managers survival kit , india
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Managers Survival Kit
The bottom line• Reduction of 5% of defective customers may result
in 80% increase in profitability
• 60% to 80% of lost customers were satisfied (King, 1996)
• 90% of customers who love a company will repeat but only 30% of customers who like the company will repeat (Opinion Research Corp.)
• 20-40% of your customers bring 80% of your profits
Radial organisation
CEO
Marketing
HR/Training
Operations
Finance
Functional StructureTraining/Quality
Operations/MIS
Marketing/Business
DevelopmentHR
Financial Control
Departmental Structure
CEO
Marketing HR/Training Operations
Finance
Unit StructureBusiness Manager
Exec Exec Exec
Supervis
orMarketing Exec
Hierarchy of Unit
Supervisor/ Asst Mgr
Senior Exec
Exect Exec
Senior Exec
Exec
Business Manager
Customer Service
Associate
Apprentice
Marketing Exec
Reporting Structure CEO
HR Ops/MISMarketing
Finance
Business Manager
EXEC EXEC
Exec
Supervisor/Asst Mgr Marketing
Exec UNIT 2UNIT 3
UNIT 1
The Four Functions of Management
Planning
Organizing
Controlling
Directing DynamicContinuous
Process
Management Functions
• Get the job done
• On time• Within
budget• Satisfactorily• Using
available resources
PlanningDevise short-range and long-range plans and set goals to help achieve the plans
OrganizingHow to use resources
StaffingDirecting
Guiding employees to perform their work
ControllingMonitoring progress towards goals
Management Levels
Flattening the pyramid
Basic Decision Making StructureSteering Committee/Facilitator
Strategic Level
OperationsLevel
Information Systems
MIS Management Information System
DSS Decision Support SystemsEIS Executive Information Systems
Decision making models - Rational Choice
Recogniseproblem &exploresituation
Defineproblem
Test forcauses
Identify Options
Examineoptionconsequences
Set objectives & evaluation criteria
Compare Options to criteria for best fit
Plan forimplementation& contingencies
Monitor &control
Assumes Logical steps for
optimal outcome Dispassionate, neutral, not political Empirical, data and information based Risk minimisation
Criticisms Does not explain how many decisions are
made in practice Do I know what I want? What is available?
Uncertainty. Risk and political balancing. Hunches and intuition. Perception and
pressure Decision maker's own limitations - time,
energy, processing power. 'Good enough' over optimal.
Steering Wheel StructureSupervisory+Seni
or Staff
SBM Level
HQ Departmental Heads
• Operations & Systems
• Quality Control• Unit Level
Objective/Goal Setting
• Implementing Strategy.
• Long Term Strategic Objective/Goal Setting
• Steering
Traditional vs Entrepreneur Styles
AcceptanceAvoidanceView toward mistakes
ModerateLowRisk tendency
Direct involvementDelegationActivity
5-10 year growth of business
Short-term goalsTime orientation
IndependenceCorporate rewards Primary motivation
EntrepreneurTraditional Manager
Customer-Focused Organizational Chart
Manager
Supervisor
Front-line
Employee
Customers
Front-line
Employee
Front-line
Employee
Front-line
Employee
Supervisor
Front-line
Employee
Front-line
Employee
Front-line
Employee
Front-line
Employee
Determining ABusiness-Level Strategy
Differentiation
CostLeadership
Focus
MBO
Starting theProcess
StrategiesMissionObjectives
Specific Plans
Directional Plans
Clear
General
Low
High
FlexibilityO
bjec
tives
Single-Use vs. Standing Plans
UniqueSituations
OngoingOperations
OrganizationalObjectives
DivisionalObjectives
DepartmentalObjectives
IndividualObjectives
What Is Management by Objectives?
More DifficultGoals LeadTo Higher
Performance
Does MBOWork?
Specific GoalsLead to
Better Results
Support fromTop
ManagementIs Critical
ParticipationIs Key
Identify CurrentMission, Objectives
& Strategy
The StrategicManagement Process
ReassessMission
Strategies
EvaluateResults
1
AnalyzeResources
Note Weaknessesand Strengths
AnalyzeEnvironment
NoteThreats and
Opportunities
2 3
4 5
6
7 & 8
9
Requirements for a service culture
• Developing a service strategy:– Business mission & service vision– Service concepts (what, where and
how?)– Human resource management
• Developing the organisational structure– Relatively flat structure with few
heirarchical levels (decisions made close to the customer)
– Operational systems, routines & work flows
Developing a service culture (cont.)
• Developing leadership:– Service-oriented leadership– Clear and unambiguous– Driven by senior management– Measurement and monitoring
• Service training programs:– Technical skills, service skills &
communication
Continuous improvement is more a leadership declaration than a working principle
Working Principles – Continuous improvement
Continuous improvement process (CIP)
Kick off CIP
Analyse
Situation
Define target
s
Develop measure
s
Plan measu
res/ condu
ct
Contro
l results
Standardi-zation
Plan
DoCheck
ActionQuality
Management
Leadership is responsible
Customer satisfaction
Legal consistence
Ensure quality on a regular basis
Use IT Involve employees
Improve processes/ organization
Clear Quality policy
Regard environmental aspects
Service Process Control
Resources
Identify reasonfor
nonconformance
Establish measure of performance
Monitorconformance torequirements
Take corrective
action
Service concept
Customer input
Customer output
Service process
Determinants of Perceived Service Quality
ExpectedService
PerceivedService
ServiceQuality
GapPerceived
ServiceQuality
Word ofMouth
PersonalNeeds
PastExperience
External Communication
to Customers
Quality Management is an ongoing procedure
Methods and Strategies – Quality Management
Elements, criterias and standards
Quality Managemen
t
Leadership is responsible
Customer satisfaction
Legal consistence
Ensure quality on a regular basis
Use IT Involve employees
Improve processes/ organizationClear Quality policy
Regard environmental aspects
Criteria StandardsExampl
es•no delays•reliability of service production
•accuracy of information
•positive environment
•friendly and co-operative staff
• Max. waiting times
• Max. admissible defect rate of x %
• share of x% of target group
• information provided in writing
• offer of advice hearings
• waiting room and seats for x%
• maximum distance from public transport
• parking space for every customer
• continuing education and training
• address customers by name
Product Life Cycle Approach in RE-imagineers, India
Organizational Change
Organizational Change Management
Lewin’s Force-Field Theory of Change
Steps in the Organizational Change Process
Systems View
INPUT
OUTPUTPROCESS
Organizational Change
Control Process Steps
Three Organizational Control Systems
Suppliers Inputs Process Customers Requirements
Step 1:
Outputs
Step 2: Step 3: Step 4:
See Below
Step 5:
SIPOC
Organizing for Quality
Place and approach
Customer
ServiceStrategy
StaffSystems
Place/virtual/remoteFacilities-basedField-basedInternal (client-server)
Approachesproduction lineself-servicepersonal attention
High and Low contact
A “GAPS” MODEL OF SERVICE QUALITY
Customers’ Service
Expectations
CUSTOMER SERVICE ORGANIZATION
Service Quality
Gap
Customers’ Service
Perceptions
GAP 5
Organization’s Understanding of Expectations
Organization’s Service
Standards
Organization’s Service
Performance
Organization’s Communications
to Customers
Market Information
Gap
Service Performance
Gap
Internal Communicatio
n Gap
Service Standards
Gap
GAP 1 GAP
2GAP
3GAP 4
44
Content Measurements• Value Stream Alignment• Organizational Design• Performance Management• Efficiency Snapshot• High Level Process (SIPOC) (by output)• Trend of demand and capacity (by output)• Drivers, lead indicators and levers• Performance metrics – productivity, quality, timing
(by output), external benchmarks• Customer requirements and metrics (by output)• Unit costs and trend• Budget and expense management • Challenges, risks and opportunities• Commitments to go forward—2008 Goal creation
Factors affecting decision makingFactors associatedwith the individualPersonalityPerceptionsAttitudes to riskEthics & values
Decision ContextNature of decisionuncertainty
OrganisationalContextCulture & climatePolitics
Decision Process
Data, Information,and Systems
Contents information system
An Organizatio
n’sMISFinancialMIS
MarketingMIS
HumanResources
MIS
Etc.
Accounting
MIS
Drill down reports
Exception reports
Demand reports
Key-indicator reports
Scheduled reports
Databasesof
externaldata
Databasesof
validtransactions
Transactionprocessingsystems
Businesstransactions
Businesstransactions
Extranet
Internet
Etc.
Corporatedatabasesofinternaldata
Databasesofexternaldata
Databasesofvalidtransactions
Operationaldatabases
Transactionprocessingsystems
Managementinformationsystems
Decisionsupportsystems
Executivesupportsystems
Expertsystems
Businesstransactions
Input anderror list
Drill-down reportsException reportsDemand reports
Key-indicator reports
Scheduledreports
Employees
Corporateintranet
Applicationdatabases
Financial statements
Uses and managementof funds
Financial statisticsfor control
Operationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessingsystems
Businesstransactions
Businesstransactions
Internet or
Extranet
FinancialMIS
Businesstransactions
Databases ofexternal data
Databases ofinternal data
FinancialDSS
FinancialES
Financialapplicationsdatabases
Customers,Suppliers
Quality control reports
Process control reports
JIT reportsOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessingsystems
Businesstransactions
Businesstransactions
Internet or
Extranet
ProductionMIS
Businesstransactions
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Manufacturingapplicationsdatabases
Customers,Suppliers
MRP reportsProduction schedule
CAD output
Sales by customer
Sales by salesperson
Sales by productOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessingsystems
Businesstransactions
MarketingMIS
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Marketingapplicationsdatabases
Pricing reportTotal service calls
Customer satisfaction
Benefit reports
Salary surveys
Scheduling reportsOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessingsystems
Businesstransactions
HumanResource
MIS
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Humanresource
applicationsdatabases
Training test scoresJob applicant profilesNeeds and planning
reports
Organizational Culture• Corporate culture
– Shared values– Beliefs– Traditions– Philosophies– Rules– Role models for behavior
Summary Characteristics of the Four Corporate Culture
Relationshipsbetween employees
Adapted from Table 6–3: Summary Characteristics of the Four Corporate Culture
Four Corporate Cultures
Diffuse relation-ships to organic whole to which one is bonded
Specific role inmechanical system ofrequired interaction
Specific tasks in cybernetic system targeted on shared objectives
Diffuse, spontaneous relationships growing out of shared creative process
Attitude towardauthority
Status is ascribed to parent figures who are close and powerful
Status is ascribed to superior roles that are distant yet powerful
Status is achieved by project group members who contribute to targeted goal
Status is achieved by Individuals Exemplifying creativity and growth
Corporate CultureCharacteristic
Family Eiffel Tower Guided Missile
Incubator
Ways of thinking and learning
Intuitive, holistic, lateral and error correcting
Logical, analytical, vertical, and rationally efficient
Problem centered, professional, practical, cross disciplinary
Process oriented, creative, ad hoc, inspirational
KM ApproachesIndividual LearningGroup LearningCommunities of InquiryThink TanksManagement Planning
Training ProgramCommunities of PracticeKnowledge CaptureStorytellingKM InitiativesOperations mgmt
Knowledge PortalsInnovation mgmt toolsGroupware: collaboration apps, Virtual Teaming Tools, emailsDiscussion group
Information PortalsIntranetsInformation mgmtWork product mgmtContent mgmtGroupware
Demand-side KM Supply-side KM
Social Dim.
Tech.Dim.
Summary Characteristics of the Four Corporate Culture
Relationshipsbetween employees
Adapted from Table 6–3: Summary Characteristics of the Four Corporate Culture
Four Corporate Cultures
Diffuse relation-ships to organic whole to which one is bonded
Specific role inmechanical system ofrequired interaction
Specific tasks in cybernetic system targeted on shared objectives
Diffuse, spontaneous relationships growing out of shared creative process
Attitude towardauthority
Status is ascribed to parent figures who are close and powerful
Status is ascribed to superior roles that are distant yet powerful
Status is achieved by project group members who contribute to targeted goal
Status is achieved by Individuals Exemplifying creativity and growth
Corporate CultureCharacteristic
Family Eiffel Tower Guided Missile
Incubator
Ways of thinking and learning
Intuitive, holistic, lateral and error correcting
Logical, analytical, vertical, and rationally efficient
Problem centered, professional, practical, cross disciplinary
Process oriented, creative, ad hoc, inspirational
Organizational Cultures in MNCs
Adapted from Figure 6–2: Organizational Cultures
Person Emphasi
s
Task Emphasis
Equity
Hierarchy
Fullfillment-oriented culture
INCUBATOR
Project-oriented culture
GUIDED MISSILE
EIFFEL TOWER
Role-oriented culture
FAMILY
Power-oriented culture
Do Organizations Have Uniform Cultures
CoreValues
SubculturesDominantCulture
Jessica Chen-Burger
Kowledge Management Framework
How EmployeesLearn Culture/
How it is “reinforced”
MaterialSymbolsLanguage
Stories Rituals
Evaluating Group Effectiveness TYPE OF GROUP
Effectiveness Criteria Interacting Brainstorming Nominal Electronic
Number and quality of ideas Low Moderate High HighSocial pressure High Low Moderate LowMoney costs Low Low Low HighSpeed Moderate Moderate Moderate ModerateTask orientation Low High High HighPotential for interpersonal conflict High Low Moderate
LowCommitment to solution High Not applicable Moderate ModerateDevelopment of High High Moderate Lowgroup cohesiveness
Highly ineffectiv
e
Average effectiveness
Highly effective
Understanding the Conditions for Effectiveness
Adapted from Figure 6–5: Group Effectiveness and Culture
Perceived Service Quality
Word of mouth
Personal needs
Past experience
Expectedservice
Perceivedservice
Service Quality Dimensions
ReliabilityResponsiveness
AssuranceEmpathyTangibles
Service Quality Assessment1. Expectations exceeded ES<PS (Quality surprise)2. Expectations met ES~PS (Satisfactory quality)3. Expectations not met ES>PS (Unacceptable quality)
PROCESS MODEL FOR CONTINUOUS MEASUREMENT AND IMPROVEMENT OF SERVICE QUALITY
DO YOUR CUSTOMERS PERCEIVEYOUR OFFERINGS AS MEETING
OR EXCEEDING THEIR EXPECTATIONS?
DO YOU HAVE AN ACCURATE UNDERSTANDING OF
CUSTOMERS’ EXPECTATIONS?
ARE THERE SPECIFICSTANDARDS IN PLACE TO MEETCUSTOMERS’ EXPECTATIONS?
DO YOUR OFFERINGS MEET OREXCEED THE STANDARDS?
IS THE INFORMATIONCOMMUNICATED TO CUSTOMERS
ABOUT YOUR OFFERINGS ACCURATE?
CONTINUE TO MONITORCUSTOMERS’ EXPECTATIONS
AND PERCEPTIONS
YES
NO
YES
YES
YES
YES
TAKE CORRECTIVE ACTION
TAKE CORRECTIVE ACTION
TAKE CORRECTIVE ACTION
TAKE CORRECTIVE ACTION
NO
NO
NO
NO
Relative Importance of Service Dimensions
TANGIBLES 11%
EMPATHY 16%
RELIABILITY 32%
ASSURANCE 19%
RESPONSIVENESS
22%
Customers as Contributors toService Quality and Satisfaction
•Customers can contribute to:–their own satisfaction with the service
• by performing their role effectively• by working with the service provider
–the quality of the service they receive• by asking questions• by taking responsibility for their own
satisfaction• by complaining when there is a service failure
Strategic Marketing and CRM
Product Service Mix
100% 75% 50% 25% 0% 100%75%50%25%
Self-service green grocerCar manufactureCarpet sales and fitting
Pizza HutCordon-bleu restaurant
Car maintenanceHairdressingConsulting services
Goods Services
Nine Service Design Principles
1. define service concept clearly & in detail. 2. evaluate image concept
– good service labelled poor if image out of line with customer expectations
– trace back to service presentation3. study the customer view (be a customer)
– manage expectations & perceptions during & after – break out of designer & operator "bounded rationality & familiarity".
4. Top management commitment to service quality– Mission + clear objectives.– Quality: inextricably linked to staff-customer contact. – MbyExample: top mgt. lip-service undermines credibility
5. Define functional & technical quality standards• tangibles - as for physical products. • intangibles & subjective elements
– key ingredients in package e.g. cleaning, waiting, manner/appearance, skills
– share understandings, recruit, train & reward for delivery expectation.
ServQual
Nine Service Design Principles
6. examine existing procedures and systems• "re-design" to support front-end providers. • service the servers via back-room procedures & support7. develop standard procedures to control• bankers (routinise), semi-controllables & unpredictables
–routines may not fit random events–if safety critical - allocate resources–emphasise training for the unexpected,
communicate & empower8. systems must support the good service objectives.• treat customer service staff as internal customers. 9. implement standards & performance monitoring
– Or drift, loose energy & deteriorate.– inspection activities are essential– action to restore and revitalise where needed.– Inspection/feedback: SPC, surveys, panels,
"mystery" shoppers
Service Quality Gap ModelCustomer
Perceptions
Customer
Expectations
Service
Delivery
Service Standards
ManagementPerceptions of Customer Expectations
Managing the Evidence
Conformance Service Design
Understanding the Customer
Customer Satisfaction GAP 5
Customer / Marketing Research
GAP 1
Conformance GAP 3
Communication GAP 4
Design GAP 2
Service Quality Gap Model
Decision making models - Bounded Rationality
Assumes 'If it ain't broke don't fix it' . Missed
opportunities & inefficiencies accumulate until…
unbounded, complex problems arise + need to reform
unclear about what information needed & criticalities involved
Time pressures constrain investigation
Imperatives to 'do something' Solutions reliant on experience &
intuition Use of decision 'heuristics' Satisficing > optimisation
What's the problem now?
Is problem resolved?Can we live with it?
Leave it aloneCome back later
Find small adjustmentto resolve theproblem (patch-it)
Implementsolution
Modify expectations?
Yes
Yes
No
No
The Six Steps in Decision Making
Identifying the Problem
Selecting the Best Alternatives
Analyzing the Alternatives
Following Up Determining AlternativeCourses of Action
Implementingthe Decision
Classification of ISInformation Systems
Operations Support System Management
Support System
Transaction processing systems
Process control systems
Office automation systems
Management information systems
Decision support systems
Executive information systems
Organizing for Quality
Transition to quality culture at Xerox
TransitionTeam Training
Senior ManagementBehavior
XeroxCultureChange
Tools andProcesses Communication Reward and
Recognition
Customer Perceptions of Satisfaction
Organizing for Quality
Strategies for supplier relationshipsCriteria Traditional
Approach Long Term Partnership
Philosophy "keep suppliers on their toes" "mutual dependence"
Supply base Large supply base Few suppliers - "single sourcing"
Contract length Often short term contracts Often long term contracts
Awarding contracts
Low cost bid Negotiated
Supplier costs Either company or supplier wins
Share cost savings (win-win)
Cooperation Cooperation as needed; company protects knowledge
Frequent joint problem solving
Relationship between Customer Satisfaction and Loyalty in Competitive Industries
Action Outline1. Select your market segment
– Identify most valuable customers (what criteria?)– Identify customers who might become valuable
2. Design a relationship-building service culture– Identify what type of treatment promotes customer loyalty– Identify what loyal customers want to give to you– Identify potential for the development of a brand community
3. Implement a loyalty treatment– Design specific communication strategy and message– Train staff to understand the importance and the process– Create opportunities to invest and receive investments– Generate a sense of community among your customers
4. Measure effects of program and redesign– Maintain constant communication with your loyal customers– Monitor costs and results of your program
4.
The Service Profit Chain
Strategic Marketing and CRM
Factors that AffectCustomer Satisfaction*
Service Quality
Helpful Employees
Quick Service
Billing Clarity
Good Value Competitive Pricing
Friendly Employees
Billing Timeliness
Accuracy of Billing
Courteous Employees
Knowledgeable Employees
OverallCustomer
Satisfaction
Figure 1-8
Human Resource Strategies for Delivering Service Quality through People
Provideneeded supportsystems
Hire theright
people
Retain thebest
people
Developpeople to
deliverservicequality
Hire for servicecompetencies
andservice
inclinationCompete
forthe bestpeople
Measure and
reward strongservice
performersTreat
employees as
customers
Includeemployees
inthe
company’svision Develop
service-orientedinternal
processes
Providesupportivetechnology
andequipment
Measureinternal service
quality
Promoteteamwork
Empower employees
Train fortechnical and
interactiveskills
Be the preferredemployer
Customer-
OrientedServiceDelivery
Strategies for Enhancing Customer Participation
Levels of Customer Participation across Different Services
Technology’s Growing Role in Marketing to and Serving Customers:
Pyramid ModelCompany
Employees
Customers
Technology
Internal Marketing
Interactive Marketing
External Marketing
Customer Web site
Requirements
Perceivede-SQ
PerceivedValue
Purchase/Repurchase
Management’s Beliefs
about Customer Requirements
Design and Operation
of the Web site
Marketingof the
Web site
DesignGap
InformationGap
Conceptual Model for Understanding and Improving e-Service QualityCustomer
Company
CommunicationGap
FulfillmentGap
Customer Web site
Experiences
Drivers of Technology Readiness
Technology Readiness
Discomfort InsecurityInhibitors
Contributors InnovativenessOptimism
Strategic Marketing and CRM
• Relationship building is a long-term process. To develop this notion, we have taken the long-established concept of the ‘ladder of loyalty’
Advocate
Partner
Supporter
Client
Customer
Prospect
PatronageLoyaltySatisfactionRetention
SeverityOf
Failure
PerceivedServiceQuality
Psychological-empathy-apology
Tangible-fair fix-value add
Psychological-apology-show interest
Follow-upService
Recovery
Tangible-small token
ServiceRecoveryExpectations
ServiceRecovery
CustomerLoyalty
ServiceGuarantee
Speed of Recovery
FrontlineDiscretion
ServiceFailure Occurs
ProviderAware ofFailure
Fair Restitution
Pre-recovery Phase Immediate Recovery Phase Follow-up Phase
Service Recovery Framework
Strategic Marketing and CRM
Connecting withCustomers
Marketing CRM
Technology Relationships
Global
Diversity
Ethics
The Services Marketing Triangle
Internal Marketing
Interactive Marketing
External Marketing
Company(Management)
CustomersEmployees
“Enabling the promise”
“Delivering the promise”
“Making the promise”
Competitive Positioning Strategy
Productivity Strategy Growth Strategy
Improve Cost Structure
Increase Asset Utilization
Enhance Customer
Value
Expand Revenue
Opportunities
Strategic Theme
Strategic Theme
Strategic Theme
Strategic Theme
Product Development
BusinessAcquisition
EnablingProcesses
Care Advocacy
Product or Service
Retention
Value Chains
Integrate & Align Value Chain Processes
Improve Value Chain Processes
Internal Measures
ExternalMeasures
Market
Customer
Improve Product /Service
ExpandMarket
Impact vs. Probability
Control
Share Mitigate & Control
Accept
High Risk
Medium Risk
Medium Risk
Low Risk
Low
High
High
IMPACT
PROBABILITY
The Enterprise Risk Management Framework
ERM considers activities at all levelsof the organization:
• Enterprise-level• Division or
subsidiary• Business unit
processes
Control It
Share orTransfer It
Diversify orAvoid It
RiskManagement
ProcessLevel
ActivityLevel
Entity Level
RiskMonitoring
Identification
Measurement
Prioritization
RiskAssessment
Risk Analysis
99
Managers’ and Supervisors’ Roles and Responsibilities
• Initiate Performance Dialogue process
• Plan, manage, discuss and evaluate individual contribution
• Act as:LEADER
COACH
COMMUNICATOR
Managing and Coaching for Performance
LEADER
COACH
COMMUNICATOR
Observe performance Guide development Give feedback Document performance Create motivating climate
Performance Dialogue Overview (Cont’d)
POSITIVEWORK
CLIMATE
Clear Expectations– Clarify roles– Set objectives
Feedback Motivational Corrective
Results Competency Recognition and rewards Staff development
Give positive feedback about strengths, accomplishments and overall contribution
Give constructive feedback about aspects to be improved
Ask your staff member to suggest solutions for aspects to be improved
Share your ideas Check to see how you can offer help
Summarize the key decisions Take notes Express confidence Schedule follow-up meetings/actions
Summarize the strengths and the aspects to be improved and agree on follow-up activities
Establish development action plan
Ask staff member to review results Provide your assessment on results Document with facts and observed
behaviours Explore obstacles and problems, if
necessary Clarify expectations
Establish climate of trust Review meeting objectives/expectations
1. Welcome and establish a positive contact
2. Review results to date3. Reinforce and resolve
4. Agree on development actions5. Document decisions and
schedule a follow-up meeting
Conducting a Structured Appraisal Discussion
Building a Development Plan
• Identify individual/ development needs
• Identify with staff member the development needs
• Develop with staff members a development plan
• Provide developmental opportunities
• Follow up on execution
Know skills/knowledge associated with his job role
Conduct self-evaluation and discuss with manager/ supervisor
Be receptive to supervisor’s feedback
Take advantage of development opportunities
Be committed to his/her own development
SUPERVISER’S ROLE STAFF MEMBER’S ROLE
Overview of Process and Tools
Assess Organizational
Risks and Develop
Strategies
Managerand Self
Evaluations Org.Strategic
Initiatives, MissionVision & Values
Determine Gap between
Actual Performance & Behaviors vs.
Required Competencies
Decision-MakingMatrix
Monitor & Track Employee’s Performance
Executive Profiles &
Organization Chart
Dev. plans focuson both strengths
And dev.areas
Determine CompetenciesFor Leadership
IdentifyKey LeadershipCandidates &
Assess Against Competencies
ProcessDesign Process Implementation Process
Management
Decision Making MatrixSOLID CITIZEN PERFORMER(High Performance/Low Potential)Gets all important things doneIs a pro in his/her positionIs seen as a leader in his/her areaHas reached potentialAction Required:Continue developing in current position; is in the right job
STRONG PERFORMER(High Performance/Med Potential)Gets all important things doneMay act at level of capability of one level above current positionActs as leader and role modelExhibits many strengths or competencies beyond current roleSome leadership development issuesAction Required:Look for opportunity to display leadership in current job
STAR PERFORMER(High Performance/High Potential)Gets all important things doneActs at a level of capability of at least one level above current positionAcknowledged as a skilled leader and role modelExhibits many strengths or competencies beyond current roleHas wide spread influence beyond current roleAction Required:Stretch assignments to prepare for larger role
QUESTIONABLE PERFORMER(Medium Performance/Low Potential)Gets most important things doneIs very proficient in his/her current positionIs not seen as a leader in his/her area Action Required:Work on improving performance in current job; may be candidate for lateral move
SOLID CITIZEN PERFORMER(Medium Performance/Medium Potential)Gets most important things doneShows signs of leadership and role modelingExhibits many FCC executive competenciesMay be new in positionAction Required:Leave in current job; continue developing skills and improving performance
STRONG PERFORMER(Medium Performance/High Potential)Gets most important things doneAcknowledged as a leader and role modelExemplifies FCC executive competenciesActs at level of capability of next level in the organizationAction Required: Focus on performance short term and development opportunities long term
LOW PERFORMER(Low Performance/Low Potential)Isn’t getting most important things doneDifficulty performing to standards in his/her current positionAction Required:Consider reassignment to more appropriate position; including lower level or exit option
QUESTIONABLE PERFORMER(Low Performance/Medium Potential)Isn’t getting most important things doneCapable of making higher contributionMay be in wrong job or occupied with non-work distractionAction Required:Focus on improving performance
SOLID CITIZEN PERFORMER(Low Performance/High Potential)Isn’t getting most important things doneHas been acknowledged as a team player and role modelHas exemplified FCC executive competenciesMay be in wrong job or occupied with non-work distractionAction Required:Address root cause performance issue; worthy of investment in development
Perf
orm
ance
High Potential Leadership Development
Skill building•Degree programs
•Leadership scholarships
•Extraordinary leader program
•Management classes
Relationship- building and knowledge
•Executive retreat•Administrative manager/execut
ive events•Management
meetings•Leadership
luncheons
Define High Potential Characteristics
• Results Driven – has completed many challenging assignments
• People skill – Influences, motivates, works with a wide range of people.
• Mental ability – Street smart, asks insightful questions
• Lifelong Learning – seeks challenging opportunities for new knowledge, learns from successes and failures
• Integrated thinking – Links ideas, sees essence of problem
• Flexible – Adjusts priorities, takes risks, embraces change
• Energy – gets energy from work and energizes others
Results: Talent Summary by Individual
Participants
Integration and
Balance
Manage-ment
of Budget
Market Knowledg
e
Technology
andBusiness Methods
Strategy and
Planning
Participant 1
Participant 2
Participant 3
Participant 4
Participant 5
Participant 6
Participant 7
Participant 8
Participant 9
Participant 10
Participant 11
Participant 12
Participant 13
Cross Boundary
Perspective
Drive for Results Adaptability
Organization
Alignment
Communiactionand
Influence
Develops Self and Others
Functional Competencies Leadership Competencies
This graphical representation is a comparison of each individual’s performance by competency (each row on the vertical axis represents an individual's score).
- Exceeds Standards - At Standard - Needs Development
Leadership ModelFamily Independence Agency Leadership Academy Model
Individual Development Plan
DevelopmentalAssignments
Learning Forums
ActionLearning
Mentor and Supervisor
Leadership Development ProgramHIgh Potential
Inservice Training/Leadership Lunches
Technical Skill Training
Learning Communities
Conferences and Workshops
Senior Staff Meetings
Advanced College Degrees
Professional Development
Orientation
Leadership Workshops
Training
Replacement Assignments
Team Projects
Special Projects
Special Assignments
Internships
Job Rotation
OJT
Work Experience
Farm Teams
Networking Groups
Senior Leader Coaching
Informal Mentoring
Formal Mentoring
Coaching
Career Planning
Career Paths
Career Development
Leadership Development
Integrated Approach
Program Evaluation
Retention
Knowledge Management
Training and Development
Recruitment, Hiring and Selection
Competency Model
Promotion and Career Mobility
Workforce & Succession Planning
Why the Integrated Approach• Many ways to build leadership pipeline• Because all aligned with strategic plan,
workforce plan, competency model, and/or other frameworks, aligned with each other
• Pipeline larger to meet demand for more talent
Integrated Approach to Building the Leadership Pipeline
Workforce & Succe
ssion
PlanningCompetency Model
Recruitm
ent, Selectio
n,
Hiring Tra
ining & Development
Promotion & Career
Mobility
Retention
Knowledge Management
Compensation
Program Evaluation
Who’s in the Pipeline
High Potentials and Replacement Pool for Senior Managers
Middle Managers
First Line Supervisors
All Employees?
Technical SpecialistsTime
Building Your Leadership PipelinePlanning Model
Succession Planning Components
2. HR AuditDevelop a Pool of High Potential CandidatesMonitor and Evaluate Progress and Results
Make Adjustments
1. Replacement Planning
Identify Readiness of Successors for Key Positions
Review Performance and Development with Key
Management Staff
3. Identify High Potential Successors
Establish nomination criteria. Experience, Education, Manager/Mentor
Recommendation
4. Identify Successor
Developmental Needs
Identify skills gap, set goals, create development plan
Determine measurable goals and outcomes
5. Create Development Opportunities
Developmental Activities/ProjectsMentoring/Coaching
Create a Leadership Succession Plan
Leadership Support
Gain Buy-in from Senior Management
Identify Top Leadership Experience, Education, and Job ExperienceIntegrated Leadership
Development
360 Degree Feedback
Leadership Development
Process
Hiring/Selection
Performance Management
Employee Retention
Career Development
Talent Management StrategySuccession Planning
Job/Analysis Competency DevelopmentMeasure Results
Study On The Main Service Processes
Operational Workflow Procedures & systems
Knowledge & Training
in Customer Servicing
Quality service Standar
ds
Missing LinksVision +5yearMission Statements(Corporate Strategic & SBU level)
Standard Operating Procedures(Strategic+Operational)
Standards+Benchmarks(Quantitative+Qualitative)
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