text_TITL pruh_TITL N:\work\projekty\šablony\sablony\logoC.wmf Performance Review and Teamwork Seminar Jan Řezáč www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Presentation Outline MPV_COMA Communication and Managerial Skills Training n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Presentation skills - Preparing Your Content for only 5 minutes nIdentify a few key points nDon't include every detail nUse an outline nStart and finish strongly nBe personal nUse examples MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Presentation skills - Understanding Your Audience nDetermine who the members of the audience are. nFind out what they want and expect from your presentation. nWhat do they need to learn? nDo they have attitudes or interests that you need to respect? nAnd what do they already know that you don't have to repeat? MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Presentation skills - Achieving clarity nTell the audience what you are going to tell them (For instance, "In this presentation I will show you."). nTell the audience the key points, expanding and illustrating each one, clearly and concisely. nTell the audience what you have told them (For instance, "In closing." or "In summary.") and conclude. MPV_COMA Communication and Managerial Skills Training You want to leave your friend 5 pennies. That way, no matter how many pennies they take, you can leave the final penny to them. Similarly, it is good to leave them with 9 pennies because no matter what your friend does, they must give you the opportunity to leave them with 5. Similarly, leaving your friend with 13 pennies will ensure that you can reach 9, then 5. So, on your first turn, take 2 pennies. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Game: Common cents (15 pennies) nSplit into two groups lThere are 15 pennies on the table lYou can take 1, 2 or 3 pennies from the table at once. lThen it is the other team´s turn. They take 1, 2 or 3 pennies, then your turn, until no penny is left. lGoal – NOT to take the last penny www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Performance Appraisal(Review, Evaluation) MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi PERFORMANCE APPRAISAL (REVIEW, evaluation) •A method by which the job performance of an employee is documented and evaluated. •Facilitation of communication •Enhancement of employee focus through promoting trust Image result for Performance review www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Why Performance Review? Why not? n n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Why Performance Review? nDetermination of training needs nPerformance improvement nGoal setting and a desired performance reinforcement n nWhy not? n„An utter waste of time, energy and effort goes to 'work appraisals'. The many hours of our lives that have been wasted by this Godforsaken process from both sides of a desk - with absolutely minimal improvement ever realised.“ n n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Game: Common cents (15 pennies) – Performance Review lForm groups of 3 lOne person plays manager, one person plays employee, whose job was to win the Cents game. lFinal person is the feedback giver. lAs managers, try to lead the review. Discuss both mathematical and communication skills. lStay in your trio, but switch roles. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Appraisal process. Manager n DO nPrepare nListen and ask questions nConcentrate on performance, not personality nBe concrete regarding successes and failures nGain commitment regarding goals and further actions n n DON’T nPress your ideas nBe destructive AFTER Control improvement, Observe for problems www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Biggest Mistakes Bosses Make In Performance Reviews §No preparation, §Too vague, recency effect. •Everything’s perfect – until it’s not and you’re fired. •No recognition, or no criticism. •Not being truthful with employees about their performance. •No discussion around the report’s career ambitions. •No follow-up. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How performance appraisal interview should not look like https://www.youtube.com/watch?v=Wx8HXtlxdEs www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation - Manager nChoose neutral territory, nLet employee confirm date, time, place and content, nGive employee at least 1 week for preparation, nPrepare a comprehensive overview of employee’s performance, nHave facts, examples, and specific evidence. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation - Manager nGoals, stated during previous appraisal interview, nUse forms provided by company nReal successes and failures and their consequences, nConditions of successes and failures, n nAny changes in job description, nRelationship with other employees, nPersonal development and self-education. n nOpen and relaxed atmosphere, mutual respect nEngage employee in discussion nGoal is to gain agreement, it is not the situation where manager commands and employee obeys n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How to do Effective Performance Appraisals  https://www.youtube.com/watch?v=mZyuimM6lh0 www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi TEAMWORK: PERSONALITY TYPES www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi TEAMWORK: PERSONALITY TYPES Do you know any classification that splits people into groups? Most common: Introvert/Extrovert www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi TEAMWORK: HOW TO USE PERSONALITY TYPES •It should be something simple to remember, explain and use. •Personality depends on your current feelings, status and relationship with others. •As everyone´s type is dynamic, you need to be able to change your behavior, and not let yourself be stuck in one mode of behavior. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi TEAMWORK: PERSONALITY TYPES David Kantor´s Four-Player Model Move Bystand Follow Oppose www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h22 Roles of the Four Player Model nMovers are not necessarily leaders, but initiators and brainstormers, trying to get the group to act. n nFollowers are not weak, yes-men, but crucial for implementation n nOpposers are doing necessary correction, not saying no blindly. They can initiate or follow. n nBystanders can be called “Big Picture Synthesizers“ „Team Paraphrasers”. They are the hardest role. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h-23 Potential Impact of the Four Player Model n nWithout movers, there is no direction n nWithout followers, there is no implementation n nWithout opposers, there is no correction n nWithout bystanders, there is no perspective n nhttp://carlwilkensfellowship.org/wp-content/uploads/2014/12/Dialogue-Chart.pdf n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi nIndividuals get locked into a single form of action nOpposers are punished by the group, or they dominate nThere are no strong Movers, or no one ever Follows a move nThe Bystander is disabled nIndividuals attach double messages to their moves nThe team is unable to reach closure and produce results nLack of capability or flexibility to engage in all four action behaviors Stuck Groups www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Winter Survival Exercise nRead instructions nRank items individually nDiscuss in groups nRank items in groups n MPV_COMA Communication and Managerial Skills Training Image result for steel wool Image result for Can of shortening Image result for Compress kit (with 28 ft. of 2-inch gauze) Image result for ski poles