IMPROVING PERSONAL EFFECTIVENESS AT WORK Chapter 28.
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Transcript of IMPROVING PERSONAL EFFECTIVENESS AT WORK Chapter 28.
Personal Development Plans
Refers to a clear, developmental action plan for an individual that incorporates a wide set of developmental opportunities including formal training.
Takes place in consultation with management and encourages employees to take control and ownership of their development.
Purpose of PDP Growth is triggered by jobs that provide
challenging stretching goals
Challenging job goals
Effort Performance Psychological
success
Self esteemInvolvement Counselling
Support Feedback
Purpose of the plan: Improved performance in current job Developing skills (manual, intellectual,
mental, perceptual, social) for future career moves within or outside the organisation
Developing specialist expertise
Preparing PDPStage 1
Analysis of the current position
Stage 3
Draw up action plans to achieve the goals
Stage 2
Set goals to cover:
Performance in the existing job
Future changes in the current role
Moving elsewhere in the organisation
Developing special expertise
Stage 1 – employee & superior carry out a personal SWOT analysis
Stage 2 – low areas of performance are examined and causes established
Weaknesses are identified and a set of personal objectives on how to overcome these weaknesses are set
Goals should be SMART
Aptitude/Interest – Performance – Matrix
Performance
High Low
Aptitude/Interest
HighLike and do well Like but don’t do well
LowDislike but do well Dislike and don’t do well
Stage 3 – action plans & training programs based on addressing the identified weaknesses and improving the employees overall performance are discusses and later implemented.
Goals
Strategies
Tactics
Actions
Impact of continuous monitoring & feedback
Monitoring refers to watching over something that is happening
Control gives people timely, relevant feedback on their performance. Aim is to improve performance through monitoring and control.
Feedback should be:– Clear and frequent– Motivational effect by recognising work done
and rewarding improved performance levels– Offer recognition, praise & encouragement –
to sustain motivation
Time
Time is a scarce resource and managers’ time must be used to the best effect.
Urgency and importance must be recognised and distinguished.
Effective time management
Involves attention to:
Goal or target setting Focus
Action planning Urgency
Prioritising Organisation
Purpose of Time management
Plan the best use of time Cut down on time wasted Devote more time to really important
issues Complete more in the time available Leads to:
– Elimination of wastage– Monitoring of progress– Better allocation of resources
Time management techniques
Spend time planning & organising Produce an activity log Cost your time Make lists Prioritise Schedule work Concentrate and control
ABCD method of in-tray management
Act on the item immediately Bin it, if you are sure it is worthless,
irrelevant and unnecessary Create a definite plan for coming back to
the item: get it on your schedule, timetable or to do list
Delegate it to someone else to hande
Costing your time
Conserving your time
Time wasted due to
What is your total cost?
How much productive time do you achieve?
What utilization do you obtain?
How much would a temp or sub contractor charge?
Communicating effectively
Organising meetings effectively
Reducing paperwork
Controlling interruptions
Setting time objectives for tasks
Lack of focus on task
Failure to delegate
Interruptions
Fatigue
Failure to communicate
Failure to anticipate
Time management can also be improved by developing appropriate skills like:
Faster reading Report writing Handling meetings Assertiveness
Covey’s four generation of time management approaches
First generation: Reminders Second generation: Planning and preparation Third generation: Planning, prioritising and
controlling Fourth generation: Being efficient and proactive
Which category are you in??
Influences on person’s use of time
CULTURE
TIME MANAGEMENT
MANAGEMENT STYLE
COLLEAGUES’ INFLUENCE
NATURE OF WORK
STAFF DEMANDS
INDIVIDUAL’S PERSONALITY
INDIVIDUAL’S PESONAL SKILLS
Barriers to effective time management
Established jobs with routine & predictable work have fewer barriers than new or developing work
Jobs involving contact with others are more prone to interruptions that those with no clear contact
People with their own offices can dictate open time and closed time through leaving office doors open or closed
Location of colleagues, customers & suppliers – time taken to travel
Organisation cultures – informal or formal Attributes and style of jobholder
Barriers to effective time management
Internal External
Discipline
Procrastination
Lack of motivation
Workload issues
Available resources
Overcome internal barriers
Overcome external barriers
Be assertive
Identify and make use of up times and down times
Conquer procrastination
Promise yourself a reward
Do the right thing right
Eliminate the urgent
Break big jobs into little steps
Use negotiation to improve the use of time
Improving personal effectiveness
Being effective means getting the result you want!
Use a planning aid– Electronic personal organisers– Project management software– Hand-held computerised diaries– Integrated software packages
Mentoring
A process where one person offers help, guidance, advice & support to facilitate the learning or development of another.
3 core activities:– Exchange of knowledge that is unique to a
business, industry, profession or organisation– A sustained partnering relationship– Measurable, beneficial outcomes for the
individual parties involved and for the larger organisation
Mentor is a guide, counsellor, tutor who:– Can give practical study support & advice– Can give technical, ethical & general business
guidance– Help with development of interpersonal &
work skills– Is an impartial sounding board– Is a role model who can help improve career
goals
Coaching
Focuses on achieving specific objectives, usually within a preferred time period
Takes place on a one-2-one basis, is set in the everyday work situation and is a continuing activity
Involves gently nudging people to improve their performance, develop their skills & to increase their self confidence.
Carried out by a more senior person
Counselling
Defined as “purposeful relationship in which one person helps another to help him/herself”
A way of relating and responding to another person so that the person is helped to explore his thoughts, feelings, behaviours with the aim of reaching a clearer understanding