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BigGER Synopsis 01

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BigGER Synopsis 01

  1. 1. You need to get BIG (with Feedback) before you can get BIGGER (with Coaching) Feedback - BIG Behavior ● Impact ● Growth When you give someone feedback, you are identifying how you perceive a behavior, and the effect this behavior has on you, your employer, and the people around you. Feedback tends to take two basic forms: positive (reinforcing) and corrective feedback. Each is made up of three basic elements: a sender, a message, and a receiver. The message addresses a behavior the sender would like the receiver to either change or continue. Note, that the receiver is then responsible for determining what to do with this information. Research suggests that feedback should always be solicited, or at least that one should ask whether the receiver wants to hear some feedback. Feedback should be ideally given and received only when both the sender and receiver are ready—mentally, emotionally, and physically. In Workday, positive feedback and reinforcement can instantly be given using the Get and Give Feedback tool. Feedback works most successfully when the receiver can clearly hear the message. However, situations are not always ideal; oftentimes corrective feedback needs to be given whether or not the receiver wants to hear it. The purpose of the information exchange is to help the other person grow and to maintain or improve your relationship. Giving corrective feedback simply because you are angry is not really feedback—it is sounding off. BEHAVIOR Identify the behavior in question. “I have observed that…”, “It has been observed that…” Labels vs. Behaviors: A label is a judgment, while behaviors are specific actionable observations. It is important not to imply judgment or place a label on the behavior you are describing. Often, when providing corrective feedback, we find ourselves demanding or announcing what we want, rather than describing what we have observed. Sharing expectations or identifying standards should come later in the Guide section of Coaching. IMPACT After identifying the behavior, communicate the impact that the employee’s behavior has on the employer, other employees, company, self, etc. GROWTH Describe how the desired behavior and/or performance will benefit the person; the decision to change behavior rests solely with the receiver. Our People Philosophy is to Engage, Invest, and Inspire, with our Mission to Engage, Entertain, and Inspire. We provide opportunities, promote open communication and a safe environment that fosters personal and professional growth, while championing teamwork and diversity. In return, our employees are expected to take an active role in their professional development. Feedback helps the employee decide if the effect of his or her behavior is what he or she intended. The choice to act on the feedback—or to ignore it—belongs ultimately to the receiver, and can have positive or negative effects. Therefore, ensure that the employee knows and understands the positive and/or negative consequences of undesired behavior. “If you continue to produce results like these, I will recommend that you receive a promotion.” “If you do not learn to use the new software, we will not be able to continue to provide you with employment.” Remember, you can’t demand that someone continue or suspend a behavior. If you do, be prepared for resistance, or permanent damage to your relationship. However, positive reinforcement can improve the relationship, as well as increase desired behavior. Effective feedback should describe behavior and its impact, rather than evaluate it. The evaluation portion comes later during Coaching, with the help of Leadership Growth Plans and Performance Improvement Plans in Workday.
  2. 2. Coaching - bigGER Guide ● Evaluate ● Reinforce After/While providing Feedback using the BIG method, the next step is to get bigGER…through Coaching. Coaching is the practice of facilitating a solution-driven plan that enhances performance, learning, and development, in order to deal with an issue or to achieve a goal. Through the functionalities of Workday, this can be accomplished with Leadership Growth Plans (to address positive reinforcement) and Performance Improvement Plans (corrective). When coaching is used as a consistent and regular aspect of performance management along with feedback, it can positively change behavior, and assist with goal achievement. In addition, it can improve communication, understanding, productivity, and work relationships. As a coach, your focus is always to help the employee understand what is expected of them, how to successfully meet their goals and objectives, and how (or whether) the employee’s work or behaviors match your expectations. GUIDE Once the desired behavior/performance has been identified in the Growth section of Feedback, it is further developed with either a Leadership Growth Plan (LGP), which is employee-driven, and/or a Performance Improvement Plan (PIP), which is manager-driven. The Leadership Growth Plan (LGP) is part of MGM Resorts International’s ongoing commitment to recognizing, coaching, and investing in its employees’ current and future development needs. LGPs are a key component of MGM Resorts International’s Performance Management program, which is devoted to improving organizational and individual performance. The LGP allows employees and their managers to engage current skills, experiences and abilities for improvement and to develop employees’ attributes needed for future career plans and objectives. In contrast, a PIP is used to address and correct areas of concern with a detailed action plan for improvement. Both the LGP and PIP will allow for detailed descriptions of what the employee is expected to do in order to enhance and/or improve performance, with active participation from the manager. Expectations are clearly defined, along with what an employee needs to do in order to meet those expectations, as well as how effort will be tracked and measured to determine improvement or progress towards the target. The Leadership Growth Plans (positive) or Performance Improvement (corrective) Plans should include: ▪ Goals/Objectives for the desired behavior/performance ▪ When the person should begin ▪ What the time frame for the action plan is ▪ What resources and assistance the employee needs ▪ What obstacles to implementing the change exist, and how to overcome them ▪ How success will be measured If teamwork and collaboration is encouraged by allowing the person to participate in their path to success, there is a much greater chance that the established Plan will work. This is because people have a desire to contribute to their own goals and achievements. EVALUATE During and after implementation of the Leadership Growth Plan and/or Performance Improvement Plan, you will evaluate the actions and measurements of success. Follow-up with status checks, inspect what you expect, and provide positive feedback if applicable. Tell them when they’re doing a good job. Ask questions to check for understanding, discuss barriers, gain support, etc.). The manager’s involvement does not end with the one-on-one coaching sessions. Observe and document the person’s performance (specific, measureable, objective) with follow-up: ▪ Examine steps completed in the Leadership Growth Plan/Performance Improvement Plan ▪ Review observations ▪ Provide support, recognition, and positive reinforcement REINFORCE The behavior is reinforced by ongoing observations and feedback, as well as performance reviews. Desired behaviors and/or performance will be positively reinforced through multiple measures such as Workday’s Get and Give Feedback, and positive performance reviews. You need to get BIG (with Feedback) before you can get BIGGER (with Coaching)

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