportunity to teach me some very valuable lessons. One of these lessons was
when a situation arises out of the left field with very little warning. I soon learnt how important it was to take it in my own stride and
to make the best of the situation (s) and be open into adapting to the change that took place.
This allowed me to grow and be further developed in the Business Services role/s.
Signature
Date 2nd August 2008
12. DOCDM-249620 - PPR 0708 Grace Baker 12
Annual review summary
Business Services Manager (Russell George)
Grace has come to the role of Programme Manager Service at a crucial time in the re-establishment of the Area. The relative
inexperience of some other Programme Managers’ and, in some cases, their lack of `attitude’ towards maintaining standards in
financial processing has placed pressure on her ability to undertake her role. Grace has been placed under considerable time
pressure at various stages of the financial year. She has had a very steep learning curve and has had the additional problem of
being distant from help and advice on business planning and financial matters. Despite this, Grace has made every attempt to
learn new skills and apply these to her work and has delivered work of a good standard. Grace has a very well developed sense of
responsibility and a desire to adhere to and follow Departmental processes. She places importance on the preparation and
accuracy of information. There is no doubting her strong desire to become a top flight and effective Programme Manager Service
and, with more time in the role, she will increase her skill base and really grow in confidence to `own’ the position.
Signature
Russell George
BSM – Canterbury Conservancy
Date
31st July 2008
13. DOCDM-249620 - PPR 0708 Grace Baker 13
APPENDIX
Deliver the work programme for the PPR year
Key Deliverables Performance Indicators
(what is the standard/how will it be measured)
Timeframe
Office Management
Visitors / Phones
Staff Tracking
Evacuation procedures
Admin resources and support
Staff and HR
Staff Management
Employee setup and exit
Changes
Timesheets and pay roll
payments
Records and personal files
Audit
Admin support to AM
Organising and recording of
meetings
Logistic & Admin support
Advice
Support to Finance
Management of indirects
Variance reporting
Business Planning
Performance reporting
Petty Cash / SAP
Business Intelligence
Thirdly reporting
Financial advice and support
HSE – Employer Rep
Impac System
Accident and Incident
Register
Systems and process
14. DOCDM-249620 - PPR 0708 Grace Baker 14
Advice and support
Mail – dispatch, collection and
distribution
Information Technology
Site Champion
Records management
Files – hard and electronic
Uniforms – provisional changes and
return
Residential property
Rental and liaison
MOP guardian