The document outlines a six step process for conducting high, middle, and low performance conversations with team members, which includes assessing performance, planning meetings, preparing notes tailored for each level of performance, having initial and follow up conversations, reviewing the process with supervisors, and following up on underperforming team members. Guidelines are also provided for coaching employees at each performance level during the conversations.
SMART LEADERSHIP (Situational Leadership) TrainingKanaidi ken
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
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Team Building Training Slides Material for Corporate - One day - 8 Effective Hours
For references purposes
- Team building process
Bruce Tuckman's
Meredith Belbin Team roles
5 dysfunctions of a team Patrick lencioni
contact bayupradiya@gmail.com
SMART LEADERSHIP (Situational Leadership) TrainingKanaidi ken
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II
Team Building Training Slides Material for Corporate - One day - 8 Effective Hours
For references purposes
- Team building process
Bruce Tuckman's
Meredith Belbin Team roles
5 dysfunctions of a team Patrick lencioni
contact bayupradiya@gmail.com
5 Performance Management Scenarios: Navigating Everyday Encounters for Greate...ComplyRight, Inc.
The success of your business relies on getting the best possible performance out of each of your employees. How can you address performance shortcomings – and boost results at the same time?
Join us for an in-depth review of common performance management scenarios and what you can do to enhance their outcomes. Whether you’re a new manager or a seasoned HR professional, you’ll get practical guidance on how to navigate the highs and lows of employee performance.
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Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
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One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
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Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
2. Conducting High Middle Low conversations
Step 1
• Complete assessment of your team members using the differential tool
• Document your assessment on the highmiddlelow ® Leader/Supervisor Review
Grid.
• Review and approve this list with your supervisor prior to conducting
conversations.
Step 2
• Plan schedule for conversations. Start High, then Middle followed by Low
performers.
3. Conducting High Middle Low conversations
Step 3
• Prepare notes for each of your conversations.
High
Medium – Support, Coach, Support model
Low – D E S K model (Describe, Explain, Show & Know)
Step 4
• Complete the conversations. Record the date of the initial conversation on the
Leader/ Supervisor Review Grid
• Indicate a date for follow up discussion for middle and low performance
conversations.
4. Conducting High Middle Low conversations
Step 5
• Review and discuss completed conversations with your supervisor.
• Make a copy of your Leader/Supervisor Review Grid – keep one for yourself and
provide one to your leader.
Step 6
• Conduct follow up conversations on achieving and under-performing team
member.
• When appropriate, follow through on consequences of not changing behavior.
• Communicate with your HR Director when necessary.
6. Implementation Timeline.
High
Totals & Due Date
Middle
Totals & Due Date
Low
Totals & Due Date
Example
For Department with 60 Team Members
Department Implementation Timeline
Department: ___________________
Department Leader: ___________________
Total Number of Team Members: _____________________
7. Differentiating Leaders Worksheet
Overall:
• Aggressively asks for input from staff?
• Becomes complacent when goals are met. Is a spectator who waits for
someone else to go first.
• Only knows how to impact their own department/ organization to get a
task accomplished. Does not transfer knowledge or information across
the organization/ system.
Behavior:
• Requires coaching to make tough decisions.
• Does not make excuses.
• Loyal to staff rather than patients.
Safety Awareness:
• You relax when you know they are scheduled.
• Helps manager to be aware of problems.
• Passive aggressive.
8. Differentiating Leaders Worksheet
Professionalism:
• Demonstrates little commitment to the work unit and the organization.
• Adheres to unit policy concerning breaks, personal phone calls, leaving
the work area, and other absences from work.
• Committed to improving performance of the work unit and
organization. May require coaching to fully execute.
Teamwork:
• Usually adheres to unit policies, concerning breaks, personal phone
calls, leaving the work area, and other absences from work.
• Demonstrates high commitment to making things better for the work
unit and organization as a whole.
• Does not communicate effectively about absences from work areas.
Handles personal phone calls in a manner that interferes with work.
Breaks last longer than allowed.
9. Differentiating Leaders Worksheet
Knowledge & Competence:
• Eager to change for the good of the organization.
• Invested in own professional development.
• Shows little interest in improving own performance or the
performance of the organization.
Communication:
• Comes to work with a positive attitude.
• Usually comes to work with a positive attitude.
• Comes to work with a negative attitude.
10. Leader/ Supervisor Review Grid
Highmiddlelow ® Conversation Tracking Log
Name Rating
HML
Initial
Meeting Date
Follow up Date/Comments
12. Tips for Handling Difficult Situations..
Strategies to handle difficult situations during
conversations with medium and low performers.
Situation
Reactions
to Avoid
Strategies
for
response
14. Highmiddlelow – Coaching Guidelines
High – Coaching Guidelines
• Tell them where the organization/department is going
• Thank them for their contribution
• Articulate their specific value or exemplary work
• Ask what they need to be a long-term employee/ what you can do for them
• You can also coach this individual to take on new responsibilities or reach new levels of performance.
Medium – Coaching Guidelines
• Assure that your goal is to retain
• Use the support, coach, support model
• Describe what they do well that you want them to continue
• Identify one single thing they can improve which will have the greatest performance impact
• Ask for their ideas or provide recommendations for specific training or mention to improve or develop
• Ask how you can assist
Low – Coaching Guidelines
• Do not start on positive note
• D: Describe what has been observed
• E: Explain impact of behavior
• S: Show/Tell what needs to be done
• K: Know consequences of continued same performance.