Transforming Employee Development - HRDQ-U · Transforming Employee Development: Presented by David Berke A Manager’s Guide ... Managers work with their employees to: •Set goals

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Transforming Employee Development:

Presented by David Berke

A Manager’s Guide

Copyright 2014 David Berke/Supported Self-Development. All rights reserved.

But…in the right circumstances

It’s standard operating procedure to deliver and receive feedback, examine status of projects, etc.

Project Status Meeting


http://supportedselfdevelopment.com/

http://supportedselfdevelopment.com/

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It’s basic project management.Most managers know how to do that… so do many non-managers.

Why do those meetings work?

Managers work with their employees to:

• Set goals

• Develop plans to achieve those goals

• Provide resources as needed

• Conduct regular status meetings

Basic Project Management


The development plan = the project

• Employee

responsible for planning and implementing the project, and providing status updates

• Manager

responsible for providing necessary resources and managing the overall project

• Both are accountable for results


Applying Project Management to Development:

Framework

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1. Agree on mutual expectations.

2. Identify what to develop; define the goal.

3. Design the development assignment.

4. Prepare the development plan.

5. Implement the plan; assess progress and adjust as needed.

6. Confirm what was accomplished; Identify lessons learned and next steps.


Applying Project Management to Development:

Steps

• Begins with what many managers already know

• Focuses on business processes, not psychological processes

Benefits of this Approach


First Three Steps

How to:

Establish mutual expectations

Identify what to develop; define the goal

Design the development assignment


Webinar Focus

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Establishing Mutual Expectations


Why Establish Mutual Expectations?

I thought you were going to do…

Are you kidding? No way. I was supposed

to do something totally different…

Manager and employee discuss and agree:

• What should the employee reasonably be able to expect

of the manager during the development process?

• What should the manager reasonably be able to expect

of the employee during the development process?


Identify Mutual Expectations

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• Express confidence.

• Don’t act like this is a waste of time.

• Help me figure it out; don’t give me the answer.

• Arrange work/schedule to support development assignment.

• Don’t punish for making mistakes.

• Meet regularly.


Employees’ Expectations of Managers

Typ

ical

An

swer

s

Managers’ Expectations of Employees

• If there are problems, take initiative to identify possible solutions before consulting manager.

• Accept resource limitations.

• Be motivated to accomplish the goal and stay motivated.

• Be realistic about how well they are doing.


Typ

ical

An

swer

s

Expectations are complementary:

• Employees want managers to manage.

• Managers want employees to do what

effective project implementers do.


In Other Words

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Identifying What to Develop

• A process of moving from the general to the specific.

• The focus is on identifying specific knowledge and/or skills.


Identifying What to Develop

The General:

“Your presentations need to be better.”

The specific:

• Speak loudly enough for everyone to hear you.

• Refer to what is on the screen, do not read it to the audience.

• Vary the tone and tempo of your speech.

• Use language the audience understands.


A Process of Moving from

the General to the Specific

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• Identifies something you can observe.

• Because it is observable it is not subject to debate: either it happened or it didn’t.

• Behavioral language enables you to:

1. Focus development

2. Observe performance and assess progress

• Do you know it? (knowledge)

• Can you do it? (skill)


Use Behavioral Language

• Knows and can apply the procedure for returning merchandise.

• Learn and be able to apply at least two active listening techniques during a coaching discussion.


Do you know it? Can you do it?

Examples:


Identify the Behavioral Term(s)

Good communicator

Visionary

Team Player

Creative

Arrogant

Wise

Aggressive

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Writing the Development Goal

Specific and behavioral

Measurable/assessable – know/do

Achievable and challenging

Relevant to what the person needs to learn

Time-bounded

Skill or knowledge level


Development Goal: More than SMART

SMARTS

Why Add Skill Level?

Do you want me to become an

expert?

No. We have a whole department of

experts. I just need you to know when to

call them.

Knows where to get the information = fast and inexpensive. Expert = usually takes time; can be expensive


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Identify at least two questions and their answers for each major point in the next presentation. Deliver the answers with confidence – i.e. by demonstrating knowledge and control of the material, looking at the audience, no hemming and hawing.


SMARTS Example

After establishing the development goal, what is usually the next step?

1. Prepare a plan.

2. Determine how to accomplish the goal and then prepare a plan.

3. Send employee to HR to figure out what to do.

Question


Development Assignment =

What to do to achieve the goal

Development Plan =

How the assignment will be implemented


Why Isn’t a Development Plan Enough?

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Designing the Development Assignment

A series of activities and experiences which, when taken

together, enable an individual to reach their development goal.


What is a Development Assignment?

For development assignment, add:

• E for engagement

(something the employee will find interesting)

• ST for support structure

(job aids, feedback mechanisms – ability to check work against a standard)

SMARTESST


From SMARTS to SMARTESST

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Specific

Measurable/assessable

Achievable

Relevant

Time bound

Engagement

Skill level

STructure

Designing the Development Assignment

Cri

teri

a fo

r th

e d

evel

op

men

t as

sign

men

t


Development Goal:

Identify at least two questions and their answers for each major point in the next presentation. Deliver answers with confidence – i.e. by demonstrating knowledge and control of the material.

Specific Development Activity (among several):

Conduct dry-run for practice and record dry-run.

Assessment:

Review recording alone and with others to assess how answers were delivered. Arrange to get feedback on goal from selected participants immediately following presentation.


SMARTESST Example

Relevant:

To succeed in job, must be able to do it.

Time bounded:

One week before next presentation.

Engagement:

Employee likes challenges; this is an area the employee has not done well enough in the past.

Skill level:

Must do this well enough to demonstrate confidence (as previously defined).

Structure:

Review of recording; feedback on presentation and recording.


SMARTESST Example

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Answer the question:


How to Identify the Development Assignment

What do I need to know/be able

to do to accomplish the goal?

70% of learning comes from assignments,

application, experiences.

20% of learning comes from other people.

10% of learning comes from classes, workshops, etc.


70 - 20 -10

The Plan:

• You know the goal and what you want to do. Still need to ID specific steps, milestones, roles, resources needed and deadlines.

Implement:

• Conduct status meetings; adjust plans as needed.

Conclusion:

• Assess outcomes, identify and discuss lessons learned; next steps.


Remaining Steps

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• Basic project management = skills to support the development of employees.

• Employees/managers have complementary expectations of each other.

• Use behavioral language to target development and to facilitate assessment.

• To assess ask: Do you know it? Can you do it?

• Development goal: SMARTS

• Development Assignment: SMARTESST


Summing Up

Connect with David

David Berke

[email protected]

http://supportedselfdevelopment.com

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Documents

Transforming Employee Development - HRDQ-U · Transforming Employee Development: Presented by David Berke A Manager’s Guide ... Managers work with their employees to: •Set goals