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Everyone needs a development plan with career goals, reviewed regularly. Psychologist Eve Ash provides some useful guidelines for developing people e.g. new supervisors, high achievers, and virtual staff.
In this program, Eve outlines practical tips, classic mistakes and the four steps for developing people.
Staff Development Plan:
Consider career ambitions and set goals
The Development Plan is created by manager and staff member
Development Plan is linked to performance appraisals
Performance appraisals are one of the most unpopular managerial tasks. Psychologist Peter Quarry gives ten practical tips on how to conduct an appraisal interview to achieve positive and useful outcomes that will bene t the employee and whole organisation.
Many managers are confused by the di fference between a discipline interview and a counselling or coaching session. Psychologist Peter Quarry explains the purpose of a discipline interview, when to conduct one and the involved practicalities.
This program covers progressive disciplining, the role of documentation and how to deal with strong emotions.
Training Points
1. What is progressive disciplining?.
2. Do we treat each discipline situation in the same way?
In this program, Psychologists Eve Ash and Peter Quarry, discuss strategies for successful mentoring. The role of a mentor is di fferent from that of a supervisor or coach and without this specifi c understanding a mentor may end up micromanaging, rather than advising.
This program presents two role plays, modelling how to establish the process in the first meeting and how to identify and confront challenging trends of the mentee. The skills for successful mentoring are outlined.
Training Points
1. The first meeting -In the first meeting, the mentor may find that he or she takes the lead role, as there are basic details regarding process and expectations that need to be established.
2. A middle meeting - As the process progresses, the mentor will have a greater understanding of the issues preventing the mentee from achieving his or her goals. Through providing appropriate and supportive feedback it is possible to assist the mentee to develop skills and implement change.
Describes how executive mentoring should work, its benefits and differences between internal and external programs.
With Stephen Schneider, UK.
Stephen Schneider founded CPS in 1996, and has been mentor and coach to boardroom directors and senior executives of top organisations.
He has worked with the Tavistock Institute and Henley Management College and his corporate background includes senior executive roles in ENSERCH Corporation of Dallas and Higgs & Hill where he was a member of the plc board.
As a member of Henley's Associate Faculty, he continues to facilitate groups regularly on their highly acclaimed experiential program, Developing Leaders, and contributes regular articles and interviews on leadership and boardroom development to professional journals, the national press and radio.
Hear two alternative approaches to mentoring that produce better results than traditional mentoring. With Dr Beverly Kaye, USA.
Dr Beverly Kaye is the founder and CEO of Career Systems International, the leader in the development and delivery of innovative, action-based, Talent Management solutions, located in Scranton, PA. and has been a leader in the field of Career Development over 30 years.
She is the author of the classic "Up is Not the Only Way" and best seller "Love 'Em or Lose 'Em; Getting Good People to Stay" (Berrett-Koehler). She is the president of Career Systems International and Beverly Kaye & Associates and recipient of a National American Society for Training and Development award.
Dr. Kaye's ground breaking career development, talent retention, workplace satisfaction and mentoring programs have been implemented by such leading corporations as American Express, AT&T, Compaq, DaimlerChrysler, Fifth Third Bank, Hartford Life, Macy's, Marriott International, Microsoft, Nortel, Sears, Sprint, Starbucks, and Xerox.
Program 5: "Is It the Cement Ceiling or Is It Me?: Career Issues for Non-Management People Of Color"
While many white men believe that their careers are held up because of unfair advantages given to people of color, many women and people of color believe that their chances are limited because white men are still the advantaged group. This scenario shows how a black non-exempt person who went to school at night believes his career is blocked because of covert racism. While it is not clear that racism is the block, it is clear that a lack of career planning and a breakdown in communication can lead to perceptions of unfair treatment.
CHARACTER NAMES: George Bell and Jack James
KEY LEARNING POINTS
Understanding the importance of mentoring/coaching to the success of people of color
Understanding the importance of career planning and development
Developing effective coaching skills
Understanding the importance of regular communication and feedback
Improving understanding of subtle racism
Understanding the impact of racism on retention of diverse employees
Becoming effective allies to people of color
DVD (With Facilitator's Guide) / 1999 / 11 minutes
Program 4: "Will My Mentor Make A Difference? Mentoring People of Color for Successful Careers"
The lack of effective mentoring can be a factor in the low retention rate of people of color. In this scenario, you'll watch a mentoring session with a White male senior executive and a Hispanic woman. The segment illustrates the pitfalls of subtle racism and sexism, and also provides a valuable setting for discussing mentoring skills.
CHARACTER NAMES: Laura Vega and John Johnson
Key Learning Points
Understanding the importance of mentoring/coaching to the success of people of color
Understanding the importance of career planning and development
Developing effective coaching and mentoring skills
Improving understanding of subtle racism and sexism
Understanding the impact of racism and sexism on retention of diverse employees
Learn about the importance of retaining diverse employees
Preventing stereotypes
DVD (With Facilitator's Guide) / 1999 / 10 minutes
John, an information technology manager, is stopped in the hallway by Linda, an operations manager, and Linda's boss, Jim. They want John's unit to make some improvements to employee performance reports they get months from the IT department. In this short exchange, John learns that Linda and Jim are meeting with each of their direct reports each month, one-on-one, to do informal performance reviews.
Curiosity gets the best of John, and he takes Jim and Linda out to lunch so they can give him a how-to crash course on one-on-one informal employee performance reviews.
John definitely keeps things interesting; he is obviously a sharp manager with a will to do his job better, but his dry humor and sarcasm will make you wonder how he was promoted into management in the first place.
Through a series of vignettes where John is practicing the lessons Linda and Jim have given him, we get to see that John is a very talented coach; in the setting of a one-on-one, his gift for coaching and listening shines. As a plus, we also get to see John confronted about his "misuse" of humor by an unlikely messenger.
As another plus, this DVD features a scene called the "The Meets Problem" that suggests a solution to the problem of employees feeling like they've received a poor score when they've been rated as "Meeting Standards."
Training Points
Planning for recurring one-on-ones.
Managing performance reports through a suggested binder-system.
The importance of SHOWING UP!
What to cover during one-on-ones.
Informally reviewing performance.
A "Meets" rating is a good thing, not something that is simply unimpressive.
How to extract company / process improvements with a simple question.
The importance of 180-degree feedback; How are YOU (the manager) doing?
The importance of documenting key points, and actions plans discussed during the one on one.
To benefit from the capable, empowered workforce, managers must coach rather than direct all workplace activities. Follow a manager as he uses his facilitation process skills to help individuals and groups reach decisions.