Job Analysis Part 4

• What is a Critical Incident?
• A Critical Incident:
• “The incident must occur in a situation where the purpose or intent of the act seems fairly clear to the observer and where its consequences are sufficiently definite concerning its effects”
• Critical Incident Technique
• General Aims & Objectives
• Identification of the Specific Aim of the Analysis
• Decide whether Observed Behavior relates to the Specific Aim
• Planning
• Determine who will Perform the Observations
• Familiarity with the Activity Observed (e g , Supervisors)
• Training
• Activity & Requirements
• Planning
• Groups
• Location & Time
• Person & Conditions
• Behaviors
• Type of Activity & Behaviors
• Relevance & Importance to General Aim

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Process, Benefits & Preparation Part 3

Performance Appraisals

Performance Appraisal Areas
In the Performance Appraisal process, the main areas of concentration will be:

Performance (What)

• Job responsibilities/duties
• Accountabilities
• Business targets
• Key performance indicators (KPI’s)
• Objectives
• Key result areas

Skills and Knowledge (How)

• Technical
• Managerial
• Interpersonal
• Professional
• Business
• Product/Service

Preparation
To make sure that the Performance Appraisal goes well, advance preparation is essential.

Preparation includes:

• Information gathering: Collect all relevant information, not just what will confirm your own views!
• Documentation
• Make sure that both you and the employee have completed the Performance Appraisal documents correctly.

Location for Performance Appraisal

• Somewhere quiet and private. Make sure phones are off, and put a ‘Do not disturb’ sign on the door.

Scheduling a time

• Put it on your calendar and block it from interruptions.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Process, Benefits & Preparation Part 2

Performance Apprasisals

Supervisor’s Role and Benefits from Performance Management
The supervisor's role within the process can be defined as:

• Setting objectives with employee
• Managing rewards and ensuring fair compensation for the level of job performance
• Offering accurate, timely, regular and specific feedback
• Through effective Performance Appraisals, supervisors can
• Translate business goals into individual job objectives and standards
• Monitor performance and offer feedback
• Communicate and seek agreement on objectives
• Coach employees on how to achieve their performance objectives
• Identify employees’ strengths and weaknesses
• Generate and agree on development plans to best serve the organization and individual needs  

Employee’s Role and Benefits from Performance Management
The employee’s role in the process includes:

• Set objectives with supervisor
• Improve performance
• Plan his/her development

Through Performance Appraisals, employees can:

• Openly discuss performance with supervisors
• Reinforce and sustain good performance
• Improve performance where needed
• Determine career-progression goals
• Identify development and training needs
• Link rewards to performance

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Most Effective Use Of Time Right Now Part 1

Fact 1: People are the most valuable resource an organization can have.
Fact 2: In many cases, people are the most under-utilized resource in an organization.
Fact 3: This under-utilization is in many cases linked to the level of personal productivity.
Fact 4: Personal productivity can be significantly improved in most organizations.

Personal Productivity - Benefits

Benefits accruing to the individual include:

• Increased motivation
• Decreased stress
• Achievement of objectives
• Reward and recognition  

Benefits accruing to the team include:

• Better working environment
• Faster achievement of objectives
• Recognition and reward
• Motivation
• Enhanced teamwork 

Benefits accruing to the organization include:

• Improved productivity
• Lower costs
• Corporate image enhancement
• Happier and more focused employees

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Leadership and Delegation: Essential Steps Part 3

THE DELEGATION PROCESS

1. CLARIFY OBJECTIVES
When delegating a task, the leader must address the following:

• Policies and Procedures
• Communication Structures
• Coordination

2. AGREE ON RESPONSIBILITIES

• Leader provides clear terms
• Team member acknowledges a sense of commitment
• Team member is free to discuss doubts and concerns

3. DETERMINE SUPPORT AND TRAINING

• Does the leader need to provide guidance and support in the short- to medium-term?
• If so, what form of guidance and support is needed?
• What training is required to ensure the objectives are achieved?

  4. ENSURE FREEDOM TO ACT

• The team member must feel free to act and make decisions to perform the task
• The manager must respect this freedom and set clear boundaries

5. MONITOR AND REVIEW

• Monitoring ensures that the task to be delegated is being performed effectively
• Review sessions help to empower the team member to perform the task while ensuring appropriate supervision

  6. REWARD
When delegated tasks are performed well, rewards may include:

• Public Recognition
• Opportunities for Personal Development
• Opportunities for Promotion
• Monetary Rewards

 Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Keeping Score on Organizational Goals

What is the most important factor in a team's success?

A clear and elevating goal!

Research has shown that teams who are successful have clear and compelling goals which become a performance challenge to team members.

It is not only important to have clear and compelling goals, but people must also know how well they are doing in attaining those goals.  Imagine that you go to a basketball game of your favorite team and the announcer says at the start of the game, "Folks, we've decided tonight that we won't keep score.  This game has become too competitive and we want you to sit back and have fun watching the game and enjoying the athleticism of the players!" How would you feel?

People like to know how they're doing. Much of the appeal of sporting events and games would be lost if we did not know the score.

Keeping Score has Three Benefits:
1.  It motivates individual performance
2.  It becomes the basis for analyzing and making improvements.
3.  It helps team members to focus on a common purpose and work together.

Unfortunately, many teams and organizations do not do a good job of keeping score and so lose out on these benefits.

Keeping Score:

• Is how we know how well we are doing
• Must include several complementary measures
• Must be linked to the strategy and objectives of the larger organization
• Must be "owned" by the team

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/  

Managing Change Resistance and Developing Resilience

Managing Resistance

When change occurs, people feel like victims or owners, losers or winners. They adopt an attitude of either resistance or resilience.  In managing resistance, observe people and then ask yourself, "How am I reacting?" "How are they reacting?" 

Focus on the reaction before you decide on a solution. This will help ensure that the solution is the right one. Act like a doctor: observe, diagnose, prescribe, and encourage practice for future retention of problems.
 
To Help Others Develop Resilience:
 
- Remain as positive as possible about the expected outcome   
- Be prepared to address concerns  
- Share as much information as possible  
- Encourage employees to ask questions  
- Make yourself visible and accessible  
- Model resilient behavior for other employees  

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Importance Rather Than Urgency

As the world moves at a faster and faster pace, it's essential not only that things get done faster, but also that the right things get done in a timely manner.  It's crucial that employees work not only efficiently, but also effectively.

We choose to use our time consciously or unconsciously, and we often let others decide how we spend it.  Getting done what is important to us is time well-spent.  Doing what is important at work is productive.  By getting done what we want and need in the time we've allocated, our stress level is lower and our quality of life is improved.

So, how do we get what's important done in the time allocated?

Knowledge -- Choice -- Time

You need to know clearly what you need or want to do.  Make choices from among the actions that demand your time and schedule time to act on your choices.  Time management is about prioritizing objectives in order of importance rather than urgency.

Setting objectives is about planning.  Planning is about control.  Being in control is being self-empowered.

Setting goals can help us accomplish our priorities based on our values and roles.  In reality, goal-setting is planning for personal achievement.  You decide what you want to achieve with your time and then set the precise personal targets that will lead you to achievement.

We all have important things to do in our lives, but how do we remember how and when to do them?  One way is by making an effective list.  Prioritized to-do lists are lists of tasks necessary to achieve goals.  Lists can be extremely powerful, both as a method of organizing your time and as a method of reducing stress.  Often, problems may seem intimidating or too large.

You may have what seems like a huge number of demands on your time.  Start by writing down the tasks that face you, and if they are large, break them down into smaller and smaller elements until they are manageable.

Happy planning!

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/