Unit 1 Session 1 Supervisory Development Course.pptx
- 1. HOW TO SPARKS EXCEPTIONAL PERFORMANCE
- 2. What is a five letter word which everyone wants but no one seems to have enough of? _ _ _ _ _
- 3. P O W E R In today's workplace, the pursuit of power has never been more evident. Managers and supervisors are constantly striving to increase tgeir arsenal of power to keep up with the times.
- 4. But regardless of how they use that power, the fact remains that without it they will not be able to achieve much for themselves, other people and their organization.
- 5. This module is about developing and empowering people. We will focus on how you can give power to your people without diminishing your own, and how you can help your people experience a sense of their own power.
- 6. But before you can empower your employees, you must be ready for it. How do you do that? 1. You must have an understanding of what empowerment is and what you need to do to go about empowering your people.
- 7. 2. You must have the necessary skills required in developing your people. Yu cannot empower if you do not know how to develop your people. This module will help us to develop basic skills in orienting, coaching, mentoring, counseling, and appraising employee performance.
- 8. Module Content Unit 1. Creating Peak Performance Session 1 - Perspectives and Choices Session 2 - Employee Development: Principles and Process Unit 2. Orientation: Facilitating Joing-up
- 9. Module Content Unit 3. Coaching. Counseling, Mentoring: Opportunities to Grow and Excel Session 1 - From Supervisor to Coach 2 - Power Coaching 3- Counseling 4- Mentoring
- 10. Module Content Unit 4: Empowerment: Building Competence with Commitment Session 1 - Faces of Employee Empowerment Session 2 - The Process of Empowerment
- 11. Module Content Unit 5: Empowering Employees Through Performance Appraisal Session 1 - Benefits and Blocks Session 2 - Performance Appraisal How To's
- 12. CREATING PEAK PERFORMERS (Unit 1) “Everyone is a potential high performer. Some people just need a little help along the way.”
- 13. Session 1 PERSPECTIVES AND CHOICES “ The Day You Stop Learning is the Day You Begin to Regress”
- 14. Session Objectives: After completing this session, the participants should be able to: 1. Discuss learned helplessness, its behavioral manifestations and its relationship with employee obsolescence; 2. Discuss the concept of employee obsolescence and the contributory factors that lead to it; 3. Clarify and demystify traditional assumptions on what makes a good employee; and 4. Differentiate and discuss advantages and disadvantages of the four (4) options in handling an obsolete employee.
- 15. Warm-Up Activity: “IMAGES” 1. What makes a good employee? 2. What makes a bad employee?
- 16. Opening Activity ISANG TANONG, ISANG SAGOT
- 17. STATEMENT 1 THE MORE EXPERIENCE YOU HAVE, THE BETTER EMPLOYEE YOU ARE.
- 18. STATEMENT 2 SPEED AND EFFICIENCY IS ALL MATTERS.
- 19. STATEMENT 3 THE MORE HOURS OF WORK AN EMPLOYEE RENDERS, THE MORE EFFECTIVE HE IS
- 20. STATEMENT 4 PRODUCTIVITY IS EFFICIENCY PLUS EFFECTIVENESS
- 21. STATEMENT 5 COMPLIANCE WITH WORK STANDARDS ALWAYS INDICATE COMMITMENT AND DEDICATION
- 22. Assumption 1: LEVEL OF EDUCATION OR EXPERIENCE. Many people assume that the higher your educational attainment and the more experience you have, the better employee you are.
- 23. Being a good employee does not necessarily require a particular level of education or professional credentials.
- 24. Experience can be the best teacher. However, experience does not automatically make someone a better employee. Only when one learns from experience can a person become a good employee.
- 25. • The difference lies in how you apply the education and experience that you have.
- 26. ASSUMPTION 2: SPEED AND EFFICIENCY ASSUMPTION 4: EFFICIENCY PLUS EFFECTIVENESS EQUALS PRODUCTIVITY Most people assume that speed and efficiency is everything.
- 27. The speed and efficiency with which someone works or completes the task does not necessarily make that person a good employee.
- 28. Quality of work and client satisfaction is just as important.
- 29. In Jobs dealing with clients (either external or internal), it is not so much efficiency (i.e. less time, costs) that counts, as much as effectiveness (i.e. extent to which desired impact/ objectives are attained, extent to which client satisfaction has been reached).
- 30. Activity 1. Efficient but Not Effective 2. Effective but not Efficient 3. Not Effective and Not Efficient 4. Effective and Efficient
- 31. ASSUMPTION 3: NO. OF HOURS WORKED Most people equate level of performance with number of hours put in by an employee.
- 32. Being a hard worker in terms of hours worked is not, in itself, a performance indicator. It can also be sign of inefficiency. Hence, the sayings: “It is easy to be busy, but it is more difficult to be effective.” “Work smarter, not just harder.”
- 33. ASSUMPTION 5: EXTENT OF COMPLIANCE Many people assume that compliance equals commitment and dedication.
- 34. As a result, an employee who tends to to ask a lot of questions, or who shares differing opinions and divergent ideas, are often viewed as “bad employees”.
- 35. As a supervisor, you cannot fall into this traps. You have to encourage and recognize employees for their creativity. You have to value diversity and differing opinions, seeing it as a sign of interest and enthusiasm
- 36. Creativity is the fuel of organizational growth and development. Good employees with these qualities are vital to the continued success of an organization
- 37. They are major contributors to your team. They are employees who have the competence and the commitment to accomplish the objectives of the organization. Good employees are pacesetters. They often set pace in their work teams.
- 38. To become effective supervisor, you have to learn to build on your employees’ ideas and use it as springboard for innovation. Remember, many inventions and innovations started off as “wild ideas”.
- 39. Compliance can also be an indicator of an employee who is playing it safe, is afraid to risk voicing out his opinions or has less initiative.
- 40. Practically, every team in an organization value “good people”who are: - dependable and can be consistently relied upon - commited and will persistently stick with a project or task until it is finished - aggresive in meeting challenges and facing difficulties -
- 41. Good employees with these qualities are vital to the continued success of an organization. They are major contributors to your team.
- 42. • They are employees who have the competence and the commitment to perform in a high- achieving manner to accomplish the objectives of the organization.
- 43. Good employees are pacesetters. They often set the pace in their work teams. Each of your good people brings something unique to the work team.
- 44. They become even more valuable when led by other good people who mold them into a highly productive team. If you have hired, trained and managed well, each of your people should be a supervisor performer and a highly valuable member of your team.
- 45. If “good employees” are valued in a team or organization, it doesn’t mean that “bad employees” should be rejected and sidelined. They should pose as a challenge to you and your team.
- 46. • The first step in helping and transforming these employees is understanding them and refusing to label them as “bad employee” or “problem employee”.
- 47. Lack of initiatives is most often a function of learned helplessness. Learned helplessness occurs when employees continuously perceive themselves as being inadequate, incompetent, insignificant and unlikely to make an impact or contribution regardless of performance.
- 48. As a supervisor, you must always be on the look out for any sign of learned helplessness among your staff. Learned helplessness is not a problem per se. It is merely a symptom of an unhealthy working environment, poor working relationship or past negative working experiences.
- 49. If left unattended to, learned helplessness usually leads to employee obsolescence. Employee obsolescence often occurs as a result of lack of continuing and appropriate developmental activities for employees.
- 50. Termination should only be a last resort, not a first option. It should be resorted to only when other options have been tried out.
- 51. Moreover, a “lost employee” spells losses in time and investment. Always remember that your people is the most important resource in your organization.
- 52. You need to invest in them to optimize returns and ensure a quality tomorrow for your organization. This is the fourth and best option.
- 53. The Living Monument • Without hesitation, his reply was: “I can’t think of a more significant achievement or contribution than the people whom I have helped to develop. They are my living monument – my legacy to future generations.”
- 54. Indeed, the best measure of your success and the success of any supervisor is the number of people you were able to develop.
- 55. By investing in your employees through training and development, and encouraging their efforts at self-improvement, you are investing in the future stability and success of your organization.