Managing the Individual Employee

Day 1

The inner game of managing employees

The phrase the ‘inner game’ is a term borrowed from sports psychology. It is a reference to the fact that what is going on inside a person’s head (their state of mind) is crucial to good performance. Here we consider the role perception and beliefs of expert people managers.

• Examining your current beliefs
• Reviewing expert beliefs
• Making changes that you feel are appropriate for you

Exercise: applying the ‘Future Pacing’ technique.

Developing emotional intelligence

Taking an in-depth look at emotional intelligence and why it is important in effective management. This will look at the biochemical explanation of emotional intelligence and explain its impact on health, social interaction and success in business. This ‘master competency’ allows the professional manager to remain calm and centred even when faced with stressful situations.

• Self control and the role of brain chemistry
• The risks of poor emotional intelligence
• Rational Vs irrational thinking

Exercise: using real life examples to practise self-awareness.

Day 1 (cont)

Communications toolkit

Providing managers with a toolkit of 15 communication techniques so that they have the influencing skills to deal with a whole range of one to one meetings, interviews and interactions. The tools are in four sections; (i) self control (ii) outcome based communication (iii) gaining acceptance (iv) testing for understanding.

Self control

Being able to acquire and maintain a calm, rational state of mind.

1. Future pacing
2. Control of mental focus
3. Bullet Proof Glass Technique: Handling Criticism

Exercise: series of pair’s exercises to drill in the tools for self-control.

Outcome based communication

Putting your point of view across in a firm, clear and polite manner.

4. Behaviour labelling
5. Be specific
6. 3 step assertive technique
7. Own your messages

Exercise: series of pair’s exercises to drill in the tools for outcome based communication.

Day 1 (cont)

Gaining acceptance

Making it easy for the other person to listen to you and accept your point of view.

8. Constructive feedback
9. Broken record
10. Fogging
11. Workable compromise

Exercise: series of pair’s exercises to drill in the tools for gaining acceptance.

Testing for understanding

Checking that you have fully understood the other person’s point of view and that they have understood you

12. The listening funnel
13. Softeners
14. Remaining silent
15. Observing non-verbal behaviour

Exercise: role-play on using the listening funnel and observing non-verbal behaviour.

Day 2

Recruiting high calibre employees

A good team is made of good individuals, so if we hire a high potential candidate in the first instance it makes hitting targets that much easier and more enjoyable for all concerned. The use of competency profiles to profile and hire employees makes the recruitment process efficient, fair, and consistent.

• Understand what a competency is
• Example competency profiles
• Job descriptions and person specifications
• The role of testing
• Interview techniques – the Behavioural Event Interview
• Interview techniques – the Biographical Interview

Exercise: conducting Behavioural Event Interviews & Biographical Interviews.

Day 2 (cont)

On the job training

It is important to ensure that new employees are properly trained so that they (a) feel valued and (b) can quickly make a positive contribution to the work of their department. In this part of the course we review training options and examine how knowledge of ‘learning styles’ can improve the way that training is delivered.

• Training options
• The ‘job instruction’ sequence
• Learning styles

Exercise: developing job instructions

Effective Delegation

Effective managers develop their people and create space for themselves to focus on high-level work by asking employees to take on assignments and projects on their behalf.

• Why delegate?
• Barriers to effective delegation
• How to run a delegation meeting
• Dealing with resistance and disagreement

Exercise: role playing a delegation meeting

Day 2 (cont)

Goal Setting

People work well when they have clear goals and objectives that they can focus on achieving. Here we consider the importance of target setting in motivating employees.

• Understand ‘Key Success Factors’
• Writing ‘SMART’ objectives
• Developing action plans

Exercise: writing SMART goals

Day 3

Appraisal interviews

Appraisals are about taking the time to sit down with employees in order to discuss (a) how they are getting on (b) to identify what help they need to improve their performance and (c) organise for them to get any help they might need. It is an integral part of the process of managing people. By evaluating performance in a participative manner, managers are able to communicate with their people on how they are doing and what is expected of them in the future. They can give praise and encouragement for things done well and they can work on developing skills in areas where the employee needs support.

• Company strategy & appraisals
• SMART objectives
• The three types of appraisal and when to use them
• Structuring regular reviews
• Conducting the annual appraisal meeting (planning, the 3 form method and the rationale behind rating schemes)
• Appraisals and Behavioural Event Interviewing

Exercise: role-playing the Annual Appraisal Interview.

Day 3 (cont)

Counselling and coaching interviews

Counselling interviews need to take place when (i) performance is below standard (ii) there is a sudden change in behaviour or (iii) tensions between team members become evident. The initial aim of counselling interviews is to identify the reason why a ‘problem’ is occurring and then to offer help and support so the individual concerned can address it.

• Professional Counselling Vs the manager using counselling skills
• Six stage counselling process
• Developing SMART action plans

Exercise: role-playing the counselling interviews.

Day 3 (cont)

Disciplinary interviews

Disciplinary interviews need to take place when (i) performance is below standard and there has been no improvement as a result of earlier counselling action (ii) the employee has engaged in some unacceptable behaviour e.g. rudeness to colleagues or customers.

• The rules of natural justice & the legal framework
• Gathering evidence
• Running a disciplinary hearing
• Possible sanctions and when to use them

Exercise: role-playing the disciplinary hearings