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,Acceptresponsibilityforthebehaviororunderstandthecoach’sperceptionsAnalyzewhybehaviorwasshownUnderstandthecoachspointofviewAskformoreinformationEnlistcoach’stohelpinunderstandingthefeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothers,DefensiveReactions,DesiredReactions,23,DeveloptheIndividuals,HandlingPushback(1of3),Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,Thefirststepinhandlingpushbackistogainabetterunderstandingoftheotherperson’spointofview.,Encourage,Confirm,Resistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation.Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh”).Recognizethattherootcauseoftheteammember’sobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext.Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue.Useopen-endedquestionstouncovertheteammember’sview.Open-endedquestionsbeginwithwordslike“What”,“How”,“Tellme”,“Describe”and“Explain.”Usesilence-itgivestheteammemberanopportunitytoconsiderandexpandonwhathasbeensaid.Restatetheteammember’sobservations-bothfactsandfeelings.Summarizewhatyouhaveheard,andaskifyouarecorrect.,Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammember’sperspectiveandreactions.Youmayalsohaveuncoveredsomeadditionalfactsyouwerenotawareof.,Question,,24,DeveloptheIndividuals,Aftergainingathoroughunderstandingoftheteammember’sviewpoint,usethesetipstoprovidehelpfulinformationandsupport.,DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrol,Providemoreaccurateorobjectiveobservationsthatincludetheteammember’sexperiences,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,butwhenyou…Isawitasyoudoubtingtheteam.Maybeyoucanbemorehelpfulby…”,Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporation,,HandlingPushback(30f3),,,Iftheteammember:,Thenyoushould:,Example:,,Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation.,26,DeveloptheIndividuals,CoachingExamples(1of2),“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanager’sanalysisinfrontofherboss…”“Dave,yourcockinessinfrontofclientsbordersonrudeness.”“Jan,youshoulduseopen-endedquestionstoexploretheplantmanager’sobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.”“Jan,inthefuture,youshouldcapitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Theobjectiveofcoachingistoimproveaperson’sbehavior.,,27,DeveloptheIndividuals,CoachingExamples(2of2),“Steve,I’dliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerduringtodaystour.”“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.”“Donna,IgetfrustratedwhenI’mtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.”“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,specificactionstepsPrioritizedbasedonimportanceofskillsandsizeofgap"Start,stop,andcontinue"format(optional),DevelopmentObjectives,Keytoskillplandevelopment,,,,31,DeveloptheIndividuals,ThePerformanceReviewProcess,Therearefourstepsintheperformancereviewprocess:,,DeveloptheContent,PreparetoDelivertheReview,ConducttheReview,PreparetoWritetheReview,ConductaninterimreviewDetermineareasforimprovementattheendofeachcaseForconsensusreviews,talktoinputreviewers,EvaluateperformancegapsDetermineimprovementobjectivesIdentifyresourcesDevelopmostimportancemessagesupportedbydata,AnticipateareasofdisagreementThinkofhowtoestablishadialogueSchedulethemeetinginadvanceKeeptheappointmentDonotallowinterruptions,EstablishapositiveandopenclimateProvidespecificexamplesListenMakesuretherevieweeunderstandswheretofocusCheckinwiththereviewee,32,DeveloptheIndividuals,PreparetoWritetheReview,,Beforewritingthereview...,ConductatleastoneinterimreviewwiththeteammemberAttheendofeachcase,determinekeyareasforimprovementForconsensusreviews,talktoinputreviewersflaginconsistenciesgainconsensusonkeymessagesincludeotherreviewers’examplesandanecdotessubmitdrafttoinputreviewersforfeedback,33,DeveloptheIndividuals,DeveloptheContent,,Whenwritingthereview...,ReviewdevelopmentplanforprevioussixmonthsEvaluategapsbetweenplanandperformanceDeterminethemostcriticalperformanceimprovementobjectivesIdentifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues)Developmostimportantmessagetietoratingfocusonexpectedbehaviorchangesifappropriate,includepromotionmessageSupportmostimportantmessagewithdatabespecificciteexamplesandcriticalincidentsincludepositiveandnegativefeedback,34,DeveloptheIndividuals,WritingWatchouts,,Followtheseguidelineswhenwritingthereview:,ThinkbeforewritingProvidespecificexamplesofbehavior,notconclusionsIncludepositiveandnegativefeedbackBescrupulouslyhonestReflectaccuratelyotherreviewers’commentsRespectconfidentialityAvoidjargon-useplainlanguageadjectivequalifiers-useactiveverbsassumptionsaboutdirectreportsknowledgefrequencystatementsrelyingsolelyonquantitativevalues-describebehaviorandconsequencesDonotmakecommitmentsyoucannothonorIfappropriate,describesituationsbeyondreviewee’scontrol,35,DeveloptheIndividuals,PreparetoDelivertheReview,,Anticipatepotentialareasofdisagreementandfrictionenvisionreviewee’sdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandacceptthefeedbackbeawareofyourownresponsetoconflict-goforwin-winThinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopennessSchedulethereviewmeetingseveraldaysinadvanceKeeptheappointmentEliminatedistractionsandavoidinterruptions,Afteryouhavewrittenthereview,preparetodeliverit.,36,DeveloptheIndividuals,ConducttheReview,,EstablishapositiveandopenclimateLimitfeedbacktoissuesrelevanttothejobDiscussperformanceissuesindescendingorderofimportanceGiveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovementIfrevieweedisagrees,reflectyourunderstandingofwhatheorsheissayingWeightthevalidityofnewinformationAvoidarguingAsktherevieweetosummarizethethreemostimportantareasfordevelopmentContactforfollow-up,checkpoints,andassistance,Helptherevieweelearnandgrowfromthefeedback.,37,DeveloptheIndividuals,WrittenFeedbackExamples(1of3),,“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,hereliedonaconsultanttobailhimout.”“Steve’slackofconfidenceisamajorconcernofotherteammembers.”“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.”“Annefrequentlymismanageshertime.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,Makeyourstatementsclearandbackthemupwithexamples.,,38,DeveloptheIndividuals,WrittenFeedbackExamples(2of3),,“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy….Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.”“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.”“Kenfailedtomeetthedeadlinesforanalyzingtheproductivitydatabasebecausetheclient’sMISDepartmentmissedagreed-upontargets.”“Itwasn’tKen’sfaultthatthehemissedthedatabasedeadlines.”,Dothis:,Avoidthis:,Dothis:,Avoidthis:,,39,DeveloptheIndividuals,,“Chris’verynegativeresponsetohisendofcasereviewdidnothelphimtoimprovehisperformanceorlearnfromthelessonsofABD.”“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