Wednesday, 2 May 2007
Tips for Your Development
The Appraisal Cycle Begins with a Performance Plan. Every manager should ensure that a Performance Plan is in place for their employees at the beginning of the appraisal period and that a Performance Appraisal is conducted at the end of the period. Communicating what an employee is supposed to achieve before they begin working is fundamental to achieving the organization's goals.
A Good Performance Plan. A good Performance Plans should begin with a Job Description which spells out the basic duties and responsibilities of the job. Generally it consists of tasks, what to do, where, when, and why. Following the Job Description are the Competencies. These are the attributes, behaviors, knowledge, skills and abilities required for successful job performance. Finally, there may be Goals. These are measurable, quantifiable or specific things that management the employee to achieve
Discussing the Performance Plan. Ideally there is an “across the table” Performance Planning meeting between the manager and employee where the expectations are communicated. Follow the suggestions below.
Discuss each competency. Employees should talk about their competency strengths and how they are likely to help them achieve their performance goals. Employees should ask for or receive coaching where their may be a weakness.
Be candid and constructive. Be open and honest during the discussion.
Have a two-way conversation. Be sure to:
- Be an active listener
- Paraphrase what you hear
- Ask for behavioral feedback
- Focus on specific behaviors and outcomes
Identify Competencies to Develop. Focus on one or two top priority competencies required for success. If you take on too many, you are unlikely to accomplish any of them.
Create an Action Plan. Any action plan need to be specific, actionable and measurable. Choose a competency from your Performance Plan that your manager as given you as a requirement for success and create a list of actions to develop the competency.
Understand What The Competency Means. Good Interpersonal Skills means, for example, that you relate well to all kinds of people - up, down, sideways, inside and outside the organization. You build rapport, create good relationships, use diplomacy and tact, and are able to diffuse high-tension situations comfortably.
Ask Yourself Essential Questions. To improve your Interpersonal Skills ask yourself the following questions on a regular basis:
- How often am I surprised by my coworkers' reactions?
- When was the last time I unintentionally offended a coworker?
- In what ways can I accommodate a coworker's style?
- How do I react when coworkers who disagree with me?
- Am I considering the effect my words or behaviors are having on others?
- How do I encourage others to show mutual respect?
- Am I so focused on goals that I overlook other's needs and feelings?
Learning On The Job.
- Observe the different styles of team members when they interact. Observe the ways that are most effective as they deal with each other. Watch others for their reactions when they are being influenced or are attempting to influence. See the adjustments they make. Notice verbal and non-verbal cues and how and when they change their approach. Use what you see that might be helpful in changing your behavior.
- When you receive a critical or hostile email message, have coworkers who are known for having good interpersonal skills review your response before you send it. Discuss the different types of responses and specific words.
- After a team meeting, ask a colleague for feedback on how your comments and behavior affected other people. Ask your manager and others for ideas and suggestions that could help your accomplish goals by building relationships.
- Mentor and intern or new hire. Orient the individual to the group.
- Ask a peer to sit in with you during a meeting and give you feedback later about your effectiveness and ability to adjust your communication to the others.
Continually Challenge Yourself. Be alert to on-the-job assignments or projects that will help you develop. Ask for constructive feedback on strengths and weaknesses.
A Good Performance Plan. A good Performance Plans should begin with a Job Description which spells out the basic duties and responsibilities of the job. Generally it consists of tasks, what to do, where, when, and why. Following the Job Description are the Competencies. These are the attributes, behaviors, knowledge, skills and abilities required for successful job performance. Finally, there may be Goals. These are measurable, quantifiable or specific things that management the employee to achieve
Discussing the Performance Plan. Ideally there is an “across the table” Performance Planning meeting between the manager and employee where the expectations are communicated. Follow the suggestions below.
Discuss each competency. Employees should talk about their competency strengths and how they are likely to help them achieve their performance goals. Employees should ask for or receive coaching where their may be a weakness.
Be candid and constructive. Be open and honest during the discussion.
Have a two-way conversation. Be sure to:
- Be an active listener
- Paraphrase what you hear
- Ask for behavioral feedback
- Focus on specific behaviors and outcomes
Identify Competencies to Develop. Focus on one or two top priority competencies required for success. If you take on too many, you are unlikely to accomplish any of them.
Create an Action Plan. Any action plan need to be specific, actionable and measurable. Choose a competency from your Performance Plan that your manager as given you as a requirement for success and create a list of actions to develop the competency.
Understand What The Competency Means. Good Interpersonal Skills means, for example, that you relate well to all kinds of people - up, down, sideways, inside and outside the organization. You build rapport, create good relationships, use diplomacy and tact, and are able to diffuse high-tension situations comfortably.
Ask Yourself Essential Questions. To improve your Interpersonal Skills ask yourself the following questions on a regular basis:
- How often am I surprised by my coworkers' reactions?
- When was the last time I unintentionally offended a coworker?
- In what ways can I accommodate a coworker's style?
- How do I react when coworkers who disagree with me?
- Am I considering the effect my words or behaviors are having on others?
- How do I encourage others to show mutual respect?
- Am I so focused on goals that I overlook other's needs and feelings?
Learning On The Job.
- Observe the different styles of team members when they interact. Observe the ways that are most effective as they deal with each other. Watch others for their reactions when they are being influenced or are attempting to influence. See the adjustments they make. Notice verbal and non-verbal cues and how and when they change their approach. Use what you see that might be helpful in changing your behavior.
- When you receive a critical or hostile email message, have coworkers who are known for having good interpersonal skills review your response before you send it. Discuss the different types of responses and specific words.
- After a team meeting, ask a colleague for feedback on how your comments and behavior affected other people. Ask your manager and others for ideas and suggestions that could help your accomplish goals by building relationships.
- Mentor and intern or new hire. Orient the individual to the group.
- Ask a peer to sit in with you during a meeting and give you feedback later about your effectiveness and ability to adjust your communication to the others.
Continually Challenge Yourself. Be alert to on-the-job assignments or projects that will help you develop. Ask for constructive feedback on strengths and weaknesses.
Posted by at 4:25 AM in All
