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Training and developing employees
This document discusses various aspects of training and developing employees. It covers topics like socialization, orientation, employee handbooks, the importance of training, organization development, learning organizations, and critical issues. Specifically, it defines key terms, describes the stages of socialization and orientation processes, discusses how to develop employee handbooks and identify key personnel, outlines the training and development process, and addresses the benefits of learning organizations and issues like cross-cultural training.
Fear of conflict in teams
Teams that fear conflict tend to have boring meetings, ignore controversial topics, and fail to utilize all team perspectives. This wastes time and allows issues to go unresolved. Productive conflict is necessary for teams to grow and solve problems quickly. Teams that engage in conflict have lively discussions, extract ideas from all members, and minimize politics. The document provides techniques for making conflict more common and productive on teams, such as having members play the role of "miner of conflict" to extract disagreements. It also suggests providing "real time permission" to encourage healthy debates and prevent members from retreating from productive conflict.
Building trust in teams
1) The document describes an activity called "Mouse Trap" where participants had to arm and disarm a mouse trap either alone, while blindfolded with help from someone trusted, or while blindfolded with help from a stranger.
2) Discussing the activity led the group to realize that it is difficult to trust strangers because you don't know them well, but that there is also a chance of being let down by people you know.
3) The group then had an insight that instead of making people "earn" trust, a better approach is to start by "giving" trust to others without waiting for them to prove themselves worthy.
Six tips to build and nurture trust in teams
Lead by example and be honest and transparent to build trust. Manage expectations and don't over-promise to avoid trust breaking down. Foster self-awareness in understanding delivering promises is key, and create a common framework with understanding and buy-in of shared goals. Agree to build trust both ways and encourage openness in a supportive environment for discussion.
Hr Pmp 301 Coaching And Developing Employees
The document discusses coaching and developing employees. It provides an agenda for a training session that includes reviewing coaching models, handling negative responses, and developing employees. It discusses elements of successful coaching like listening, questioning techniques, and providing direction. It also outlines several coaching models and provides tips for feedback and coaching employees.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
The 5 dysfunctions of a team Management Presentation
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
The 5 Dysfunctions of a Team
To maximize your organizational leadership and team work you have to deal with the 5 Dysfunctions first.
Recommended
Training and developing employees
This document discusses various aspects of training and developing employees. It covers topics like socialization, orientation, employee handbooks, the importance of training, organization development, learning organizations, and critical issues. Specifically, it defines key terms, describes the stages of socialization and orientation processes, discusses how to develop employee handbooks and identify key personnel, outlines the training and development process, and addresses the benefits of learning organizations and issues like cross-cultural training.
Fear of conflict in teams
Teams that fear conflict tend to have boring meetings, ignore controversial topics, and fail to utilize all team perspectives. This wastes time and allows issues to go unresolved. Productive conflict is necessary for teams to grow and solve problems quickly. Teams that engage in conflict have lively discussions, extract ideas from all members, and minimize politics. The document provides techniques for making conflict more common and productive on teams, such as having members play the role of "miner of conflict" to extract disagreements. It also suggests providing "real time permission" to encourage healthy debates and prevent members from retreating from productive conflict.
Building trust in teams
1) The document describes an activity called "Mouse Trap" where participants had to arm and disarm a mouse trap either alone, while blindfolded with help from someone trusted, or while blindfolded with help from a stranger.
2) Discussing the activity led the group to realize that it is difficult to trust strangers because you don't know them well, but that there is also a chance of being let down by people you know.
3) The group then had an insight that instead of making people "earn" trust, a better approach is to start by "giving" trust to others without waiting for them to prove themselves worthy.
Six tips to build and nurture trust in teams
Lead by example and be honest and transparent to build trust. Manage expectations and don't over-promise to avoid trust breaking down. Foster self-awareness in understanding delivering promises is key, and create a common framework with understanding and buy-in of shared goals. Agree to build trust both ways and encourage openness in a supportive environment for discussion.
Hr Pmp 301 Coaching And Developing Employees
The document discusses coaching and developing employees. It provides an agenda for a training session that includes reviewing coaching models, handling negative responses, and developing employees. It discusses elements of successful coaching like listening, questioning techniques, and providing direction. It also outlines several coaching models and provides tips for feedback and coaching employees.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
The 5 dysfunctions of a team Management Presentation
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
The 5 Dysfunctions of a Team
To maximize your organizational leadership and team work you have to deal with the 5 Dysfunctions first.
Hoshin planning presentation
Hoshin Kanri is a strategic planning and implementation process that aligns objectives throughout an organization. It involves a 7-step cycle to establish vision, develop strategic plans, set annual objectives, deploy objectives to departments to create improvement plans, implement plans, conduct regular reviews, and annual assessments. Key aspects include developing a matrix to link vision and objectives, assigning ownership, and a "catchball" process where stakeholders provide input to finalize improvement plans. The benefits are clear roles and objectives for all employees, aligned goals across levels, and involvement of all in target setting and reviews.
Hoshin Kanri Strategy Deployment by Operational Excellence Consulting
Hoshin Kanri Strategy Deployment by Operational Excellence ConsultingOperational Excellence Consulting
This document provides an overview of Hoshin Kanri, a strategic planning and management approach. It discusses key concepts such as focusing on breakthrough objectives, aligning goals across levels of the organization, and using a plan-do-check-act cycle. The document outlines the typical Hoshin Kanri process, which includes objective setting, deployment to departments, operationalizing objectives through projects, and reviewing performance. Tools like the X matrix and deployment trees are presented to cascade goals down the organization.The Art of Coaching Employees - Part 2
The document outlines the 4 must-do's for effective coaching: 1) Observe without quick judgement and examine your own role, 2) Listen to understand rather than respond, minding nonverbal cues, 3) Give timely and permission-based feedback focused on behaviors not individuals, 4) Ask open-ended questions one at a time without leading questions. It reinforces these points using the example of Olga, a Russian Duchess, to help the reader memorize the key coaching practices.
Training & Development
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
Coaching For Optimal Performance
The document provides guidance on coaching for optimal employee performance. It discusses the characteristics of a good coach, including being positive, supportive, goal-oriented, focused and observant. It also outlines the key elements of an effective coaching session, such as establishing clear purpose and ground rules. Communication skills for coaching like asking open questions and active listening are also covered. Finally, it describes the five steps of coaching: describing performance issues, discussing causes, identifying solutions, developing an action plan, and follow up.
Methods Of Training And Development
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Training ppt
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
Introduction to strategy deployment
Strategy Deployment is a process that links senior leadership strategic planning to enterprise-wide improvement projects and objectives. It involves establishing an organizational vision and strategic plan, deploying annual objectives to departments to develop targeted improvement plans, implementing plans through regular reviews, and annually evaluating progress. An effective Lean transformation requires developing internal structures and behaviors like consistency, teamwork, and ensuring everyone understands their role in strategy deployment and how it impacts organizational performance.
The Art of Coaching Employees - Part 1
This is part one of two installments on how to effectively coach employees. This lesson defines what coaching is by explaining what it isn't.
10 Best Practices of a Best Company to Work For
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Leader's Guide to Motivate People at Work
To motivate employees, leaders should provide more praise, attention, responsibility, and incentives. Specifically, leaders should recognize employees' good work, keep employees informed about company goals and strategies, assign more challenging tasks with autonomy, establish incentive programs with realistic yet challenging goals, and provide pay raises correlated with employee performance and development. Leaders can use a performance management tool like Weekdone to understand employee status, provide transparent feedback, and align goals across different levels.
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Viewers also liked
Hoshin planning presentation
Hoshin Kanri is a strategic planning and implementation process that aligns objectives throughout an organization. It involves a 7-step cycle to establish vision, develop strategic plans, set annual objectives, deploy objectives to departments to create improvement plans, implement plans, conduct regular reviews, and annual assessments. Key aspects include developing a matrix to link vision and objectives, assigning ownership, and a "catchball" process where stakeholders provide input to finalize improvement plans. The benefits are clear roles and objectives for all employees, aligned goals across levels, and involvement of all in target setting and reviews.
Hoshin Kanri Strategy Deployment by Operational Excellence Consulting
Hoshin Kanri Strategy Deployment by Operational Excellence ConsultingOperational Excellence Consulting
This document provides an overview of Hoshin Kanri, a strategic planning and management approach. It discusses key concepts such as focusing on breakthrough objectives, aligning goals across levels of the organization, and using a plan-do-check-act cycle. The document outlines the typical Hoshin Kanri process, which includes objective setting, deployment to departments, operationalizing objectives through projects, and reviewing performance. Tools like the X matrix and deployment trees are presented to cascade goals down the organization.The Art of Coaching Employees - Part 2
The document outlines the 4 must-do's for effective coaching: 1) Observe without quick judgement and examine your own role, 2) Listen to understand rather than respond, minding nonverbal cues, 3) Give timely and permission-based feedback focused on behaviors not individuals, 4) Ask open-ended questions one at a time without leading questions. It reinforces these points using the example of Olga, a Russian Duchess, to help the reader memorize the key coaching practices.
Training & Development
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
Coaching For Optimal Performance
The document provides guidance on coaching for optimal employee performance. It discusses the characteristics of a good coach, including being positive, supportive, goal-oriented, focused and observant. It also outlines the key elements of an effective coaching session, such as establishing clear purpose and ground rules. Communication skills for coaching like asking open questions and active listening are also covered. Finally, it describes the five steps of coaching: describing performance issues, discussing causes, identifying solutions, developing an action plan, and follow up.
Methods Of Training And Development
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Training ppt
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
Introduction to strategy deployment
Strategy Deployment is a process that links senior leadership strategic planning to enterprise-wide improvement projects and objectives. It involves establishing an organizational vision and strategic plan, deploying annual objectives to departments to develop targeted improvement plans, implementing plans through regular reviews, and annually evaluating progress. An effective Lean transformation requires developing internal structures and behaviors like consistency, teamwork, and ensuring everyone understands their role in strategy deployment and how it impacts organizational performance.
The Art of Coaching Employees - Part 1
This is part one of two installments on how to effectively coach employees. This lesson defines what coaching is by explaining what it isn't.
10 Best Practices of a Best Company to Work For
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Leader's Guide to Motivate People at Work
To motivate employees, leaders should provide more praise, attention, responsibility, and incentives. Specifically, leaders should recognize employees' good work, keep employees informed about company goals and strategies, assign more challenging tasks with autonomy, establish incentive programs with realistic yet challenging goals, and provide pay raises correlated with employee performance and development. Leaders can use a performance management tool like Weekdone to understand employee status, provide transparent feedback, and align goals across different levels.
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Hoshin Kanri Strategy Deployment by Operational Excellence Consulting
Hoshin Kanri Strategy Deployment by Operational Excellence Consulting