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Managing People Week 4 - Coggle Diagram
Managing People Week 4
Signs of a high performing team
High performing teams have a good level of agility and can respond to new challenges when they arise
To understand high performing teams you can look at your data. Metrics like engagement, customer satisfaction, and great profitability can give you an indication of performance
A high performing team have good connections and a high level of trust
Top tips for performance management
What is Performance Management
the set of processes that aim to maintain and improve employee performance
The aim is to ensure that all employees contribute positively to business objectives.
framework for performance management.
Setting individual ‘SMART’ objectives
Regular performance feedback and coaching
Formal reviews or appraisals annually, bi-annually or quarterly
Learning and development opportunities to support the growth of individuals and teams
Performance ratings which may be linked to additional reward or bonuses
5 practical steps to help you get started.
Grow and develop your team
Have difficult conversations
Have regular conversations
Prepare for the end of year review
Set clear expectations
Performance Management
Regular Performance Review
Employees needs regular feedback to check on their progress towards objectives.
Measurements of Performance
Unconscious biases can affect the way we think about and rate our employees.
Setting SMART Objectives
It is important to consider the nature of the job in hand
What are performance objectives
In most organisations an employee’s objectives are linked to their performance appraisals.
Performance objectives often take the form of targets that employees must meet within a specified time
For example, number of sales, specific tasks to complete, or customer satisfaction ratings
Considerations to support managers in effective goal setting
Decide who sets the goal
When considering setting goals for your team, decide which goals will be employee-led or co-created, and which you will set as a manager.
SMART goals aren’t always effective
Before reaching for a SMART objective, consider whether the task is straightforward or complex
Monitor Progress
Remember to set up regular meetings with your employees to review their progress.
Nurture a growth mind-set
Encourage your employees to consider how they can develop their abilities. Question how their objectives can support that growth.
Approach group goals with caution
Use care when assigning group objectives. Remember to ensure employees have individual objectives too.
The impact of goal preparedness
Instead, research suggests setting both short term and long term goals together to increase knowledge transfer and challenge your employees.
the practical steps of preparing for a good objective-setting conversation and mutually agreeing goals with your team.
create a briefing pack
brief each employee individually
a review meeting
a team review
Managing Conflict in the Workplace
Research indicates that management style is the number one cause of stress at work
Sources of conflict
Poor attendance and time-keeping
Bullying or harassment
Unacceptable language
Taking credit for other people’s work
Using other people’s contacts or information without permission
Ignoring people or being discourteous
Mediating Conflict
A key skill that new managers should seek to develop is
mediation
Mediation can allow you to resolve disputes informally before they escalate
some ideas about the things you can do as a manager to mediate conflict in your team
Remain neutral in the process. Don’t be seen to be taking sides as this may create tensions back in the workplace, particularly once the dispute has be resolved.
Gather ideas on how to address the issue with the team through an open discussion. Regular consultations can help to prevent issues before they arise.
Bring both sides together to communicate. Try to find common ground and discuss changes that could be made by either side to help find a solution
Monitor team relationships. Be aware of tensions that might develop and intervene before a small issue becomes a big dispute.
Speak to both parties individually
Set a good example. Ensure you are seen to be following the organisation’s policies. This will make it easier to enforce them within your team.
Keep employee issues private and confidential. This will help develop trust and encourage open communication between you and your team.
Managing Conflict
Intervene quickly
Remove employees from conflict situations
Following up after resolution
Using an official process
Conflict Resolution
Successful conflict resolution depends on one’s ability to:
Control your emotions and behaviour.
Pay attention to the feelings being expressed as well as the spoken words of others.
Manage stress while remaining alert and calm.
Be aware of, and respectful of, differences. By avoiding disrespectful words and actions, you can resolve the problem faster.
Key skills to effective conflict resolution:
Recognize and manage your emotions
Improve your non-verbal communication skills
Quickly release stress
Use humor to deal with challenges
Kenneth Thomas and Ralph Kilmann Model
two dimensions to the model: assertiveness and cooperation.
Assertiveness
is the level to which someone attempts to achieve his/her aims.
Cooperativeness
is how much someone will help others to achieve their aims.
Conflict resolving
Process
Explore
Exploring options for resolution to help the parties focus on the future rather than the past
Test
Checking that any potential solutions have been thought through and are workable for all parties
Ask
Asking appropriate and relevant questions to understand the background to the dispute
Resolve
Resolving the dispute by summarising the parties’ positions and bringing the mediation to an appropriate close
Listen
Listening within another person’s frame of reference to understand fully the issues that have led to the dispute.