This document outlines the agenda for a four-day supervisory skills training taking place from 15-18 May 2023. The training will cover topics such as self-reflection, self-assessment, performance management, conflict management, group dynamics, and the importance of supervision. Participants will learn how to develop personal development plans, identify organizational expectations, and enhance team performance through action planning. The training aims to provide supervisors with the skills needed to support staff and address issues effectively through various supervision approaches.
05 performance management & development (updated)Ibrahim Alhariri
The document provides an overview of a 5-day training program on performance management and development. Day 5 focuses on linking performance management to changing factors and circumstances, identifying individual strengths, weaknesses, opportunities, and threats, and setting a personal development plan. Key questions on performance management criteria and processes are discussed. Effective performance management is defined as ensuring employee activities and outputs align with organizational goals through feedback, reinforcement, and development. Challenges in performance management include creating buy-in for change and developing team accountability. The document outlines steps for performance planning, coaching, and review.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
7. COST MANAGEMENT ACCOUNTING PROJECT BY GAURANG SHARMA.docx0102192528
This document discusses a balanced scorecard framework used by companies for strategic planning and performance measurement. It begins by acknowledging those who supported the author's MBA project. It then provides an introduction to balanced scorecards and their key features. The main body explains the four perspectives of a balanced scorecard: financial, customer, internal business processes, and organizational capacity. It discusses what each perspective measures and how they are related. The conclusion reiterates that the four perspectives provide a framework for describing business strategy and linking objectives across levels of an organization.
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
05 performance management & development (updated)Ibrahim Alhariri
The document provides an overview of a 5-day training program on performance management and development. Day 5 focuses on linking performance management to changing factors and circumstances, identifying individual strengths, weaknesses, opportunities, and threats, and setting a personal development plan. Key questions on performance management criteria and processes are discussed. Effective performance management is defined as ensuring employee activities and outputs align with organizational goals through feedback, reinforcement, and development. Challenges in performance management include creating buy-in for change and developing team accountability. The document outlines steps for performance planning, coaching, and review.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
7. COST MANAGEMENT ACCOUNTING PROJECT BY GAURANG SHARMA.docx0102192528
This document discusses a balanced scorecard framework used by companies for strategic planning and performance measurement. It begins by acknowledging those who supported the author's MBA project. It then provides an introduction to balanced scorecards and their key features. The main body explains the four perspectives of a balanced scorecard: financial, customer, internal business processes, and organizational capacity. It discusses what each perspective measures and how they are related. The conclusion reiterates that the four perspectives provide a framework for describing business strategy and linking objectives across levels of an organization.
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
This document provides guidance on implementing business excellence for small and medium enterprises. It discusses core business excellence concepts and values, and provides tools to help organizations assess their readiness for a business excellence approach. The document then describes various common business excellence initiatives that organizations can implement to improve performance. It focuses on describing six specific initiatives that are useful for achieving quick wins: leadership, strategic planning, customer focus, workforce focus, operations focus, and measurement and analysis. Implementing these initiatives can help set an organization on the path towards sustained business excellence.
NCV 4 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
If you are a STEM professional (engineers, scientists, tech) this presentation will answer questions you have about engaging an executive coach. If you want to take your leadership game to the next level… or identify gaps between where you are and where you need or want to be… or you want to achieve levels of superior performance…
The document summarizes a presentation on strategic thinking and alignment. It discusses analyzing the current business landscape using SWOT analysis and translating strategy into operational terms using a balanced scorecard framework. It also provides examples of how two companies, Max India and GlaxoSmithKline, have aligned their human resources strategies to their business strategies.
iSolutions is a human resources consulting firm that provides services to help organizations address major trends impacting business today and gain a competitive edge through effective human capital management. The document discusses trends like rising healthcare costs, an aging workforce, and increased productivity demands. It emphasizes that properly aligning talent management practices like performance management and succession planning with business goals is key to success. iSolutions can partner with organizations to assess their human resources needs, implement best practices, and ensure their human capital supports their strategic objectives. The firm has experience in areas like training, performance management, and benefits analysis to help clients improve workforce engagement and effectiveness.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Understanding the importance of Key Performance Indicators (KPIs) in today's competitive business environment, we're excited to introduce our comprehensive KPI Training Program. This program is designed to equip your team with the necessary skills to identify, analyze, and improve key business metrics, ultimately driving your company's performance and success.
Please visit our website at https://officecentralcloud.com/Trainings/KPItraining for more information and to register your interest!
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
The document discusses strategy execution and the balanced scorecard framework. It provides insights into why 70% of strategic failures are due to poor execution by leadership. The balanced scorecard is presented as a framework that can help organizations translate their strategy into clear objectives and measures across financial, customer, internal process, and learning/growth perspectives. It emphasizes that the balanced scorecard is not just a measurement system but can transform strategic planning and help align the organization to successfully execute its strategy when fully deployed.
Maintaining a skilled workforce and the best-fit employees is crucial as a business owner striving to meet your objectives and expand. To ensure this is the case, it is important to regularly assess your team's skill sets to determine if current levels align with the requirements for business success and industry standards.
The less aligned your employees' skill sets are, the more likely you'll struggle to meet your desired business objectives. As such, deploying skills gap analysis can be a valuable tool to assess current skill sets and reveal how big the gap is.
By identifying these areas, you can proactively address skill deficiencies and enhance workforce readiness.
In this deck, you'll learn the importance of Skill Gap Analysis in organisational success.
You'll also learn
• How to perform an effective Skill Gap Analysis.
• Most effective solutions to address employees' skill gap
• Modern applications of the Skill Gap Analysis tool.
Construction Futures Wales - Leadership & Management Taster SessionRae Davies
The document summarizes a taster workshop for the Construction Futures Wales Leadership Programme. It discusses why leadership skills are important for business success. It also outlines the differences between leadership and management. The programme aims to develop leadership skills over 10 months through various modules focusing on vision, coaching, innovation, finance, and a growth project. Participants can earn accreditations and credits towards an Executive MBA. There is no cost to participants as the programme is subsidized by industry groups.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
1. The document discusses the importance of performance reviews for aligning employee goals with business objectives and ensuring high performance. However, many companies have dysfunctional review processes.
2. A successful review process includes setting SMART goals, creating action plans, regularly monitoring progress, obtaining objective feedback, and linking performance to compensation. It should not be a single annual event but rather an ongoing dialogue.
3. Training managers is key so they can effectively conduct reviews, provide feedback, and identify development areas for employees. With an effective system in place, companies see benefits like increased motivation, retention, and success.
The document provides an assignment assessment report for a talent management assignment. It includes an assessor report card that outlines the assignment objectives, assessment criteria on a DMR grading scale, and space for feedback and comments.
The assignment asked students to develop performance measures for a sales function, outline the process for a high potential development program including identification tools, create a career path chart for sales personnel, and design a self-appraisal form for sales executives.
The report card will be used by the assessor to grade the assignment based on criteria such as clarity, analytical thinking, research approach, and achievement of subject-specific parameters related to the assignment questions. It also includes space for overall assessment grade and comments.
This document provides an overview of strategic management and the strategic planning process. It discusses establishing strategic direction through vision, mission, and identifying key performance areas. It covers developing business strategies, organizing strategy development, and gap analysis and objective setting. It then outlines the action planning process to align the organization to the strategy through communication and training. Finally, it discusses implementing the strategic plan, measuring and auditing results, and developing a continuous improvement process using the PDCA cycle.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
This document outlines a training program for developing oneself and managing relationships in the public sector. It covers four modules: emotional intelligence and personal development, managing work relationships, managing stress as an individual and in the workplace, and developing a career path. The modules discuss topics like personality types, communication styles, causes of stress, stress management strategies, and factors to consider when planning one's career. The overall aim is to provide skills and knowledge for personal and professional growth within a public sector environment.
This document discusses managing service delivery improvement. It contains learning outcomes related to analyzing feedback from stakeholders, identifying reasons for client dissatisfaction, analyzing client needs and expectations, and developing plans to improve service delivery. The document also discusses common causes of poor service delivery in South Africa, how the Batho Pele principles can help address these issues, measuring customer satisfaction, and setting performance standards.
This document provides guidance on implementing business excellence for small and medium enterprises. It discusses core business excellence concepts and values, and provides tools to help organizations assess their readiness for a business excellence approach. The document then describes various common business excellence initiatives that organizations can implement to improve performance. It focuses on describing six specific initiatives that are useful for achieving quick wins: leadership, strategic planning, customer focus, workforce focus, operations focus, and measurement and analysis. Implementing these initiatives can help set an organization on the path towards sustained business excellence.
NCV 4 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
If you are a STEM professional (engineers, scientists, tech) this presentation will answer questions you have about engaging an executive coach. If you want to take your leadership game to the next level… or identify gaps between where you are and where you need or want to be… or you want to achieve levels of superior performance…
The document summarizes a presentation on strategic thinking and alignment. It discusses analyzing the current business landscape using SWOT analysis and translating strategy into operational terms using a balanced scorecard framework. It also provides examples of how two companies, Max India and GlaxoSmithKline, have aligned their human resources strategies to their business strategies.
iSolutions is a human resources consulting firm that provides services to help organizations address major trends impacting business today and gain a competitive edge through effective human capital management. The document discusses trends like rising healthcare costs, an aging workforce, and increased productivity demands. It emphasizes that properly aligning talent management practices like performance management and succession planning with business goals is key to success. iSolutions can partner with organizations to assess their human resources needs, implement best practices, and ensure their human capital supports their strategic objectives. The firm has experience in areas like training, performance management, and benefits analysis to help clients improve workforce engagement and effectiveness.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Understanding the importance of Key Performance Indicators (KPIs) in today's competitive business environment, we're excited to introduce our comprehensive KPI Training Program. This program is designed to equip your team with the necessary skills to identify, analyze, and improve key business metrics, ultimately driving your company's performance and success.
Please visit our website at https://officecentralcloud.com/Trainings/KPItraining for more information and to register your interest!
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
The document discusses strategy execution and the balanced scorecard framework. It provides insights into why 70% of strategic failures are due to poor execution by leadership. The balanced scorecard is presented as a framework that can help organizations translate their strategy into clear objectives and measures across financial, customer, internal process, and learning/growth perspectives. It emphasizes that the balanced scorecard is not just a measurement system but can transform strategic planning and help align the organization to successfully execute its strategy when fully deployed.
Maintaining a skilled workforce and the best-fit employees is crucial as a business owner striving to meet your objectives and expand. To ensure this is the case, it is important to regularly assess your team's skill sets to determine if current levels align with the requirements for business success and industry standards.
The less aligned your employees' skill sets are, the more likely you'll struggle to meet your desired business objectives. As such, deploying skills gap analysis can be a valuable tool to assess current skill sets and reveal how big the gap is.
By identifying these areas, you can proactively address skill deficiencies and enhance workforce readiness.
In this deck, you'll learn the importance of Skill Gap Analysis in organisational success.
You'll also learn
• How to perform an effective Skill Gap Analysis.
• Most effective solutions to address employees' skill gap
• Modern applications of the Skill Gap Analysis tool.
Construction Futures Wales - Leadership & Management Taster SessionRae Davies
The document summarizes a taster workshop for the Construction Futures Wales Leadership Programme. It discusses why leadership skills are important for business success. It also outlines the differences between leadership and management. The programme aims to develop leadership skills over 10 months through various modules focusing on vision, coaching, innovation, finance, and a growth project. Participants can earn accreditations and credits towards an Executive MBA. There is no cost to participants as the programme is subsidized by industry groups.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
1. The document discusses the importance of performance reviews for aligning employee goals with business objectives and ensuring high performance. However, many companies have dysfunctional review processes.
2. A successful review process includes setting SMART goals, creating action plans, regularly monitoring progress, obtaining objective feedback, and linking performance to compensation. It should not be a single annual event but rather an ongoing dialogue.
3. Training managers is key so they can effectively conduct reviews, provide feedback, and identify development areas for employees. With an effective system in place, companies see benefits like increased motivation, retention, and success.
The document provides an assignment assessment report for a talent management assignment. It includes an assessor report card that outlines the assignment objectives, assessment criteria on a DMR grading scale, and space for feedback and comments.
The assignment asked students to develop performance measures for a sales function, outline the process for a high potential development program including identification tools, create a career path chart for sales personnel, and design a self-appraisal form for sales executives.
The report card will be used by the assessor to grade the assignment based on criteria such as clarity, analytical thinking, research approach, and achievement of subject-specific parameters related to the assignment questions. It also includes space for overall assessment grade and comments.
This document provides an overview of strategic management and the strategic planning process. It discusses establishing strategic direction through vision, mission, and identifying key performance areas. It covers developing business strategies, organizing strategy development, and gap analysis and objective setting. It then outlines the action planning process to align the organization to the strategy through communication and training. Finally, it discusses implementing the strategic plan, measuring and auditing results, and developing a continuous improvement process using the PDCA cycle.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
This document outlines a training program for developing oneself and managing relationships in the public sector. It covers four modules: emotional intelligence and personal development, managing work relationships, managing stress as an individual and in the workplace, and developing a career path. The modules discuss topics like personality types, communication styles, causes of stress, stress management strategies, and factors to consider when planning one's career. The overall aim is to provide skills and knowledge for personal and professional growth within a public sector environment.
This document discusses managing service delivery improvement. It contains learning outcomes related to analyzing feedback from stakeholders, identifying reasons for client dissatisfaction, analyzing client needs and expectations, and developing plans to improve service delivery. The document also discusses common causes of poor service delivery in South Africa, how the Batho Pele principles can help address these issues, measuring customer satisfaction, and setting performance standards.
Feedback from stakeholders regarding problems of service delivery is collated and analysed according to categories.
• Reasons for and sources of client dissatisfaction are described using case studies.
• The nature of problems, needs and expectations of clients is analysed using case studies.
• Existing service delivery standards/levels are identified and described according to relevant organisational policy.
• Measures to rectify service delivery failures are identified and described with examples.
• Plans for the improvement of service delivery are devised and necessary resources are allocated according to departmental/organizational policies and procedures.
Understand the importance of the provision of good customer service
Identify customer and organisational needs and expectations in respect of service levels
This document discusses various leadership theories and styles that were covered on day 3 of a leadership development training. It begins by explaining Herzberg's motivator and hygiene factors and Maslow's hierarchy of needs as theories about what motivates people. It then defines leadership style and discusses positive and negative styles. Several specific leadership styles are outlined, including autocratic, democratic, laissez-faire, paternalistic, collaborative, and change leadership. Contemporary issues in leadership such as framing, charismatic leadership, authentic leadership, trust, mentoring, self-leadership, and online leadership are also summarized. The document concludes by discussing theories of leadership and leadership power bases.
The document outlines a municipal finance management course that covers approaches to managing municipal income and expenditure over multiple years, including developing subsidy frameworks, designing rates and tariffs, and creating credit control and debt collection policies. The course will apply various learning techniques including discussions, reflections, and evaluations over its daily sessions spanning topics such as municipal budgeting, financial legislation and policy, and audit outcomes.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
SUPERVOSORY MANAGEMENT SKILLS
1. COURSE NAME:
SUPERVISORY SKILLS
TRAINING
DATES: 15 – 18 May 2023
ORGANISATION:
FACILITATOR NAME:
RONALD GWANGWAVA
5/18/2023
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry
Certifications
1
2. WHAT ARE THE MAIN
TAKEAWAYS FOR YOU?
ANY
QUESTIONS?
3. QUALIFICATION OUTLINE
US Code: 13912
US Title: APPLY
KNOWLEDGE OF
SELF AND TEAM
IN ORDER TO
DEVELOP A PLAN
TO ENHANCE
TEAM
PERFORMANCE
UNIT STANDARDS
BREAKDOWN
Specific outcomes
specific,
measurable
goals.
specific changes in
your knowledge,
attitudes &
application
POE BUILDING
4. SPECIFIC OUTCOMES
• 1. Demonstrate knowledge and understanding of self as a
worker in a specific work position
• Identify own role in an organisation
• Use a variety of strategies to deal with potential conflict in a
team or group
• Demonstrate knowledge and understanding of the dynamic
within a specific group
6. What is self-
reflection?
• Self-reflection is about taking
the time to think about
yourself and your own life
• It can be called intro-section, a
reflective looking inward : an
examination of one's own
thoughts and feelings.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
6
7. Five Ways to
Practice Self-
Reflection
• 1. Set Up Your Ideal
Environment
• 2. Journaling
• 3. Use Positive Words and
Phrases
• 4. Ask Yourself Empowering
Questions
• 5. Focus on the Good for
Just a Little Longer
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
7
8. Benefits of self-reflection?
• Character building. Looking inwards forces, you
to confront the person you are. ...
• Help you put things into perspective
• • Help you stay on track with your goals
• • Increase your awareness of time
management
• • Help you get on touch with your true feelings
• • Help you understand work/life balance
• • Help you recognize and celebrate your
successes
• • Help you learn from your mistakes
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
8
9. SELF ASSESSMENT
• A SELF-ASSESSMENT is an employee's evaluation of their
performance during the specified performance period.
• The purpose of the Self-Assessment is to have the employee
think about and give serious consideration to how they have
performed in meeting expectations.
• Self-assessment is a building block for setting goals and
making positive changes.
• • Self-assessment can help you decide if you are doing
alright.
• It doesn't have to be about change. It can be about affirming
what you are already doing.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
9
10. How to write a performance self-
assessment
• Make a list of your positive
attributes. To write a self-
performance assessment, first
determine where you are in your
professional career. ...
• Reflect on your accomplishments.
...
• Reflect on your mistakes. ...
• Close with opportunities to grow.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
10
11. Benefits of self assessment
• A self-assessment, when completed
without bias and with the goal of
improvement, can be an excellent
performance review tool for both
employees and management.
• It can help employees reflect on
their strengths and weaknesses and
create goals that will fuel personal
and professional growth.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
11
12. A Personal
Development Plan
• Personal development is an ongoing
process that drives you to improve your
knowledge, skills and experience, so that
you can achieve your goals.
• A personal development plan (or PDP) is a
method of focusing your goals into
achievable steps, which helps you keep
track of your personal development.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
12
13. WHAT MATTERS
TO YOU
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
5/18/2023 13
15. AN
ORGANOGRAM
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
15
An organogram is a graphical
representation of an organisation’s
structure.
It’s used to show hierarchical relationships
between managers and the people who
report to them, as well as departments.
An organogram is a useful tool for
organisations to visualise reporting
relationships
16. Benefits of an Organogram
• 1. Displays function division.
• 2. Allows people to know whether right and
responsibility are set properly or not.
• 3. Tell if someone is under the overweight
workload.
• 4. Assist people in finding if there is someone
undertaking relevant work and staying idle.
• 5. Help managers to identify if some talented
workers haven’t been able to draw out the best
in themselves.
• 6. Help managers to notice if some unqualified
person holds an important position.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
16
17. ORGANISATIONAL
EXPECTATIONS FOR
A POSITION
• Performance expectations go beyond the job description. When
you think about high quality on-thejob performance, you are really
thinking about a range of expected job outcomes, such as:
• • What goods and services should the job produce?
• • What impact should the work have on the organization?
• • How do you expect the employee to act with clients, colleagues,
and supervisors?
• • What are the organizational values the employee must
demonstrate?
• • What are the processes, methods, or means the employee is
expected to use?
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
17
18. What is PM?
• A system of evaluating
employees to help them reach
reasonable goals and thus
ensure that the organisation
performs better
• It is as important as managing
financial resources and program
outcomes
5/18/2023 18
19. WHAT ARE THE COMPONENTS
OF A PERFORMANCE
MANAGEMENT SYSTEM
• • Planning work and setting
expectations
• • Continually monitoring performance
• • Developing the capacity to perform
• • Periodically rating performance in a
summary fashion
• • Rewarding good performance.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
19
20. Purpose of a performance
management system
• Institutionalise the principles of
service, output and outcome oriented
operations
• Increase motivation of staff
• Higher levels of productivity
5/18/2023 20
21. Steps in the
PMS
Step 2: Review performance in relation to targets & agree
appropriate adjustments/ action.
Step 1: Supervisor & Employee develop & agree on
performance objectives/ targets.
Step 3: Annual Review, Setting targets for new financial year,
including those in relation to training & development.
5/18/2023 21
22. Role players
in the PMS in
the public
sector
5/18/2023 22
Director/ Director General
Managers/supervisors
Human Resources Manager
Employee
24. Importance of performance
appraisal
• Recognize achievement
• Evaluate job progress
• To design training for the further
development of skills and strengths.
• Boosts Employee Engagement
• It encourages employee recognition and
reward
• Helps to enforce goal setting and
achievement
• Provides the Opportunity for Exchanging
Feedback
5/18/2023 24
25. Stages in performance
appraisal
• Establish performance standards.
• Communicate performance
standards.
• Measure actual performance.
• Compare actual performance to
performance standards.
• Discuss the results and give
feedback.
• Decide on a follow-up plan.
5/18/2023 25
26. Rewarding performance
• Intrinsic versus Extrinsic Rewards
• Intrinsic rewards e.g an impressive job title,
career growth, personal achievements, praises,
etc.
• Extrinsic rewards e.g tangible rewards that
employees receive upon doing good work. It
includes bonuses, raises, gifts, etc.
• Cash
• Time off
• Non-monetary items
• Honour awards
• Appreciating the employee’s performance
verbally by saying something like “You did a good
job.”
5/18/2023 26
27. Key Principles
Underlying the
Disciplinary Procedure
in the Public Service
• • Discipline is a corrective measure and
not a punitive one.
• • Discipline must be applied in a prompt,
fair, consistent and progressive manner.
• • Discipline is a management function.
• • The disciplinary procedure should be
held in the place of work of an employee
and be understandable to all employees.
• • If an employee commits misconduct that
is also a criminal offence, both procedures
shall continue separately
5/18/2023 27
28. Disciplinary Code
• • A disciplinary code is necessary for the
efficient delivery of service and the fair
treatment of public servants, and ensures
that employees:
• o have a fair hearing in a formal and informal
setting;
• o are timeously informed of the allegations
of misconduct made against them;
• o receive written reasons for a decision
taken; and
• o have the right to appeal against any
decision.
5/18/2023 28
29. Dealing with General
Misconduct
• Corrective counselling
• Verbal warnings
• Written warnings
• Final written warnings
• disciplinary action
5/18/2023 29
30. Dealing with Serious
misconduct
• counselling;
• a written warning;
• a final written warning;
• suspension without pay, for no longer than
three months;
• demotion;
• a combination of the above; or
• Dismissal.
5/18/2023 30
31. Code of Ethics in the South African Public
Service
The Code acts as a guideline to
employees as to what is
expected of them from an
ethical point of view, both in
their individual conduct and in
their relationship with others.
Compliance with the Code can
be expected to enhance
professionalism and help to
ensure confidence in the
Public Service.
32. What is included in Your Code of
Ethics and Professional Conduct
1. Relationship with the Legislature
and the Executive
2. . Relationship with the Public
3. Relationship among Employee
4. Performance of Duties
5. Personal Conduct and Private
Interests
33. Conflict management
• Conflict management is an umbrella
term for the way we identify and handle
conflicts fairly and effectively.
• The goal is to minimize the potential
negative impacts that can arise from
disagreements and increase the
chances of a positive outcome.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I
Technology Skills I Industry Certifications
33
34. Sources of conflict in the workplace
• information conflicts,
• values conflicts,
• interest conflicts,
• relationship conflicts, and
• structural conflicts.
35. Sources of Conflict in the workplace
Causes of conflict
poor management.
unfair treatment.
unclear job roles.
inadequate training.
poor communication.
poor work environment.
lack of equal opportunities.
bullying and harassment.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
35
36. Conflict Handling
• identify points of agreement
• reformulate contributions to highlight common ideas
• encourage people to build on others’ ideas
• test for false consensus
• test consensus for relevance/motivation
2023/05/18 36
37. • Identify a conflict situation in your organisation and the strategies which you
might use to solve them.
2023/05/18 37
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance IFinancial & Supply Chain Management IBusiness Skills ITechnology Skills IIndustry Certifications
38. group dynamics
2023/05/18 38
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance IFinancial & Supply Chain Management IBusiness Skills ITechnology Skills IIndustry Certifications
39. The strengths and weaknesses of a team
2023/05/18 39
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance IFinancial & Supply Chain Management IBusiness Skills ITechnology Skills IIndustry Certifications
40. the steps in developing an action plan to
enhance the performance of a team
2023/05/18 40
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance IFinancial & Supply Chain Management IBusiness Skills ITechnology Skills IIndustry Certifications
41. Importance of Supervision
3 Major Components of Supervision
Administrative
Educational
Supportive
To be an effective supervisor, you need to be skilled at each of the three areas.
42. Administrative Supervision
Relates to ensuring that work is performed and is performed in a manner that is
consistent with agency policies.
Some specific areas would focus on:
Caseworker contact and punctuality ( in terms of meeting attendance and
completing paperwork)
43. Educational
Supervision
Occasionally referred to as a clinical
supervision, educational supervision involves
teaching a supervisee skills while also
developing their self-awareness at the same
time.
This is done by analyzing the social worker’s
interactions with clients and then teaching
them how to provide specific services to
specific clients.
44. Supportive
Supervision
Focuses on enhancing job performance by
decreasing job related stress that interferes
with work performance.
Supervisor increases the supervisee’s
motivation and helps develop a work
environment that enhances work
performance.
45. Importance of Supervision
All 3 methods should be assessed and determine which one is appropriate. At
times intervention might include one of the three, other times (and a significant
portion of the time) intervention would include a portion of all three.
Each supervisor must be aware of which areas they are stronger in than others.
Self-awareness is the key.
46. Supporting
Staff
As a supervisor, your supervisee
is your customer. If someone has
a problem, it is your
responsibility as a supervisor to
see it solved.
This is not to say it is your
responsibility alone to come up
with a decision for them, but it is
up to you to pull in the
appropriate people and see it is
followed through with for your
supervisee.
47. Supporting Staff
It is imperative for supervisors to take a moral stance for fair, respectful
treatment for both supervisees and clients.
48. Supporting Staff
Follow through with supervisee when they have questions. Recommending a
supervisee “go to” or “call” someone is typically not sufficient, particularly if you
are dealing with a new worker.
For all intents and purposes, the minute an employee asks you a question, they
have asked the agency and if they do not get an answer for it, then it is the
agency that has not followed through.
49. Importance of Supervision
• Clinical supervision is the primary means through which all applied mental health
fields are taught. However, supervision is a balancing act. Good supervision is a
skill of balancing the needs of the clients.
50. Importance of
Supervision
Supervisors should review the supervisee’s
work in order to IMPROVE the social
worker’s skills and ensure the clients are
given the highest service possible.
Doing this effectively leads to success for the
supervisee and the supervisor.
51. Importance of Supervision
3 Major Components of Supervision
Administrative
Educational
Supportive
To be an effective supervisor, you need to be skilled at each of the three areas.
52. Administrative Supervision
Relates to ensuring that work is performed and is performed in a manner that is
consistent with agency policies.
Some specific areas would focus on:
Caseworker contact and punctuality ( in terms of meeting attendance and
completing paperwork)
53. Educational
Supervision
Occasionally referred to as a clinical
supervision, educational supervision involves
teaching a supervisee skills while also
developing their self-awareness at the same
time.
This is done by analyzing the social worker’s
interactions with clients and then teaching
them how to provide specific services to
specific clients.
54. Supportive
Supervision
Focuses on enhancing job performance by
decreasing job related stress that interferes
with work performance.
Supervisor increases the supervisee’s
motivation and helps develop a work
environment that enhances work
performance.
55. Importance of Supervision
All 3 methods should be assessed and determine which one is appropriate. At
times intervention might include one of the three, other times (and a significant
portion of the time) intervention would include a portion of all three.
Each supervisor must be aware of which areas they are stronger in than others.
Self-awareness is the key.
56. Importance of Documentation
Documentation is an important part of supervision and moral
fiber for the supervisee.
If it’s not documented it didn’t happen.
It’s imperative for the supervisor to review documentation and
monthly reports for content.
Documentation should evaluate the families needs and re-
evaluate the goals as families needs change.
When writing documentation understand your audience.
57. Service Standards
• Service Standards are the guidelines and rules for all services offered to DCS
clients.
• It is important to understand and review the DCS service standards frequently
while providing appropriate services.
• Service standards can be viewed under community based services, scroll down
and select Attachment A service standards http://www.in.gov/dcs/3159.htm
58. GROUP 2 :
PRESENTATION TASK
• You have been asked by the senior
management to review the current
process of supervision within your
organisation.
• Write a comprehensive report
outlining the current process, the
gaps in the process and the
recommendations for
improvement.
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
58
59. Review The Training
• When you review the training, the review will reveal strengths and
weaknesses of the planning, preparation, implementation and feedback
components of the training.
• The final step is to evaluate the training intervention. Sometime after the
learner(s) have been trained and has returned to the job, do a survey to find
out:
•
• Are the learners doing what they are supposed to be doing?
• Are they doing it according to the required standard?
• Did the training intervention give the learners sufficient knowledge and
skills to do the job to the required standards?
• Is there still a knowledge or skills shortfall preventing the learner from
doing the job to the required standard or does the user have a resistance to
change?
• Is another training intervention needed or can the problem be solved
in a different way?
• If another training intervention is needed, what form should it take:
training by an outside company, should the user attend a change
management programme or will on-the-job training by one of the other
employees fill the gap?
• This list is not complete; you may add more suggestions as they apply to the
specific situation A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry
Certifications
59
60. Your training plan may cover the
following areas:
Background
Participants Profile (special needs)
Objectives
Resources & Logistics
Technical Requirements
Delivery Method
Schedule - Duration / Class Size
Assessments
2023/05/18
A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Industry Certifications
60