Thursday, March 8, 2018

Mentoring in the Workplace Part 3

Component 3 – Training
Train both mentors and mentorees
  • Mentoring methods
  • Communication skills
  • Program guidelines
  • Mentoring dynamics
  • Ensure clear understanding on both sides
Component 4 – Maintenance
  • Program coordinator keeps in regular contact with mentors and mentorees
  • Review meetings on quarterly basis
  • Maintain communication process
Component 5 – Completion
  • Mentoring pairs end relationship
  • Evaluation: results measured against the plan
  • Results used to improve future programs
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Tuesday, March 6, 2018

Mentoring in the Workplace Part 2

Piloting a Mentoring Program

Component 1 - Design
  • Determine strategic purpose
  • Obtain a champion from senior management
  • Select an appropriate task force
  • Create learning objectives
  • Select mentoring model
  • Determine application, selection, and matching criteria
  • Establish guidelines for all activities
  • Review of pilot results and modification
Component 2 – Implementation
  • Market the program to stakeholders within the organization
  • Recruit, interview and match the participants
  • Meet with the managers of the mentorees
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Thursday, March 1, 2018

Mentoring in the Workplace Part 1

Mentoring is a strategic approach to developing an employee (the mentoree) by pairing him/her with a more experienced employee (the mentor) who will teach, counsel, sponsor and encourage.

Conditions of Formal Mentoring 
  • Goals established
  • Outcomes measured
  • Access open to all who qualify
  • Mentors / Mentorees are paired
  • Training and support is provided
  • Mentoring time is limited
  • Organization benefits directly   

Benefits of Formal Mentoring
  • Links competency development and business strategy
  • Ensures that skills are developed
  • Involves company experts in the process
  • Creates and promotes a learning and diverse culture
  • Ensures that organization’s goals are supported

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, February 7, 2018

Coaching in the Workplace Part 2

Designing a Coaching Program
  • Define goals and make sure that they are aligned with the overall strategy of the organization
  • Set a timeline
    • Agree on coach and coachee relationship
    • Set goals
    • Coaching sessions
    • Interim and final review sessions
 A Simple Model for Coaching
  • Develop a Vision Statement
  • Set goals
  • Develop a weekly action plan
  • Discuss possible roadblocks
  • Discuss and celebrate accomplishments
Communication Skills for the Coach
  • Listening
    • Actively listen to the coachee
    • Gather all information both verbal and non-verbal
    • Check for understanding
  • Questioning
    • To facilitate the process
    • To gather further information
    • Challenge the coachee
 Coaching Tips
  • Ask the coachee about a time when he/she was ineffective or stuck
  • Ask for examples of the assessments he/she made of these situations
  • Ask him/her to be specific about the problem area
  • Help him/her to find the strategy behind the action  
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, February 5, 2018

Coaching in the Workplace Part 1

Effective coaching skills drive all high-performance organizations. It is essential that managers and human resources professionals learn to encourage coaching in their organizations. We will explore the benefits of coaching and how to design a coaching program.

Benefits of Coaching and Mentoring
  • Career development
  • Skill development
  • Knowledge transfer
  • Succession planning
  • Employee motivation
  • Employee retention 
What is Coaching?
  • The art of facilitating the performance, learning and development of another person
  • Coach brings out latent potential, encourages coachee
  • Usually takes place within the confines of the formal manager-employee relationship
  • Initiated and driven by the manager
  • Relationship is finite
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, January 17, 2018

What makes a good listener?

Listening is the ability to accurately perceive a message conveyed by another person.
Based on studies of executives, the ability to understand other people's perspectives is the biggest single predictor of executive success.  Of those who fail as executives, only 24% had this skill; of those who succeed as executives, 75% have this special ability.*
Our attitude does affect our listening.  If we truly want to learn or understand, we will listen much better.  Listening does not come naturally to most people.  It is not passive but active, demanding a lot of effort and work.  To be a good active listener, you must look for underlying messages and meaning.  This is done by observing non-verbal cues, sensing feelings, putting yourself in the speaker's place, and trying to understand what he/she is really trying to communicate.
Active Listening Steps         
  • Create a Safe Place
  • Become Actively Involved
  • Avoid the Temptation to Evaluate
  • Search for Meaning
  • Confirm Your Understanding   
  • Bring Closure
 Listening is hard work.  Take responsibility to understand the content as well as the feelings that are being communicated to you.

*The Center for Organizational Design

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Friday, January 12, 2018

How do you manage your time?

Not having enough time has become a very common complaint both at home and at work. The essence of good time management is prioritizing what is most important to you and then disciplining yourself to accomplish those highest priorities first.

Time management is not so much about checklists, calendars, and scheduling as it is knowing what is most important in your life and making sure that the activities of your life are aligned with your values and priorities. 

Stephen Covey developed a Time Management Matrix to prioritize the activities of our lives.  There are two dimensions to the matrix:  urgent and important. 
  • Urgent matters are those that demand immediate attention, such as the telephone call from an irate customer, the report the boss asked for right away, etc.  We are reactive to the urgent.
  • Important matters are those that are aligned with long-term values, priorities, and goals, such as learning new skills, developing new products, or getting a college degree.  Important issues require us to be more thoughtful and proactive.
The way we get more time for those things that are most important to us is to stop doing the not urgent and not important:  time wasters such as idle chat, busywork, junk emails, mindless TV shows. Minimize the time allowed for the urgent but not important:  some meetings, some phone calls, some emails.  Successful people do this by saying “no” frequently.  Learn to say “no” to unimportant activities.

Time management is up to you.  Take some time and think about exactly what your true priorities are.  Spend more time on those things that are truly important to you.

If you are interested in learning more visit our website for information on our Time Management webinar.

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP