people management skills 19-mar-13
TRANSCRIPT
PEOPLE MANAGEMENT SKILLS
STATE BANK OF PAKISTAN - BANKING SERVICES
CORPORATION (BSC)
ZAFAR AZIZ OSMANI
OUTLINE / INTRODUCTION
General understanding
of People Management
Conceptual Framework of People
Management
Personal / Managerial
Effectiveness
Managing Change in a
Dynamic Environment
Productivity & Workforce Management
PROGRAM OBJECTIVES
To orient the officers of BSC with core people management skills to enhance their effectiveness in managing their staff and getting
better performance for their respective functions and the organization
IN YOUR OPINION…
SESSIO
N 1
EXERCISE 1
What is People Management?
•….
What are People Management Skills?
•….
PEOPLE MANAGEMENT CHALLENGES
Challenges
Internal External
CONCEPTUAL FRAMEWORK OFPEOPLE MANAGEMENT
SESSIO
N 2
Who are Managers?
• …
What do Managers
do?
• …
What do Managers
need?
• …
EXERCISE 2
PEOPLE MANAGEMENT FACTORS
• Plan, co-ordinate, manage and control the people to achieve organization’s vision and objectives.
Managers
• Making the best use of talents, strengths and efforts of its people through engagement & motivation.
Task
• Strong people management skills to help them relate to and bring out the best in others.
Managers Need
PEOPLE MANAGEMENT SKILLS
Managers Strengths
•Honest, open, consistent and approachable, •Treating people fairly and with respect •Build trust; and •Create a positive and productive working environment and culture;
Managers Abilities
•Relate to people and understand their needs and expectations •Communicate effectively.•Clear on their roles, objectives and priorities and why they are important•Clear performance standards and measurement•Motivated and engaged
BEHAVIORAL & LEADERSHIP STYLES
What is Leadership?
• …
How is a Leader different from a
Manager?
• …
EXERCISE 3
• Giving Feedback To Your Boss • Influencing Peers
• Managing Direct Report
• Self Developme-nt
Leading Up Leading Out
Leading DownSelf Leading
BROADER PERSPECTIVE OF LEADERSHIP
DEFINITION OF READINESS
Readiness is the extent to which a follower is able and motivated to perform a task
Skill• Ca
n Do
Will• W
ant To Do
TWO FACTORS OF READINESS
READINESS LEVELS
Readiness Level Behavior
R4 +S+W High Skills + High Will
R3 +S-W High Skills + Low Will
R2 -S+W Low Skills + High will
R1 -S-W Low Skills + Low Will
•Extent to which the leader provides :•Structure, •Clarity, and•Direction
Task Behavior
•Extent to which the leader facilitates:•Two-way communication, •Problems•Listen & provides•Encouragement and Positives Reinforcement.
Relationship Behavior
LEADERSHIP BEHAVIOURS
Task RelationshipTell Support
Show EncourageDirect Praise
Control ParticipateProvide Structure Give Feedback
Follow Up Listens1 Way Communication 2 Way Communication
TASK & RELATIONSHIP BEHAVIOR
LEADERSHIP STYLE MATCH
Level 1 (R-1) Style 1 (S-1)
Level 2 (R-2) Style 2 (S-2)
Level 3 (R-3) Style 3 (S-3)
Level 4 (R-4) Style 4 (S-4)
Readiness Leadership
CONFLICT MANAGEMENT
Some common examples of Conflict in
my organization?
• …
In my opinion, the Reasons for Conflict
are:
• …
EXERCISE 4
CONFLICT MANAGEMENT
The practice of recognizing and dealing with disputes in
a rational, balanced and effective way
CAUSES OF CONFLICTS
Divergent personal values Lack of cooperation/trust
Unclear roles/lack of job description
Competition of scarce resources
Poor or inadequate organizational structure
MANAGING THE CONFLICT
Understanding needs Listening
Consultation Negotiation
PERFORMANCE APPRAISAL
What is Performance?
• …
What are the key issues in Performance
Appraisal?
• …
EXERCISE 5
CLARITY OF LINKAGE WITH GOALS
Organization Vision
Organization Goals
Functional Goals
Individual Goals
5% 15% 80%
Performance rating
# of cases
Expected standard was at top of range; no motivation to exceed expectations
CBD A
Good Very Good ExcellentUnsatisfactory
ACR – OLD RATINGS DISTRIBUTION
Bell curve is about
differentiating performance
Identifying those who have gone extra mile and
exceeded expectations
Identifying candid performers who meet the desired
goals
Putting together those who need
improvement
BELL CURVE INTRODUCTION
True Performance
# of cases
100%80% 120% 130%70%
Old distribution
Target distribution
100% of expectation;= fully satisfactory
D C B A
1 2 3 4 5
ACR levels:
6
MMP MSP MAP ESP EMPNew Ratings T 10
ACR BELL CURVE
COMMON ISSUES IN PERFORMANCE APPRAISAL
Senior Employees keep good ratings between themselves
GOAL SETTING ROLES & RESPONSIBILITIES
Employee1. Meet with manager to ensure clarity org goals and deliverables2. Agree on the SMART
Manager1. Communicate clear goals2. Communicate performance expectations 3. Explains Measures of Success4. Provides agreed resources
PERFORMANCE REVIEW PROCESS
• Business planning• Getting agreement
Aligning individuals &
business objectives
• Planning• Handling the
discussion• Rating Performance
Appraisal and performance
review
• Assessing the problem
• Confronting• Finding solutions
Managing poor performance
WORK ETHICS
What is Ethics?
• …
Is it different at work?
• …
EXERCISE 6
SOME FACTORS ON ETHICS
• Fosters trust with clients, coworkers and supervisors. Give honest feedback. Clients trust the employee's advice. Supervisors rely on the employee's high moral standards.
Integrity
• Employee feels personally responsible for job performance, shows up on time, puts in best effort and completes work to the best of ability.
Sense of Responsibility
• Employees with a strong work ethic care about the quality of their work. They do their best to produce highest quality work.
Emphasis on Quality
• An employee with good discipline stays focused on his goals and is determined to complete his assignments and a high level of dedication to the company.
Discipline
• Employees with a high sense of teamwork helps a team meet its goals and deliver quality work.
Sense of Teamwork
MANAGING ETHICS IN BUSINESS
Top Management Commitment
Internalizing Code of Ethics
Ethics Management Committees
Ethics Training programs
MANAGING DISCIPLINE CONCEPTS
What is Discipline?
• …
Some common discipline issues in your organization?
• …
Why do discipline issues arise?
• …
EXERCISE 7
A rule or system of rules governing conduct or activity
DISCIPLINE
Discipline Concepts
Obeying rules or a code of behavior,
Using punishment
to correct disobedience:
The controlled behavior
A system of rules of
conduct:
DISCIPLINE CONCEPTS
Excelerate (Private) Limited.
Identify the discipline problem
Discuss discipline with the employee
Document the problem
Counsel and Guide
Follow-up
MANAGING DISCIPLINE
PERSONAL / MANAGERIAL EFFECTIVENESS
SESS
ION 3
What is Managerial Effectiveness?
• …
What factors make managers less effective?
• …
EXERCISE 8
MANAGERIAL EFFECTIVENESS
Develop right systems/structures/processes
Develop, train and retain right talent
Keep them motivated to achieve goals
Help systems and people
adapt to changes
TRANSITING ROLE OF MANAGER
TRADITIONAL MANAGER NEW MANAGER
Manager is boss Manager team leader
Follows the chain of command Deals with all to get job done
Works in organizational structure Changes structure with change
Makes most decisions himself Joint decision-making
Demands long hours Demands results
PERSONAL EFFECTIVENESS & PROFESSIONALISM
Personal Effectiveness
Belonging to or affecting a
particular person
Success in producing a desired or
intended result
ProfessionalismThe competence
or skill expected of a professional
above self
Success for the organization
irrespective of individual
DEALING WITH CHALLENGING BEHAVIORS
Some examples of challenging behavior in your
organization?
• …
What causes them?
• …
EXERCISE 9
ACTIVE LISTENING
• Find truth in other person, even if it is felt that they are wrong
Finding Truth
• Ability to share other people’s feelings
Empathy
• Ask questions to learn about person is thinking and feeling
Inquiry
The employee should be spoken to calmly, assertively and respectfully.
The supervisor should have a candid communication.
It should be made clear that management is listening to the employee
Employee should be asked to consider possible positive options
Give space to reflect and cool off and to respond to requests.
DEALING WITH SITUATION
Make the rewards visible and linked to
positive behavior
Make the rewards regular
Encouraging employees to work together for a positive
behavior
Use the element of
surprise
REWARD APPROPRIATE BEHAVIOR
BARRIERS TO AN EFFECTIVE WORKPLACE
Do we work as a Team effectively?
• …
What are some barriers?
• …
EXERCISE 10
The culture of an organization resisting the power structure
Managers feeling threatened by the process of change
Resistance from employees
A lack of understanding about why change is to take
place
BARRIERS TO AN EFFECTIVE CHANGE
Removing resistance is a vital role for managers.
Enable them to understand why change is necessary.
Providing sufficient resources to carry out any changes.
Involving employees helps create support for change process.
MANAGING THE BARRIERS
CLEAR COMMUNICATION
CLEAR COMMUNICATION
Use of simple language and easy sentence structure in composing the
message
ONE-WAY VS. TWO-WAY COMMUNICATIONS
•A person sends a message to another person and no questions, feedback, or interaction follows•Good for giving simple directions•Fast but often less accurate than 2-way communication
One-Way Communication
•The communicator & receiver interact•Good for problem solving
Two-Way Communication
MANAGING CHANGE IN ADYNAMIC ENVIRONMENT
SESS
ION 4
One example of change in my department during last year?
• …
Any resistance experienced?
• …
EXERCISE 11
65
EXTERNAL TRIGGERS OF CHANGE
Government and other legal
restrictions
Economic uncertainty
Inadequate enabling
technologies
External workforce
issues
66
INTERNAL TRIGGERS OF CHANGE
Unsupportive culture and
climate
Limited funds
Workforce issues
Outdated Process
Inflexible organization
structure
67
Define organization
current state
Define future business
state
CREATING BUSINESS VALUE FROM HR DURING CHANGE
Determine HR Value Creation Strategy and
Roadmap
Develop Strategy Roadmap
68
KEY ELEMENTS OF SUCCESSFUL CHANGE
Committed And Active Participation Of Leadership
Effective Communication And Measurement
Align HR Systems With Goals And Objectives
Culture Change
Involvement Of Empowered And Educated Workforce
69
ALIGN HR SYSTEMS TO SUPPORT CHANGE OBJECTIVES
Establish business strategy, goals & objectives
Establish HR strategy and its support requirements
Define gaps in terms of current and required capabilities
Define strategies to bridge the gaps
70
CULTURE CHANGE
71
EMPLOYEE ENGAGEMENT
Gaining employee’s buy in for change
Developing employees for their value creation
Granting employees greater authority & responsibility
Measuring and monitoring their performance
PRODUCTIVITY & WORKFORCE MANAGEMENT
Key factors impacting productivity in my
department?
• …
Options & Solutions:
• …
EXERCISE 12
BASIC ROLE OF A SUPERVISOR
• Give instructionsEducating
• Supporting the activitySponsoring
• Supporting learning employees Coaching
• Advising on right directionCounseling
• Telling with clear instructionsDirecting
DELEGATION
Approach to get things
done, in conjunc
tion with other
employees
Often viewed
as a major
means of influence
and motivati
on
Generally includes: Assigning
responsibility &
authority to gain the resources to do the
task
COORDINATION
• Integrate all the activities of an organization
• Helps to minimize the conflicts, rivalries, wastages, delays and other organizational problems
A cohesive phenomenon in an organization
CONTROL
• Proper progress is being made towards the objectives and goals
• Action are taken to correct any deviation
Controlling is the method of
checking whether or not
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