Cbm Comparative Mgmt

7/28/2019 Cbm Comparative Mgmt

1/152

CareerComp

ass

Talent Management

is

One Part Mindset

1. Non alignment of personal vs org goals

2. T& D

3. Pay

One Part Practices

One Part Technology

Giving Those that Have the Talent Mindset

the Capability to Deliver


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CareerComp

ass

DemographicShifts and Workforce HaveCreated a War for Talent!

Mobilink, Ufone,Telenotr, Warid, Zong,Insurance

Aging Workforce + Less Skilled huge number of young Workforce = Talent Crisi

Human Resource or Liability

1990 2000 2010 2020

140

150

160

170

180

190 Projected Gap In Skilled

Workers by 2020

15 MillionSkilled

Jobs

Numbers of jobs and workers, in millions (adjusted for multiple job-holding)

Unskilled

Jobs

WorkForce


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CareerComp

ass

Global Needs Answers to Key

Questions

Are we retaining the best employees and where did we recruit them

from?

Who are ourtopperformers? How can we hire and develop more

people like them?

Do workers havetheskillsneeded to achieve performance goals? Are the learning initiativespositivelyimpacting performance?

Where is talentdemandoutpacing supply?

How much is turnovercosting in customers? In productivity? In

innovation? In quality?

What are the financial consequences of talent decisions on our

business?


4/152

Career

Compass

Career Compass

1.Marketability after `3` years

2. Compensation

3. Quality of work life

4. Power

1

Decide which stage of product life Cycle you are

in (intro/Growth/Maturity/Decline)

2

Decide the descending order in which you rateto be important for you (M,C,Q,P)

3

If `M` is important , rate on a scale of 1 to 10

the criteria to find out which uis better

Rate on a scale of 1-10 ( 1 = poor , 10 is

excellent)

1. M

2. C

4.Decline

3. Maturity

2. Growth

1. Introduction

1. M

2. C

3. P4. Q

1. C

2. P

3. Q4. M

1. Q


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CareerComp

ass

Company A` Company B`

1Years of Existence

2Size of company

3Ranking w.r.t. current company

4Ranking in Industry5Is MNC more likely to pick from company `A` or `B`

6Growth ACGR

7Clarity of Focus

8Well-defined Strategy

9Rich Pipeline

10Diversity of Segment

11Turnover rate

12Relationship with supervisor

13Relationship with owners

14Delegation Culture

15Empowerment Culture

16Say in Recruitment & Selection of field force

17Say in promotional budget planning

18Say in incentive policy design

19Learning perspective

20Closeness to strategic top level thinking vs. Middle level operational job

21Market reputation

22Customer Heart Share

23Customer Mind Share

24Systems and processes

25Consistency of Policies

26Vision ( being practiced)

27Mission ( being practiced )

28Market research Planning tools


6/152

CareerComp

ass

Restoring Employee Engagement

I Dont like my job

Ask the person ;a) Getting Work Done is frustrating b) you feel you are not well matched

1. Too baddeal and suffer

Altern atives are two`

2. Change your job

1. Goals??? do they know

2. Resources

do they these3. Progress -

4. skills

3. Adjust

1.

People

Factor

2.

Work

a) Routine

b) Troubleshooting

c) Project

Blend to motivate

3.

Values

Small-canbe adjust

Major changethe job

Ask to what?


7/152

CareerComp

ass

Managing People who are Managing you

Role SetTheoryOur Primary Role Set comprises of 5-6 people

Our Role Set drive >80% of our workplace

behaviour KPIs

1.They have Expectation

2.They define Rewards + Sanctions

Me

6. Boss 4. HR /Admin

3. Dept Head2. Co-Worker

1. Customer

5. Finance1.Reliable

2. Predictable

3. Responsible

T

R

U

S

T

I Identify them who are those 5-6people in my rolethe one driving u

crazy

C Connect with them

E Explain to them __________

_____


8/152

CareerComp

ass

Learning to Say `No

XYZ Statement

I spend X of my resources

Working withY

On Z results

Vebalised Summary Objectives(Daily/Weekly/Monthly)

What

Who

You are trying to do

You are trying to do it with The

Elevator

Pitch


9/152

CareerComp

ass

Fighting Boredom and Anxiety

High

High

LowSkills

Challengehowd

ifficu

ltitis

Help

+ ProjectsScope

>Responsibility

Max

Max

Engagement

Engagement

State is called Flow Wk

You are bored

> Skills,

> Challenge

Many feel Anxious

Challenge

Skills


10/152

CareerComp

ass

Smart Managers Read Behaviours

High

Simple Rule

1. Give them what they want

2. Read Behaviourdont labelPeople Focus

HelpShapes the

EnvironmentResponds To

Environment

Regulate

1. Allow Analysis -Yes

2. Dismiss Data - No

Task Focus

Direct

1. Allow Authority-Yes

2. Over control - No

Stabilizes

1. Allow Analysis -Yes2. Dismiss Data - No

Inspire

1. Get Excited -Yes2. Stop conversation- No


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CareerComp

ass

Talent

Planning

Career

Planning

Learning &Development

Compensation

Measure

and Report

Succession

Planning

Recruiting

Performance

Management

Talent Life Cycle


12/152

CareerComp

ass

Talent Management

System

1. Drive for Performance

2. Strategy vs marketplace

3. Alignment with personal goals /corporate goals

4. People and role5. Evaluation

6. Fit

7. Growth

8. Link to skills

9. Behaviours measureable

10. Monitor and feedback on gaps


13/152

Career

Compass

Leaders are very lonely people,

All their life they walk on a road that has no

`U` turn,

There is no margin of error

And the competition is most unkind

Corporate Corridors `

fraternity statement forLeaders

15


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CareerComp

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16

1st Prize : Rs.100,000

2nd Prize : Rs: 25,000

This show is for : Birds of forward flight, people of tomorrow

Quantum Leap (very few)Unlocking Potentials (Michael Angelo ,,,,,setting free the spirit)

Copyright : Master Trainer Copy


15/152

CareerComp

ass

MORAL COMPASSYESTERDAYS MAPS DONT REFLECT THE PRESENT OR THE FUTURE

YOUR MORAL COMPASS IS MUCH MORE RELIABLE IN NEW FRONTIERS


16/152

CareerComp

ass

The 7 Successful Habits ofLeaders.

7

Sharpen saw

Independence

Interdependence

PUBLICVICTORY

Think win-win

4

Understand

5

Synergize

6

habit = knowledge

+ skill

+ desireDependence

1

Be Proactive

PRIVATE

VICTORY 2

End in mind

3

1st things 1st


17/152

CareerComp

ass

Meaningful Life

Strategic Time

ManagementStrategic

Visions

CORE & Professional

CompetenceLeadership

Prioritization Determination Inspire FacilitateShare

Live,L ove,L earn,L eave a legacy


18/152

CareerComp

ass

Destination

The Road

Map

Character of a driver

Fuel

Present LocationDriver

Convincing everyone in the van that the

destination that you want to go to is the

best for them.

Driving

Skills

Driving along this road

+ Vision

+ Competence+ Inspire

+ Now

+ Life

+ The ability to

prioritize

+ Share

+ A meaningful life

+ You

+ Azm

(Determination)

Leadership Metaphor: A van filled

with people going to a destination


19/152

CareerComp

ass

Circle of Concern

Circle of Influence

Live,L ove, L earn,L eave a legacy


20/152

CareerComp

ass

Circle of Concern

Circle of Influence

Live,L ove, L earn,L eave a legacy


21/152

Career

Compass

23

Eight Characteristics ofPrincipleCentered Global Leaders


22/152

Career

Compass

24

These traits not only characterize

effective global leaders, they alsoserve as signs of progress for all of

us.


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Career

Compass

25

They are continually

Learning

They are Service

oriented They Radiate positive

energy

They believe in Otherpeople

They Lead balanced

lives

They see Life as an

adventure They are Synergistic

They exercise for Self

Renewal

Eight Characteristics of Centered

Global Leaders


24/152

CareerComp

ass

26

They are continually Learning

Principle centered people are constantly educated by

their experiences. They read, the seek training, they

take classes, they listen to other they learn throughboth their ears and their eyes. They are curious and

always asking questions. They continually expand their

competence, their ability to do things.

Eight Characteristics ofGlobal Leaders


25/152

CareerComp

ass

27

They are Service oriented

Those striving to be principle centered see life as a

mission, not as a career. Their nurturing sources havearmed and prepared them for service. In effect, every

morning they yoke up and put on the harness of

service, thinking of others.

Eight Characteristics of

Principle Centered Global Leaders


26/152

CareerComp

ass

28

They Radiate positive energy

The countenances of principle centered people are

cheerful, pleasant, happy, their attitude is optimistic,positive, upbeat. Their spirit is enthusiastic, hopeful,

believing.

This positive energy is like an energy field or an aurathat surrounds them and that similarly charges of

changes weaker, negative energy field around them.




27/152

CareerComp

ass

29

They believe in Other people

They dont overreact to negative behaviors, criticism,

or human weaknesses. They dont feel built up whenthey discover the weakness of others. They believe in

the unseen potential of all people. They feel graceful

for their blessings and feel naturally to compassionately

forgive and forget the offenses of others.




28/152

CareerComp

ass

30

They Lead balanced lives

They read the best literature and magazine and keep

up with current affairs and events They are activesocially, having many friends and few confidants. They

are active intellectually, having many interests. They

observe and learn within the limit of age and health.

They have healthy sense of humor, particularly

laughing at themselves and not at others expense.




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CareerCompass

31

They see Life as an adventure

Principle centered people savor life, their security lies

in their initiative, resourcefulness, creativity, willpower,courage, stamina and native intelligence rather than in

the safety, protection and abundance of their home

camps, of their comfort zones.

They rediscover people each time they meet them.




30/152

CareerCompass

32

They are Synergistic

Synergy is the state in which the whole is more than

the sum of the parts. They are change catalysts. Theyimprove almost any situation they get into. They work

as smart as they work hard. They are amazingly

productive, but in new and creative ways.




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CareerCompass

33

They exercise for Self Renewal

They regularly exercise the four dimension of the

human personality: Physical, mental, emotional andspiritual.

They exercise their minds through reading, creative

problem solving, writing and visualizing, emotionallythey make an effort to be patient.




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CareerCompass

34

Final thought

Those principals of self renewal will gradually produce

a strong and healthy character with a powerfullydisciplined, service focused will.



S i P di t bl


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CareerCompass

Success is Predictable

And anyone now can become

successful

by focusing on stregths

This is a wonderful time to be aliveThere have never been more opportunities for more

people to accomplish more of their goals both

personally and professionally

Q. Why?

Ans . we know more today then ever before how toachieve better results in more areas of business

then ever before

Career


34/152

Career

Compass

36

Executives must navigate a tricky set of changes in their leadership focus and skills,

which I call the seven seismic shifts. They must learn to move from

specialist to generalist,

analyst to integrator,bricklayer to architect,

problem solver to agenda setter,

warrior to diplomat,

and supporting cast member to leadrole

. Like so many of his peers, Harald had trouble negotiating most of these shifts. To

see what makes them so difficult, lets follow him through each of them, as heconfronts unnerving surprises, makes unwarranted assumptions, encounters entirely

new demands on his time and imagination, makes decisions in ignorance, and learns

from his mistakes.

From the research it is observe that people have eight discernible characteristics who

are principle centered leaders


35/152

CareerCompass

Watch theirthoughts, they will become theirwords

Watch theirwords, they will become theiractions

Watch theiractions, they will become theirhabits

Watch theirhabits, they will become theircharacter

Watch theircharacter, it will become theirDESTINY

Career


36/152

Career

Compass

Competency Based Interviewing

SkillsTechniqueTraining


37/152

CareerCompass

Structure of the CBI

Introductions (setting at ease) 5mins

Explain interview procedure (5 - 10 mins)

Guidelines for the interview

Specifics about current/past roles (20 mins)

3 to 5 Competency questions (15 - 20 mins

each)

Candidate questions (10 mins) Close and next steps


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CareerCompass

Key points to remember

Look forcodable data, even in the career

overview section

Try to get the candidate to give you a

visual picture of the event

Ask forconversations and feelings

Continually emphasise I rather than we

TAKE DETAILED NOTES


39/152

CareerCompass

90% of employees are

hired on their technicalcapability100% are

fired due to their attitudes

and behaviours

Recent survey by

Morgan & Banks

- 1000 Australian CEOs

WHY?


40/152

CareerCompass

Behaviors

Attitude

Value

Belief

Career


41/152

CareerCounseling & Talent Management with EmotionalIntelligence.

Career

CompassWhat is competency?

BehaviourKnowledge

Know-how/ Skills

Att i tudes

Values

Beliefs

Intellectual &

Emotional Traits

Acquired

Innate

Career


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Career

CompassWhy are Competencies Important?

BehaviourK X S X A

Att i tudes

Values

Beliefs

Dr. A.

Board Certified

Genius

Expert

I`m smart

Arrogance

Personal Achievement

Dr. B

Board Certified

Genius

HealerI help people help themselves

Accurate EMPATHY

Resourceful Power


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CareerCompass

Why are competencies important

Skill

Knowledge

Social Role

Self-Image

Trait

Motive

Necessary for top

performance

but not sufficient

Characteristics that provide

motivation and lead to

longer-term success


44/152

CareerCompass

Competency Casual Flow Model

Intent Action Outcome

PersonalCharacteristics

BehaviourJob

Performance

MotiveTrait

SelfimageSocial Role/valuesKnowledgeSkills


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CareerCompass

Competency Definitions

Motive- natural & constant thoughts in particular area thatdetermines the outward behaviour e.g. wanting to influence the behaviour ofothers for the good of the organisation

Trait a typical way of behaving e.g being a good listenerSelfimage an individual`s perception of his identity e.g seeingself as manager or developer of people

SocialRole/values the image that is projected to others

e.g. being flexible & open to changeKnowledge useable information that an individual has in aparticular area e.g. in-depth information about competitors

Skills An individuls ability to do something well e.g. detail ICONto adermatologist

The more complex & dynamic the


46/152

CareerCompass

The more complex & dynamic the

job..

..the more important are competencies in predicting performance

Competencies

Low HighJob Complexity

Competencies


47/152

CareerCompass

Competencies

Easier to developLow

Knowledge

Skills

Harder to develop

Attitude

Values

Motives

TraitsBeliefs


48/152

CareerCompass

Benefits of CBI based Recruitments

Improved accuracy of selecting the best

from the rest

Better jobperson fit

Reduced turnover

Lower recruitment cost

Shorter learning curve


49/152

CareerCompass

Benefits of CBI based Interviewing

Shared responsibility

Objective measure of behaviours

Minimise biases

Common language

Best predictor of future performance is

past performance


50/152

CareerCompass

Collaboration

Leadership

Customer Focus

Change Orientation

Innovation

Results Focus

Change Orientation

Communication

Collaboration

Leadership

Change OrientationProfessional

Competencies

Leadership

Collaboration

Customer Focus

Leadership

Results Focus

Leadership

Innovation

Results Focus

Change Orientation

Leadership

Results Focus

Shared Values and Global Competency Framework

Core competencies


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CareerCompass

Core competenciesCOLLABORATION

team work,

building

relationships/networks,

creating partnerships,

exploiting diversity,

using the skills of others.

INNOVATION

initiative

creativity

risk taking

problem solving

CHANGE ORIENTATION

developing self and others

coaching

adapting to change

managing change

LEADERSHIP

Leading

by example

motivating andinspiring others

creating a high

performance

organisation

RESULTSFOCUS

meetingcommitments

delivering results

tenacity

CUSTOMERFOCUS Understanding

and respondingto customers

Communicating

with customers

Creating solutions to

meet customer needs

COMMUNICATION

listening skills

Adapting differentcommunication styles

Negotiating and

influencing others

BUSINESSACUMEN understanding

The industry

financial acumen


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CareerCompass

Professional Competencies

FUNCTIONALEXPERTISE

specialised expertise to be successful in a particular job or family, such as general

management, sales and marketing, finance, and human resources


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CareerCompass

Competency Based Selection Process

Identify competencies before recruiting

Incorporate required competencies into the

recruiting process - advertising, head hunting

Consider competencies when short listing Panel interviews - minimum two persons

First interview - line manager and HR CBI interview

Second interview - line manager and immediate

superior


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CareerCompass

Structure of CBI course

What are competencies

Competency dictionary

Structure of a Competency Based

Interview

Competency Based Interview Questions

What is Codable data Rating the interview

Role plays and exercises


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CareerCompass

Selecting competencies

Identify core and professional

competencies required for the position

During a CBI you can ask only 4 or 5

competency questions

Select the most critical competencies for a

role

Choosing your questions


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Choosing your questionsCollaboration

Teamwork, creating partnerships

Possible Targeted Questions for This Competency

Give me an example of a situation where you were an active member of a team.

Tell me about a time when you promoted the work of your team within the organisation.

Describe the most diffi cult or challenging team of which you have been a part. What made theteam diff icult? How did you handle the situation?

Think of a time when you helped others manage a difference of opinion. What was yourapproach and what was the end result?

Tell me about a time when the team decided to do something that you did not agree wi th? Howdid you work this out?

Building relations ships/ networks

Possible Targeted Questions for This Competency

Tell me about a time when you needed to build credibility and trust with a colleague ormanager in order to develop a relationship wi th him/her. What was your approach to earning

his/her trust and confidence? Think of a relationship that you have maintained with a colleague or manager that has been

difficult.

Tell me about the last time that you leveraged one of your internal relationships in order toaccomplish a business-related goal.

Tell me about a time when you needed to get others on board in order to accomplish a work-related goal. How did you go about doing this?

Describe a situation where you needed to build internal support for an idea or initiative that

you were attempting to get accepted wi thin Novart is. Whose support did you target and howdid you gain their assistance?


57/152

CareerCom

pass

The Competency Based Interview

As an interviewer, think of your role as that of theinvestigative reporter

The interview is designed to elicit and recordevidence of the presence/absence of a candidates

competencies from examples of what they have donein the past

The interview structure is critical to minimising theinevitable subjective evaluations and bias that creepinto many interviews

Concentrates on a small number of key factors

A means of collecting STARs , and look for FACTsnot views or beliefs

Career


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Compass

S Task

T Situation

A Action

R Result

Look for

STAR

Career


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Compass

F Feelings- what was he feeling

A Action what action did he take

C Context is this a relevant context (sales,cost of

selling,profitability)

T Thought- what was he thinking

Find

FACT

Career


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Compass

In behavioural interviewing the accuracy of applicant evaluation and hiring

decision is based on the interviewers ability to collect useful behavioural

information

For this purpose three ingredients must be present :

the Situation or Task leading to applicants actions

the specific Actions taken or not taken by applicant

the Results or changes caused by these actions

Career


61/152

CompassSTAR & FACT TECHNIQUES

A. Complete STAR

B. False STAR

C. Needs situation / Task

D. Needs Action

E. Needs Result

A. Complete STAR

B. False STARC. Needs situation / Task

D. Needs Action

E. Needs Result

A. Complete STAR

B. False STAR


D. Needs Action

E. Needs Result

1. The salesman told me he had promised

the customers work that afternoon but Iwent to the dentist for my appointmentinstead of working overtime.

2. Someday I plan to take a speed reading

course so I can get through mypaperwork faster

3. I wasnt able to remember therecommended pressures on all the feederlines, so I used some free time andpainted the p.s.i. on the lines.Afterthat Inever had to worry about keeping thatbook with me.

Career

C


62/152

CompassSTARTECHNIQUES

A. Complete STAR

B. False STAR


D. Needs Action

E. Needs Result

A. Complete STAR

B. False STAR


D. Needs Action

E. Needs Result

4. When I first joined the company the way

we handled customerbillings was a realmess. There was no system at all.

5. I was really great at handling employeecomplaints whether they were payproblems, working conditions, I reallynipped them in the bud.

Career

C


63/152

Compass

Demonstration of a CBI


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CareerCom

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Codable data rules

past not present tense

specifics about an event notgeneralities

what he/she did, said orfelt


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CareerCom

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Role Plays

Interview Set-up

Competency questions

Career

C Why Interview Errors Occur


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Compass

Weakness in the interviewing method

-Lack of uniformity

-Lack of objectivity-Failure to recognize limitations of interview

-Time restraints

-Lack of training on part of interviewer

Absence of viable objectives

WhyInterviewErrorsOccur

Career

CompassWhy Interview Errors Occur


67/152

Compass

Inadequate preparation for interview

Poor time management

Ineffective communication skills

Interviewer bias and prejudices

WhyInterviewErrorsOccur

Career

Compass


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Compass

Proper selection system

Involvement of HRD in the hiring process

Training of interviewers

Structured interviewing

Panel interviewers reduce bias

Use Behavioural and Situation interviewing techniques

How To Make The Interview

More Valid And Reliable

Career

Compass


69/152

Compass

DOS

Prepare for each interview, allow plenty of time

Put applicant at ease

Use a form or take notes

Create friendly environment

Ask open, broad questions

Wait for answers

80% of talk should be applicant's

Avoid bias

Ask "hard" questions after rapport established (2nd interview

especially

Listen carefully

Career

Compass


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Compass

DOS

Use encouraging body language and words

Compliment when appropriate

Never express opinions, only facts

Follow-up on "red flags", fully and immediately

Get precise information

Allow the candidate to ask questions, put time aside

Study candidate

Consider whole person

Make applicant feel that the decision both of you are

making is important

Encourage the applicant to keep talking, even when

he/she seems to be finished

Career

Compass


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Compass

DONTS

Don't behave in a superior manner

Don't use trick questions

Don't express surprise or disappointment at "red flag"

Don't jump to conclusions Don't sell company short or criticize competitive

companies

Don't oversell

Don't keep candidate in the dark about job or hiring process

Don't use leading questions

Don't let superficial mannerisms fool you

Career

Compass


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Compass

DONTS

Don't rush candidate into decisions

Don't lose control of interview

Don't have interviews interrupted

Don't compromise your selection needs to fill a job Don't help the candidate answer questions (but do

encourage him to talk)

Don't fill a position until you have interviewed 3-4 good

prospects

Don't do all the talking

Don't spread out the entire process, keep the hiring

period compact

Career

CompassSome terms that are often used in a


73/152


CompassGlobal Team building context. Which ones

do you think define what a Global Team is

A group of

peopleSynergy Having one aim

Whole > Sum Co-operation Flexibility

Working

together

Reporting to one

boss

Serving one

customer

Global Team Building


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1.A Global Team is a group of people workingtowards a common goal

2.Global Team building is a process of enabling

the Global Team to achieve that goal

3.The stages involved include clarifying the

goal, identifying the inhibitors and removing

them.

4.The nature of the Global Team building variesin terms of scale, and what you are trying to

achieve:

Career

Compass


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Compass

Type of GlobalTeambuilding

Scale What is changed

Individual 1 person

Individual skills and

perceptions

Small GlobalTeam

2-12 peopleRelationships between

people

Global TeamIslands

2 or moreGlobalTeams

Relationships betweenGlobal Teams

Organisation 15+ peopleThe culture of the

organisation

Ten characteristics of


77/152

CareerCom

pass


well-functioning Global Teams:

Purpose: Members proudly share a sense of why theGlobal Team exists and are invested in accomplishing its

mission and goals.

Priorities: Members know what needs to be done next, by

whom, and by when to achieve Global Team goals. Roles: Members know their roles in getting tasks done and

when to allow a more skillful member to do a certain task.

Decisions: Authority and decision-making lines are clearly

understood.

Conflict: Conflict is dealt with openly and is considered

important to decision-making and personal growth.



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well-functioning Global Teams:

Personaltraits: members feel their unique personalities

are appreciated and well utilized.

Norms: Group norms for working together are set and seen

as standards for every one in the groups. Effectiveness: Members find Global Team meetings

efficient and productive and look forward to this time

together.

Success: Members know clearly when the Global Teamhas met with success and share in this equally and proudly.

Training: Opportunities for feedback and updating skills are

provided and taken advantage of by Global Team

members.

Guidelines for effective


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CareerCom

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Guidelines for effective

Global Team membership:

Contribute ideas and solutions

Recognize and respect differences in others

Value the ideas and contributions of others Listen and share information

Ask questions and get clarification

Participate fully and keep your commitments

Be flexible and respect the partnership created by a

Global Team -- strive for the "win-win"

Have fun and care about the Global Team and the

outcomes.

Characteristics of a


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CareerCom

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Characteristics of a

high-performance Global Team:

Participative leadership - creating an interdependence byempowering, freeing up and serving others.

Shared responsibility - establishing an environment in which all

Global Team members feel responsibility as the manager for the

performance Global Team.

Aligned on purpose - having a sense of common purpose about

why the Global Team exists and the function it serves.

High communication - creating a climate of trust and open, honest

communication.

Future focused - seeing change as an opportunity for growth.

Focused on task - keeping meetings and interactions focused on

results.

Creative talents - applying individual talents and creativity.

Rapid response - identifying and acting on opportunities



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Global Team building must be:Global Team building must

NOT be:

a way of life

the responsibility of every GlobalTeam Membera continuous process

about developing a clear andunique identity

focused on a clear and consistentset of goals

concerned with the needs and

ambitions of each Global Teammember recognizing the uniquecontribution that each individualcan make

an awareness of the potential ofthe Global Team as a unit

results oriented

a short term, flavor of themonth

imposed without regard topeoples feelings

spasmodicreserved for only somemembers of the Global Team

an excuse for not meetingpersonal responsibilities

a process where actionsclearly contradict intentionsseen as a chore

Career

CompassG Gl b l T


82/152


p

Groups vs Global Teams

Groups Global Teams

little communication no support lack of vision exclusive cliques

the whole is less than the sum of itsparts

seeks to hide its identity

leaves new members to find theirown way but insists on conformity

leader manipulates Global Team to

own ends

Plenty of opportunity fordiscussion

plenty of support

process of discovery supportedby openness and honesty

tactical and work groupscombine easily into a singleGlobal Team

the whole is greater than thesum of its parts

seeks to discover its identity welcomes new members by

showing them existing normsand openness to change leaderseeks Global Team decisions byserving the Global Team as a

focus for two way


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pass

Time Capsule ( The Group and the

Observers) Time: 30 Mins

Today is the last day of our lives. This city willsoon be no more. A natural catastrophe willeliminate all life forms. You ; the best brainsat BAYER Tiles are to leave a Time Capsulewith Memorabilia about life, culture, values,

objects, people, projects , skills ,competencies etc. representative of humancivilisations to date.

Number of objects and size of box are to beno limitation for a place in the Time Capsule

exercise . The only rule is to havebrainstormed within groups the longest listof tangible objects that would be placed inthe box.

Good Luck!!!!


84/152

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TIME CAPSULE

Let`s form `3` Project TeamsLeader + Deputy: 1+1

Diggers: 3- 4

Observers: 1

Observers are to record their observations:


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Q. Were role assigned ? Did anyone think that there should be a leaders, writer , presentor , motivator,observer ,time keeper -?

..............................................................................................................................................................................................................

Q. Were the rules of the game understood & implemented? Did any anyone kept on timing plan given?

...............................................................................................................................................................................................................

Q. Was everyone involved in the activity, any issues disrupting group communications?

...........................................................

Q. Did people listen actively (any of the following tactics used - silence /paraphrasing/ clarification /questioning )to each other?

.......................................................

Q. Who Spoke the most? Q. Who came up with the most of the ideas? Q. Who Spoke the least?

...........................................................Q. Who contributed the least? Q. Was this noticed? Was every focussed on the TIME in which the task was to be done ?

...............................................................

Q. Who encouraged others to join in? Q. Who was inclined to interrupt? How? What were non- participants doing?

...................................................................

Q. Who had the most influence on the group? How was he/she influencing

..............................................................................................................................................................................................................

Q. Who helped communication? Q. In what ways?..........................................................

Q. What spoiled the session? In what ways? Did the project end with rehearsal /recap/ repeating points contributed to ensuethey have the longest list?

.............................................................

Q. What was the body language of people and what did it show?

............................................................

21 copies

Talent Management


86/152

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g

System

1. Recruiting

2. Learningto reinforce

3. Performance

4. Succession

5. Communication

6. compensation


87/152

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Getting

Answers

Requires

Integration

Who are our topperformers? How can

we hire/develop/retain

people like them?

Are we retaining the

best workers? Where

did they come from?

Do workers have the

skills needed to

achieve performance

goals?


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Key Considerations When Planning YourOwn Talent Management Initiative

A Show of Hands


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Your Entry Point

Recruiting?

Performance Management?

Learning and Development?

Compensation?

Succession / Leadership?

Workforce Analytics? A Combination?

Key Considerations at Global


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y

for Talent Management

Business Objectives

Current Paradigms

Talent Management Strategy and Vision

Employee Engagement

Implementation approaches

Business Community Support Business Intelligence

T i iFails to adopt to


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UnconsciousIncompetence

Training,

Demonstration

p

new situation,

Let bias creep in

fail to use learned skills,

adopts bad habits again

ConsciousCompetence

Unconscious

Competence

Conscious

Incompetence

Role-play,Practice

Regular skill

usage,

Feedback

Legacy log book

Global Career

CompassLearning Cycle

93

Burning desire to beefficient - critical

success

Willingness to

force yourself


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1. Desire

Diff b/w successful

men and women ;

efficient use of `24 ` hrs

and through teams

Get more things done

in same time

3. Determination

4. Discipline2. Decision

Make a decision

`right now` so

that people point

towards you &

say look at

him/her - a great

leader

Talent Management with

`4` Ds

Life time ,lifestyle-wide

approach

94

To develop any

habit repetition

is the key. Over,

over and over

again

Defeat tendency

to slide back

Pay the price

Know what you

should do whether

u like it or not

Career

CompassVision


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To be the leading Information and CommunicationTechnology Service Provider in the region by achieving

customer satisfaction and maximizing shareholders' value.

The future is unfolding around us. In times to come, wewill be the link that allows global communication.

We are striving towards mobilizing the world for the future.By becoming partners in innovation, we are ready to shapea future that offers telecom services that bring us closer.

Career

Compassmission


94/152

To achieve our vision by having:An organizational environment that fosters

professionalism, motivation and quality

An environment that is cost effective and qualityconscious

Services that are based on the most optimumtechnology

"Quality" and "Time" conscious customerserviceSustained growth in earnings and profitability

mission

Career

Compass

C V l


95/152

1. Professional Integrity2. Customer Satisfaction3. Teamwork

4. Company Loyalty

Core Values


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Attitude

Value

Belief

Behaviors

AltitudeParadigms

Career

CompassChange is the law of life-

Where would


97/152

Is Global Solid giant

bureaucratic

internal political groups

fat and idle

large expenses

inward looking

no sense of urgency

Sluggish enterprise

Is Global Young expanding Company

slim, flexible, disciplined

speedy, focused, quick decisions entrepreneurial

cost-conscious

customer focus

responsible and proud

Energetic enterprise

People struggle with

and hide behind

systems and processes

People are empowered,

accountable, committed

and performance oriented

you rate yourself

Career

CompassA Talent Model


98/152

I try my best to leave a legacy

I make and meet commitments

I am open to giving and receiving feedback

I have no hidden agenda I deal effectively with authority

I dont build boundaries around my department

Gives feedback

Trains/coaches/mentors

Promotes effective dialogue

in goal-setting session

Volunteers for challenging

assignments Listens to feedback

Recovers from setbacks

Focuses on the task, not on

politics

Challenges authority effectively

Attitudes

Candor

Achievement

Commitment

Short hierarchical

distance

Equal opportunity Integrity

Share to gain

You can do it, if you really want to People will rise to your expectations

People can learn

Human beings have equal opportunities

People interaction:

Its not a zero-sum game

Individual contracting is the foundation

of society

Beliefs

Values BehaviorsRecipe for

Career

Compass


99/152

Example

Values

Behaviours

Attitudes

Behaviours

From old culture

Global

To new culture

Global

Low trust

Smooth and avoid

Sand bag/stonewall

Wait to be told

Black box mentality

Mutual respect/trust

Constructive conflict

Self-driven associates

Healthy competition/

peer pressure

Open book

The HPO Culture at Global

Global


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ICEBERG

SHALLOW CHANGEProducts /Services

HR policies

Formal structure

DEEP CHANGEAttitudes

Values

Beliefs

Culture

Career

Compass


101/152

Who will cry when you die ?

Easy sending people to

moon

Dont have time to visit new

neighbor

Transatlantic missile Forget parentteacher

meeting /sports day

Email/fax/mobile/ipad Touch with humanity

,connected

Career

Compass


102/152

Son, when you were born, cried

while the world rejoiced .Live your

life in a way that when you die theworld cries and you rejoice

Father

Who will cry

when you die ?


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A Meaningful Life at Global and Earth1. Would you like to look back at your life at the time of your death and

exclaim: It was worth it?

1. Yes

2. No

3. I dont care

2. Suppose you are mentioned after your death in a gathering of a

group of people with knowledge and wisdom. Would you like them

to comment that your life was really worth it?1. Yes

2. No

3. I dont care

when you die ?

Destination

Metaphor: A van filled with people


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Road

MapCharacter

of a driver

Fuel

Present

Location Driver

Convincing everyone in the vanthat the destination that you want

to go to is the best for them.

DrivingSkills

Drivingalongthis

road

+ Vision

+ Competence

+ Inspire+ Now

+ Life

+ The ability to priorit

+ Share

+ A meaningful life+You+ Azm (Determination)

Metaphor: A van filled with people

going to a destination

THE TIME QUADRANT SYSTEM


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Urgent NotUrgent

NotImpo

rtant

Important

Q 1

ImportantUrgent

DO IT NOW ,DO IT YOURSELF

1. Responding to fire

2. Arriving for interview

3. Fix IT breakdown

4. Saving life

5. Reaching office

6. Meeting deadline7. Taking pt to hospital /surgery

Q 3

Not Important

UrgentAsk someone to do it

1. Watching TV that doesnt take

you towards a goal

2. Yawning3. Attending to a friend dropping

in to chat

4. Attending unwanted guest

5. Buying clothes on sale that you

dont need

Q 2

We must act on itWe still dont do these

As these dont act on u

ImportantNot UrgentQuad of Quality

Do it later

1. Getting kids married

2. Taking sleep/food

3. Saving/ invest in relations

4. Exercise

5. Vacation

6. Spend time with family7. Personal improvement

Q 4 noise of urgencyprevents from focusing

Not Important

Not UrgentDont DO IT

1. Window shopping

2. Backbiting/ Soap watching

3. Elections in Pakistan4. Chatting

5. Eat every dish in buffet

6. Smoking for a non-smoker

7. cinema

Habit 3: Put first things first.

Eating healthy food


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Urgent Not Urgent

NotIm

portant

Important

Q 1

Q 3

Q 2

Q 4

Time Capsule ( The Group and the



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Today is the last day of our lives. This city willsoon be no more. A natural catastrophe willeliminate all life forms. You ; the best brainsat Global are to leave a Time Capsule withMemorabilia about life, culture, values,

objects, people, projects , skills ,competencies etc. representative of humancivilisations to date.

Number of objects and size of box are to beno limitation for a place in the Time Capsule

exercise . The only rule is to havebrainstormed within groups the longest listof tangible objects that would be placed inthe box.

Good Luck!!!!


108/152

CareerCom

pass

TIME CAPSULE

Let`s form `3` Project TeamsLeader + Deputy: 1+1

Diggers: 3- 4

Observers: 1



109/152

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Q. Were role assigned ? Did anyone think that there should be a leaders, writer , presentor , motivator,observer ,time keeper -?

..............................................................................................................................................................................................................

Q. Were the rules of the game understood & implemented? Did any anyone kept on timing plan given?

...............................................................................................................................................................................................................

Q. Was everyone involved in the activity, any issues disrupting group communications?

...........................................................

Q. Did people listen actively (any of the following tactics used - silence /paraphrasing/ clarification /questioning )to each other?

.......................................................

Q. Who Spoke the most? Q. Who came up with the most of the ideas? Q. Who Spoke the least?

...........................................................Q. Who contributed the least? Q. Was this noticed? Was every focussed on the TIME in which the task was to be done ?

...............................................................

Q. Who encouraged others to join in? Q. Who was inclined to interrupt? How? What were non- participants doing?

...................................................................

Q. Who had the most influence on the group? How was he/she influencing

..............................................................................................................................................................................................................

Q. Who helped communication? Q. In what ways?

..........................................................

Q. What spoiled the session? In what ways? Did the project end with rehearsal /recap/ repeating points contributed to ensuethey have the longest list?

.............................................................

Q. What was the body language of people and what did it show?

............................................................

21 copies

The most Powerfu l discovery of the century !`Strongest is only the idea ,wh ose t ime has

arrived


110/152

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Help them Watch theirthoughts, they will become their emotion

They should Watch theiremot ions, they will become their actions

They should Watch theiract ion, they will become theirhabits

They should Watch their actions, they will be repeated and will become their

habi ts

They should Watch their habits, they will become theircharacter

They should Watch their character, it will become theirDESTINY

The 7 Successful Habits of Talent Retainer- you have take the talent through rough intellectual `Paradigm Shift ` .


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7Sharpen saw

Independence

Interdependence

PUBLIC

VICTORYThink win-win

4

Understand

5

Synergize

6

habit = knowledge

+ skill

+ desireDependence

1

Be Proactive

PRIVATE

VICTORY 2

End in mind

3

1

st

things 1

st

If you are a `Talent then ---- Do you have a Culture at Global that

Let 's do a real ity check - am i a director or ch aracter actor insom eone else 's f i lm?


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If you are a Talent then Do you have a Culture at Global that

can turn Talent into Lasting Performance

1. Do I know what is expectedof me at work? I am still waiting to be told about my JD,KPIs and Systems and Processes toauto-correct themselves?

2. Do I have the materialand resources to do that work? What actions have i taken?

3. At work do I have the opportunity to do what I do best every day? Have I take steps to make a difference in my own

capacity ?

4. In the last 7 days have receivedrecognition &praise for good work? Have I done the same for anyone else around me ?

5. Does my supervisorseem to care about me as a person? Have I done the same for my reportees?

6. Is there someone at workwho cares about my development? Do I care about my development ? What books/articles

,workshops i attended and implemented in my life to shift my own paradigms?

7. At work ,do my opinions seem to count?

8. Does the Vision , Mission, Value statement of my company seem aligned with my dreams goals and make me feel as if

my work is important?

9. Are my co-workerscommitted to do the quality work?

10. Do I have a bestfriendat work? Does anyone consider me to be his best friend at work?

11. In the last 6 months have I talked to someone who matters about myprogress?

12. This last year, have I had opportunities at work to learn? Have I taught anyone anything new ?

13. What have I done in the past 3 month to change paradigms and my circumstance beside grumbling about it ?

CareerCompass

Do we have a Culture at Global thatcan turn

Talent into Lasting

P f


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Performance

People feel great about :Jobtheydo Lousy1----------------5---------------------10 (Super)

Peoplethey work with Lousy1----------------5--------------------10 (Super)

Companythey work for Lousy1-----------------5---------------------10(Super)

Overall All ranking Lousy1-----------------5----------------------10 (Super)5

7

3

5+7+3=15/3=5.

5

Let 's do a real i ty check


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Head Melding A feature

unique only to Vulcan

116

How Well I manage TimeThe Scale: 5(always), 4(often), 3(sometimes), 2

(rarely), 1(never)
http://images.google.com/imgres?imgurl=http://www.ex-astris-scientia.org/gallery/artoftrek/vulcan-master.jpg&imgrefurl=http://www.ex-astris-scientia.org/gallery/vulcans1.htm&usg=__KqKym_E4OtHVbmxXPKOkNu2FgFY=&h=473&w=364&sz=37&hl=en&start=6&itbs=1&tbnid=e5PtgsE98AGmLM:&tbnh=129&tbnw=99&prev=/images?q=star+trek+vulcan&gbv=2&hl=en&sa=Ghttp://images.google.com/imgres?imgurl=http://www.bps-ok.org/kane/trek_teachers/Mr_Spock.jpg&imgrefurl=http://www.bps-ok.org/kane/trek_teachers/default.html&usg=__zN-poCigUIhOlYPqMsDIVQXZG1I=&h=451&w=292&sz=39&hl=en&start=5&itbs=1&tbnid=4wah8ZfxvmhqbM:&tbnh=127&tbnw=82&prev=/images?q=star+trek+mr+spock&gbv=2&hl=enhttp://www.scifi-design.com/httpdocs/pictures/wallpapers/artwork/Spaceships/wallpaper95.jpg


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117

1 I convey excitement and enthusiasm that motivates employees. 5 4 3 2 1

2 I am open, honest, and candid when dealing with others. 5 4 3 2 1

3 I understand and accept responsibility to teach, coach, and counsel. 5 4 3 2 1

4 I foster collaboration by promoting cooperative goals. 5 4 3 2 1

5 I am open about values, intentions and actions. 5 4 3 2 1

6 I feel pressured by too many demands from clients/customers/boss. 5 4 3 2 1

7 I involve others in decisions that affect them. 5 4 3 2 1

8 I develop people by focusing on their strengths. 5 4 3 2 1

9 I engender trust by acting with integrity.5 4 3 2 1

10 I enlist others in a common vision, and am an agent of change. 5 4 3 2 1

11 I provide people meaningful work. 5 4 3 2 1

12 I create a collaborative and team-based culture. 5 4 3 2 1

13 I show employees they are appreciated on a regular basis. 5 4 3 2 1

14 I create an environment for learning including training. 5 4 3 2 1

15 I help followers understand their role in achieving business objectives. 5 4 3 2 116 I communicate optimism about the future. 5 4 3 2 1

17 I demonstrate flexibility regarding work-life balance. 5 4 3 2 1

18 I hire people where there is a good cultural fit. 5 4 3 2 1

19 I face moral and ethical dilemmas, and create a culture of values. 5 4 3 2 1

20 In difficult times, I replace uncertainty and fear with purpose and courage. 5 4 3 2 1


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118

EMOTIONALLY INTELLIGENT LEADERSHIP QUIZ

Competent leaders drive results, develop star performers, and get a group of

people to productively complete the right work. They inspire and motivate

people, resonating energy and enthusiasm. Resonant leaders connect with

others by being self-aware and empathetic. Leadership requires the ability to

manage and retain top talent.

Each of the competencies below is linked to outstanding executive success. It

is based on the emotional intelligence competencies used by effective

leaders. Selecting strategies that result in positive outcomes is evidence you

are skilled in these competencies.

Score each item according to how much of the time each statement applies to

you.

The Scale: 5(always), 4(often), 3(sometimes), 2 (rarely), 1(never)


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119

Scoring

0-59

REDALERT!You demonstrate some leadership strengths, but

there is room for development. You need tochange certain behaviors and learn new skills.

Don't walkRUN to a High Performance

Leadership workshop. Strongly consider executive

coaching.


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120

Scoring

60-88

LEARNINGYou have a number of leadership strengths. However, there

is still room for improvement. You might benefit from taking

a High Performance Leadership workshop. Consider

executive coaching to help you further develop your

retention skills and learn new strategies.


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121

Scoring

89-100

LEADERSHIP MASTER

You are doing a great job as a leader.Congratulations! Executive coaching may

help you achieve even higher levels of

performance.

Definition of Intelligence


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Definition of IntelligenceThe ability to learn or understand or to deal with newor trying situations : the skilled use of reason

The cognitive abilities of an individual to learn from

experience, to reason well, and to cope effectively with

the demands of daily living.

What is Intelligence?


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Although experts differ on an exact definition of

intelligence most agree that intelligent behavior has atleast two components:

1. The ability to learn from experience.

2. The ability to adapt to the surrounding

environment.


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Factors of General Intelligence Tests

1. Verbal Comprehension - vocabulary, verbal analogies

2. Number -- mathematical operations

3. Space - visual-spatial and mental transformation

4. AssociativeMemory -- rote memory

5. PerceptualSpeed -- quickness in noticing similarities and

differences

6. Reasoning - skill in inductive, deductive, and math problems


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124/152

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Anyone can become angry that iseasy.

But to be angry with the right person,

to the right degree, at the right time, forthe right purpose, and in the right way

that is not easy.

(Aristotle)


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Simple Definition

Ability to manage emotions in

ones self and in others in order to

reach desired outcomes.

G l C t i M d l


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Golemans Competencies Model

CareerCompass

Communication Model


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OHT_AP04.ppt

Objective / Rational Level

Information / Message

Social Interaction

SenderSelf-

Revelation

ReceiverAppeal

Sender

has a

certain

message,

idea(s),

feeling(s)

all of

them

coded in

the form

of

symbols

he

transmits

the

symbols

to the

receiver

the

receiver

decodes

and

translates

the

message

into

ideas,

feelings,behavior

Reaction

Human Relations / Emotional Level

Prof. F. Schulz von Thun 1

Paul Watzlawick 2

1

2

CareerCompass

You can listen


128/152

OHT_AP05.ppt

Active Listening

Silence to encourage others to continuewith their thoughts

Paraphrasing to let them know you arefollowing them

Clarification to confirm you are hearing theirmessages correctly

Questioning to get more detail or furtherclarification

through:

CareerCompass

A di t t ti ti

Listening Skills as

people developer


129/152

According to statistics

> 30% of our listening is focused on vocal features such as

Volume

Pitch

Pace

Pause

> 50% of our listening is focused on non-verbal signals such as

Facial expression / Eye contact

Gestures

Body movements

Space / Distance

Only 20%of our listening is focused on spoken words

And people hear only about 30% of the message!

OHT_AP06.ppt

CareerCompassActive Listening


130/152

Universal Filters

Self-interest and past experiences

Making assumptions

Do not like what I hear

Do not like person who is speaking

Personal feelings - under a lot of stress, anger, etc.

Tune out (turn off) people with poor delivery

Cultural, social, racial stereotyping

Being right

Assessment

ResignationOHT_AP07.ppt

CareerCompassListening Skills


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Working Exercise

1. Think about someone you consider to be an excellent listener.

Describe the behaviors / attitudes this person exhibits which

indicate he/she is an excellent listener

- How do you feel after talk ing to th is person?

2. Think about someone you consider to be a poor listener.

Describe the behaviors / attitudes this person exhibits which

indicate he/she is a poor listener.

- How d o yo u feel after talk ing to this person?

OHT_AP08.ppt

CareerCompass

Purpose of Feedback


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OHT_AP9.ppt

Feedback is information to a person regarding what

and/or how he did on a task, skill or job activity

What is Feedback?

Timely feedback helps keep you on track

Feedback is part of how organizations stay mobilized

It is not about goodorbademployees:

it is about keeping on target

CareerCompassPurpose of Feedback


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Secret of High Performance Organizations is leverage

How much more you can get out of your people

How you can

- Motivate

- Teach

- Learn

- Solve problem in a timely way, or- Build relationships through feedback

OHT_AP11.ppt

CareerCompass

Purpose of Feedback


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The alternative - the cost of not giving feedback

Demotivation

No teaching No learning

Being stuck with the problem

Relationships get more tense or just stay the same

OHT_AP12.ppt

CareerCompass

Purpose of Feedback


135/152

Keep people on track and on target

Provide timely course correction and thereforeimprove accuracy and speed of execution

Improve individual and group performance

Motivate and help recipients of feedback

Establish an ongoing dialogue

Let people know how they are doing and where they stand

Avoid last-minute surprises Develop a performance culture

Develop a culture of candor and openness

Providing timely and useful feedback is essential to a managers job

CareerCompassPurpose of Feedback


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Rules about giving feedback

Specific

Observable

Objective

Timely

Check your intent: Is it to help or to vent frustration?

OHT_AP14.ppt

CareerCompassGuidelines for Giving Feedback


137/152

The purpose is to be helpful to the recipient, not to express your frustrations

Feedback that is not heard or accepted is not usefulDo: Help and coach rather than criticize.

Be descriptive rather than judgmental (good or bad);

effectiveness is your concern

Be case-specific rather than general; give recent examples

Focus on the behaviour, not the problem

Be clear and directValidate persons responses without agreeing or arguing

(I can see where youre coming from)

Enlist the recipient in exploring solutions

Assess the persons readiness for feedback

Check the validity of your feedback

Assess whether the recipient can act on your comments

Prepare:What youre trying to affect

The agreement you want

How to get that across persuasivelyOHT_AP15.ppt

CareerCompassGuidelines for

Receiving Feedback


138/152

Feedback is at the very least an opportunity to learn how others perceive us

and are affected by our actions or behaviors. It offers opportunity to improve.

Do:

Use active listening and playback to test your understanding

Acknowledge comments

If anything is unclear, ask for clarification (be specific)

Beware of denial Move from receiving feedback to solving problems together

Reject judgmental or sweeping statements

If your superiors behavior is creating a problem for you, say so

Check out feedback with others

Express your appreciation

Avoid: Getting into a defensive mode

Interrupting the speaker

Dismissing the feedback

Taking the feedback as a personal attack

CareerCompass

Receiving Feedback


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OHT_AP17.ppt

How do you react when you get unpleasant feedback?

Shock / ShameS

Anger / AttackA

Rejection / ResignationR

Acceptance / ArbitrationA

Hope / HelpH

CareerCompassAppraisal Session


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1. Recall an appraisal that wentwell,and draw a listof characteristics (behaviours and actions)

consistent

with this particular appraisal.

2. Recall an appraisal that did not go well,andcome up with

a list of characteristics (behaviours and actions) ofthis particular appraisal.

OHT_AP18.ppt

CareerCompass

Appraisal Session


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What / Why / How

Appraisal Session

The Structure The Objective The Communications Skills

Before the feedback

A. Managers Preparation

B. Associates Preparation

Organize data and thoughts on

performance; gather data and inputs

from other relevant sources

Duringthefeedback

A. Set the objective of the interview

B. Let the employee talk

about his/her performance

C. Exchange views; give

feedback; share performancestandard / code

D. Summarize feedback and

areas for improvement or

development

E. Jointly devise a follow-up plan

Initiate; state purpose

Listen, elicit information

Give feedback

Pull together the appraisal; ensure

employees awareness of his/her

performance standard / code

Develop action plan

Open ended, verifying questioning/

drawing out, active listening

Giving feedback; expressing

recognition and/or constructive

criticism

Specificity, clarity, directness

Problem-solving: guiding,

empowering questions

open mind; objectivity

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Appraisers

(Manager)


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Stick to the targets that where set and agreed on

Review each objective, and performance, thoroughly

Gather data on performance (e.g. log sheets, files)

Provide evidence and hard data, if possible on especially high or low ratings

- Be specific

Use language / terms that the associate understands

- Stay authentic

Rate employee on entire appraisal period

- Do not carry forward the previous rating

Avoid giving assurances or making promises

Stick to the facts and do not get emotional and personalDeal with associates emotions, recognizing ongoing situation, and react accordingly

Do not cave in

Schedule sufficient time for appraisal discussions

OHT_AP20.ppt

( g )

Guidelines

CareerCompassAppraisal: Appraisees

(Associate) Guidelines


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Review performance targets that were set and agreed on

Consider performance with reference to targets, standards and expectations

What areas of performance are satisfying? Why?

- Be specific

What areas need to be improved? Why?

- Be specific

What ideas do you have for improving performance in the coming year?

What assistance do you need to achieve your goals and meet / exceed targets?

How can your manager assist you? OHT_AP21.ppt

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Appraisal

Session:


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Do not get emotional

Stick to the facts

Pinpoint behaviours/facts and not emotions

Listen and reflect

Have an open mind

Do not be afraid to admit

that you may have made a mistake

OHT_AP22.ppt

Difficult

Situations

CareerCompassAppraisal Session:

Pitfalls to avoid


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Focusing on personal problems instead of performance

Getting personal

- Evaluate work and behaviour, not the individual personality

Debating with appraisee

- Present facts and move on

Vague generalities- Focus on specific issues and behaviours

No surprises

- Consistent feedback, do not let a problem exist

or fester for too long

Stereotyping and biases

Expectations based on familiarity

- Expecting others to behave like youOHT_AP23.ppt

CareerCompass

Appraisal Session:

Development

Outcome Guide


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Partially met expectations

Future Development Potential / Needs

Consider future new positions

Establish Career Development Plan

Consider extending responsibilities

Consider increasing responsibilities and challenges

Explore potential ways to develop employee

Maintain and improve current performance level

Performance correctable or not?

Performance improvement plan or termination? Agreement on plan to improve performance

OHT_AP24.ppt

Performance Ratings

Fully met expectations

Exceeded expectations

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Session: Key-

Step


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Preparation

Scheduling

Location and Space

Setting the stage (Manager)

Review Self-Appraisal (initiative to Associate)

Feedback sharing

Focusing / Summarizing (Manager)

Rating and Rating explanation

Short-term development and / or

Performance Development Plan

Closure: Agreement, Signatures

OHT_AP25.ppt

Step

Summary

CareerCompassConclusion


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It implies a

corporate

revolutionin culture

... don't wait to be told!

... be a change agent!

... make it happen!

This revolution has to

come from the top,the bottom, the middle

and the sides ...

Becoming a High Performance Organization implies more than

the adoption of a new set of performance management tools.


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CareerCompass

Foundations Of IndividualBehaviors

The Individual Level Variables


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CareerCompass

Biographical Characteristics- age / gender /marital status/tenure

Ability - An individuals capacity(Intelectual / Physical/Ability job-fit to perform the various tasks in a job

Personality -The sum total of ways in which anindividual reacts & interacts with others. 3E + G

Learning

The Individual Level

Variables;

Personality


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y

Personality Traits - The Big Five Model

Extraversion(A personality dimension describing someonewho is sociable, talkative, & assertive )

Agreeableness(A personality dimension describingsomeone who is good-natured, co-operative, & trusting )

Conscientiousness(A personality dimension describingsomeone who is responsible, dependable, persistent, &

achievement oriented )

EmotionalStability(A personality dimension describingsomeone who is calm, enthusiastic, secure- positive)

Openness to experience(A personality dimensiondescribing someone who is imaginative, artistic sensitivity, &

intellectualism )

The IndividualLevel Variables;

Personality


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Personality Major Personality Attributes Influencing OB

Locus of Control(The degree to whichpeople believe that they are the Mastersof their fate)

Internal(individuals who believe that they controlwhat happens to them)

External(individuals who believe that what happensto them is controlled by outside forces such as luck or

Cbm Comparative Mgmt

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