人力资源职业生涯工具（1）(英).ppt

Author:,Reviewer:,bc,DeveloptheIndividuals,December1998,Copyright1998Baindiscussfacts,events,examplesObjective-donotbeinfluencedbypreviousperformanceorhearsayfromothercases;basefeedbackondirectexperienceDescriptive-bedescriptive,notjudgmentalBalanced-alwaysgivebothpositivesandareasforimprovementActionable-discussspecificactionstepsforimprovement,Fromyourperspective-speakforyourself,notforothersOpen/honest-donotpullpunches,donotsugarcoat,anddonotoverstateSensitiveoffeelings-criticizeactions,nottheperson;usecarefullanguagePositive-expressconfidencethatthepersoncansucceedNon-discriminatory-avoidanylanguagethatsuggestsracial/genderorotherbiasesTentative-bemindfulthatyouarepresentingperceptions,notabsolutetruthSincere-understandthatchangeisdifficult;betolerantandwillingtohelp,Clear,Motivated,18,DeveloptheIndividuals,CoachingProcess,Whereyousayit,Whenyousayit,Howyousayit,Theprocessofcoachingisascriticalasthecontent.,Appropriatelocationgivenegativefeedbackinprivate,notinfrontofcaseteamorclientgivepositivefeedbackinpublic,wheneverpossibleInperson-avoidvoicemail,especiallyfornegativefeedbackCoachingisanongoingprocess;day-to-dayfeedbackiscriticalFeedbackmustbetimelySchedulesufficienttimeanddonotallowinterruptionsPrepare-keepajournalofspecificexamplesSeparatepositivefromnegative,andgivepositivefeedbackfirstMakeitadiscussion,notaspeechListen/questionunderstandtheirperspectiveprobeforbackgroundissues/concernsgivethemopportunitytoaskquestionsandrespondCheckforunderstanding-summarizeandagreeonkeypoints,19,DeveloptheIndividuals,PositiveFeedback,Regularpositivefeedbackisabigpartofsuccessfulcoaching.,Whyispositivefeedbackimportant?,Motivational:increasesindividualsatisfaction,willingnesstocontinuecontributingReinforcing:explicitlyacknowledgesbehaviorsthataregood;encouragescontinuationofpositivebehaviorsCreatesgreateropennesstonegativefeedback:buildscredibilityandtrust,Whenisitappropriate?,UponcompletionofagoodpieceofanalysisAfteraneffectivemeetingAfteragoodpresentationAnytimepositivefeedbackisgivenbyathirdparty(e.g.,aclient,anexpert),Howdoyougiveiteffectively?,Bespecific,providedetailedfeedback.ExplainwhytheworkwaseffectiveinobtainingresultsfortheclientSeparateitfromnegativefeedbacksoitisnotdiluted/overshadowedAcknowledgepublicly,wheneverpossible,20,DeveloptheIndividuals,TipsforReceivingFeedback,Aspartofthecoachingprocess,itmayhelptoreviewwiththeteammemberthesetipsforreceivingfeedback.,Receivingfeedbackwillallowyoutoseethingsaboutyourselfthatyoucouldnotseeinanyotherway.Youwillthenbeabletocorrectbehaviorsthatareinhibitingyourgrowth.Constructivefeedbackisanimportantgift.Everytimeyouareabletouseitwisely,youwillhavetakenanotherstepinyourowndevelopment.,1.Listencloselytothepersongivingyouthefeedback,andtrynottointerrupt.2.Avoidbeingdefensive.Thiscanbedifficult,especiallyifthepersongivingyouthefeedbackisnothighlyskilled.Youmayhavedifferentperceptionsofyourself,butitisimportantthatyouunderstandtheperceptionsofothers.3.Assumethefeedbackgiveristryingtobehelpful.4.Trytounderstandthefeedback.Ifthefeedbackisnotclear,askforclarificationandexamples.,21,DeveloptheIndividuals,TheLearningDilemma,Source:“TeachingSmartPeopleHowtoLearn,”HarvardBusinessReviewMay-June1991,Sometimesoverachieversfinditdifficulttoacceptnegativefeedback.,Overachieversareunaccustomedtofailure,Theymayexhibitdefensivebehavior:,RationalizationAggressivenessRejectionCynicism,Areunwillingto“hearfeedbackFailtochangebehaviors,Denial,Becomedepressed,withdrawnShiftbehaviorfrom“guardrailtoguardrail”(i.e.,fromoneextremetotheother),Reluctantacceptance,Thesebehaviorsareasignalthatthebenefitsofreceivingfeedbackneedtobereinforced.,22,DeveloptheIndividuals,ReactionstoFeedback,Asacaseteamleader,youshouldencouragereactionstofeedbackthatdemonstratematurityandaninterestinimproving.,DenythefeedbackAttributemistakestoexternalfactorsAssumecoachhasnegativefeelingsaboutthedirectreportExpresspassivity-havenoreactionTakeanaggressivestancetowardthecoachLaughitoffRejectcoachsauthoritytogivefeedbackShowcynicismaboutimprovementsuggestions,AcceptresponsibilityforthebehaviororunderstandthecoachsperceptionsAnalyzewhybehaviorwasshownUnderstandthecoachspointofviewAskformoreinformationEnlistcoachstohelpinunderstandingthefeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothers,DefensiveReactions,DesiredReactions,23,DeveloptheIndividuals,HandlingPushback(1of3),Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,Thefirststepinhandlingpushbackistogainabetterunderstandingoftheotherpersonspointofview.,Encourage,Confirm,Resistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation.Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh”).Recognizethattherootcauseoftheteammembersobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext.Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue.Useopen-endedquestionstouncovertheteammembersview.Open-endedquestionsbeginwithwordslike“What”,“How”,“Tellme”,“Describe”and“Explain.”Usesilence-itgivestheteammemberanopportunitytoconsiderandexpandonwhathasbeensaid.Restatetheteammembersobservations-bothfactsandfeelings.Summarizewhatyouhaveheard,andaskifyouarecorrect.,Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammembersperspectiveandreactions.Youmayalsohaveuncoveredsomeadditionalfactsyouwerenotawareof.,Question,24,DeveloptheIndividuals,Aftergainingathoroughunderstandingoftheteammembersviewpoint,usethesetipstoprovidehelpfulinformationandsupport.,DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrol,Providemoreaccurateorobjectiveobservationsthatincludetheteammembersexperiences,alongwithotherfactstheteammembermaynotbeawareof.Provideandaskforsomesuggestionsforthingstodothatarewithinhisorhercontrol.Identifywaysyoucanhelp.,“So,whathappensisthattheotherteamgivesyoudatathatconflictswithyours,andyoudonotknowhowtoreconcilethem.Thismakesithardforyoutoproceedonschedule.Isthatright?”“Iunderstandyoufeelyoucannothelpitiftheclientdoesnotprovidethedata.Howaboutifyou?MaybeIcouldhelpby”,Iftheteammember:,Thenyoushould:,Example:,Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,HandlingPushback(2of3),25,DeveloptheIndividuals,Checktoseeifwhatyousaidmakessenseandifyouarebothinagreementaboutwhatisgoingonandhowtoproceed.Continuebyaskingtheteammemberforhisorhersuggestionsforimprovementgoingforward.,Agrees,butdoesnotseewhyitisimportantAgrees,butsayshisorherintentionwasdifferent,Describetheimportanceoftheissue-howitaffectstheteam,youpersonally,and/ortheteammember.Offerobservationsonthedifferencesbetweenthepersonsintentionandtheactualresultsofthebehaviororperformance.,“Iknowdoingaworkplandoesnotseemimportanttoyou.Thereasonitisimportanttotheteamisthatitallowsusto”“Iseeyourintentionwastobehelpful,butwhenyouIsawitasyoudoubtingtheteam.Maybeyoucanbemorehelpfulby”,Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,HandlingPushback(30f3),Iftheteammember:,Thenyoushould:,Example:,Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation.,26,DeveloptheIndividuals,CoachingExamples(1of2),“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanagersanalysisinfrontofherboss”“Dave,yourcockinessinfrontofclientsbordersonrudeness.”“Jan,youshoulduseopen-endedquestionstoexploretheplantmanagersobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.”“Jan,inthefuture,youshouldcapitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Theobjectiveofcoachingistoimproveapersonsbehavior.,27,DeveloptheIndividuals,CoachingExamples(2of2),“Steve,Idliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerduringtodaystour.”“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.”“Donna,IgetfrustratedwhenImtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.”“Donna,stoptryingtosteponmejusttogetpromoted.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,28,DeveloptheIndividuals,Agenda,OverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways,29,DeveloptheIndividuals,GoalsoftheWrittenPerformanceReview,Thewrittenreviewistheprimarymechanismformeasuringresults.,MeasureperformanceagainstgoalsandobjectivesEstablishnewgoalsIdentifytrainingneedsEnsureconsistencybetweenevaluationsandsalaryincreasesandpromotionrecommendationsProvidedocumentation,30,DeveloptheIndividuals,PerformanceReviewContent,Performancereviewsinclude:,ClearandconciseConsistentwithrating,salaryincrease,andpromotionrecommendation,MostImportantMessage,Mostimportantpointsrevieweeshouldtakeaway,Specificexamples,notassumptionsBalanced-bothpositiveandnegativefeedbackOwnobservations-speakforyourself,donotspeakforothersSituationsbeyondrevieweescontrol,ifappropriate,HistoricalDescription,Basisofmostimportantmessageanddevelopmentobjectives,Clear,specificactionstepsPrioritizedbasedonimportanceofskillsandsizeofgapStart,stop,andcontinueformat(optional),DevelopmentObjectives,Keytoskillplandevelopment,31,DeveloptheIndividuals,ThePerformanceReviewProcess,Therearefourstepsintheperformancereviewprocess:,DeveloptheContent,PreparetoDelivertheReview,ConducttheReview,PreparetoWritetheReview,ConductaninterimreviewDetermineareasforimprovementattheendofeachcaseForconsensusreviews,talktoinputreviewers,EvaluateperformancegapsDetermineimprovementobjectivesIdentifyresourcesDevelopmostimportancemessagesupportedbydata,AnticipateareasofdisagreementThinkofhowtoestablishadialogueSchedulethemeetinginadvanceKeeptheappointmentDonotallowinterruptions,EstablishapositiveandopenclimateProvidespecificexamplesListenMakesuretherevieweeunderstandswheretofocusCheckinwiththereviewee,32,DeveloptheIndividuals,PreparetoWritetheReview,Beforewritingthereview.,ConductatleastoneinterimreviewwiththeteammemberAttheendofeachcase,determinekeyareasforimprovementForconsensusreviews,talktoinputreviewersflaginconsistenciesgainconsensusonkeymessagesincludeotherreviewersexamplesandanecdotessubmitdrafttoinputreviewersforfeedback,33,DeveloptheIndividuals,DeveloptheContent,Whenwritingthereview.,ReviewdevelopmentplanforprevioussixmonthsEvaluategapsbetweenplanandperformanceDeterminethemostcriticalperformanceimprovementobjectivesIdentifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues)Developmostimportantmessagetietoratingfocusonexpectedbehaviorchangesifappropriate,includepromotionmessageSupportmostimportantmessagewithdatabespecificciteexamplesandcriticalincidentsincludepositiveandnegativefeedback,34,DeveloptheIndividuals,WritingWatchouts,Followtheseguidelineswhenwritingthereview:,ThinkbeforewritingProvidespecificexamplesofbehavior,notconclusionsIncludepositiveandnegativefeedbackBescrupulouslyhonestReflectaccuratelyotherreviewerscommentsRespectconfidentialityAvoidjargon-useplainlanguageadjectivequalifiers-useactiveverbsassumptionsaboutdirectreportsknowledgefrequencystatementsrelyingsolelyonquantitativevalues-describebehaviorandconsequencesDonotmakecommitmentsyoucannothonorIfappropriate,describesituationsbeyondrevieweescontrol,35,DeveloptheIndividuals,PreparetoDelivertheReview,Anticipatepotentialareasofdisagreementandfrictionenvisionrevieweesdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandacceptthefeedbackbeawareofyourownresponsetoconflict-goforwin-winThinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopennessSchedulethereviewmeetingseveraldaysinadvanceKeeptheappointmentEliminatedistractionsandavoidinterruptions,Afteryouhavewrittenthereview,preparetodeliverit.,36,DeveloptheIndividuals,ConducttheReview,EstablishapositiveandopenclimateLimitfeedbacktoissuesrelevanttothejobDiscussperformanceissuesindescendingorderofimportanceGiveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovementIfrevieweedisagrees,reflectyourunderstandingofwhatheorsheissayingWeightthevalidityofnewinformationAvoidarguingAsktherevieweetosummarizethethreemostimportantareasfordevelopmentContactforfollow-up,checkpoints,andassistance,Helptherevieweelearnandgrowfromthefeedback.,37,DeveloptheIndividuals,WrittenFeedbackExamples(1of3),“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,hereliedonaconsultanttobailhimout.”“Steveslackofconfidenceisamajorconcernofotherteammembers.”“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.”“Annefrequentlymismanageshertime.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Makeyourstatementsclearandbackthemupwithexamples.,38,DeveloptheIndividuals,WrittenFeedbackExamples(2of3),“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy.Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.”“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.”“KenfailedtomeetthedeadlinesforanalyzingtheproductivitydatabasebecausetheclientsMISDepartmentmissedagreed-upontargets.”“ItwasntKensfaultthatthehemissedthedatabasedeadlines.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,39,DeveloptheIndividuals,“ChrisverynegativeresponsetohisendofcasereviewdidnothelphimtoimprovehisperformanceorlearnfromthelessonsofABD.”“Chrisisverydefensiveandheobviouslydoesnotwanttolearnandimprove.”“Donnahassuccessfullyaddressedperformanceissuesbydevelopingquestionnaires,executinginterviews,coordinatingtemporarystaff,andconductingquantitativeanalysis.”“Donnadoesagoodjobofjugglingcompetingpriorities.Sheisaflexibleteammember.”“Markinitiatedadisposalprogramthatwasapprovedandadoptedbytheclientproductmanager.”“Markknowshowtostructurehisanalysisandrecommendationssothattheywillbereadilyacceptedbytheclient.”,WrittenFeedbackExamples(3of3),Dothis:,Avoidthis:,Dothis:,Avoidthis:,Dothis:,Avoidthis:,40,DeveloptheIndividuals,ThedesiredbehaviorsandskillsareclearlydefinedThereisrealmotivationtochangeSourcesofresistanceareexplicitlyrecognizedActivitiesareaimedatmakingthechangeTheindividualtruststheircoachtofacilitatethechangeOtherpeoplesupportthechangeinvisiblewaysTheoutcomesarevisible,Thefinaloutcomeinalldevelopment-relatedactivitiesistohelptherevieweetofeelpositiveandwillingandabletochange.,PointofArrival,41,DeveloptheIndividuals,Agenda,OverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways,42,DeveloptheIndividuals,KeyTakeaways,HelpingpeopletoperformattheirfullpotentialisacriticalpartofoverallemployeesatisfactionThebenefitsincludehigherqualityresultsforclients,abetterteamprocess,andhigheremployeeretentionForprofessionaldevelopmentactivitiestobesuccessfulonanongoingbasisthereshouldbearealmotivationtochange,aclearpathtochange,andasupportiveenvironmenttofacilitatethechangeTodeveloppeopleandhelpthemreachtheirfullpotential:DevelopanexcitingplanforgrowththatenablestheindividualtoknowhowtogrowandgivesthemthemotivationtoachievethenecessarychangesActasacoachrathert