Executive Coaching Services Description of Program Components

Size: px
Start display at page:

Download "Executive Coaching Services Description of Program Components"

Transcription

1 Executive Coaching Services Description of Program Components Coaching is essential to ensuring successful, engaged leaders with the skills necessary to meet current and future challenges. At Fenestra we have developed an easily customizable approach to match your needs, organizational realities and goals with our experienced coaches and program components to produce leadership insight and sustainable change. Below is a description of our program components. Client Internal Process o Manager identifies coaching need and discusses options with HR Business Partner or other internal liaison o Coaching requirements are determined o HR Business Partner or other internal liaison contacts Fenestra to request coaching Contracting o Fenestra Coach discusses case requirements and presents proposal for HR Business Partner or other internal liaison s review o HR Business Partner or internal liaison and/or Fenestra Coach meet with manager to review proposal and agree on scope, timing and expected outcomes o Manager meets with participant to set expectations for coaching experience o Manager, participant and coach hold joint meeting to contract on coaching expectations and process Assessment Phase o Coach reviews all relevant in house data available o Coach conducts an assessment, including tools such as the following: Online administration of a 360 Degree Questionnaire to raters (self, manager, peers, direct reports, others) 1.5 hour career interview with participant 4 11 interviews with relevant others, including manager Assessment battery including, for example SH&A Taking Stock Inventory Hogan Personality Inventories Hogan Development Survey Other assessment materials as appropriate

2 Feedback and Development Planning o A confidential feedback report is prepared that synthesizes the data from the above assessment tools o Coach and participant review feedback and prepare a customized Development Action Plan identifying 2 3 key areas of focus, including identification of on the job stretch assignments that provide scope/depth/complexity of learning Key strengths that can be used to address critical areas for development Learning activities, behavioral tips and skill building resources Outcomes measures of success o Coach, learner and manager meet to agree on Development Action Plan o Report is shared with the participant s manager to increase the manager s commitment and support for the participant s objectives and development goals Coaching Process o The coaching contract is agreed on by coach, participant, and manager o Coach meets monthly or bimonthly with participant contracts on expectations over successive 30 days o Goals are regularly redefined through regular progress checks on the current development plan o Coaching may involve a variety of techniques and tools including role plays, strategy and goals conversations, business case analyses, shadowing the participant during other meetings, just in time conversations or check ins around time sensitive issues, meeting agenda reviews, pre presentation coaching, etc. o Coach conducts informal check ins with manager, HR Business Partner or other internal liaison as appropriate regarding on going progress and assessment o Meetings occur with the participant s manager, on a regular basis, either individually or with the participant, to help support the manager in his/her own coaching of the participant Closure and Evaluation o Coach may submit monthly summary report (3 5 bullet points) to manager and HR Business Partner explaining the progress, plans, obstacles, etc. o At conclusion of coaching engagement, coach prepares brief report for manager, HR Business Partner, or other liaison summarizing outcomes and recommendations for next steps o Report includes measures of success agreed to at the onset of the engagement

3 Sample Coaching Engagements (each can be customized to meet specific needs) Option A (Fine tuning of professional development, new position, performance management, preparation for career move, etc.) Occurs over 4 5 months (concludes at 5 months) 9 1 hour coaching sessions (combination of onsite and remote contact, as necessary) Just in time contact as needed (but not to exceed 5 calls throughout the engagement) 1 three way meeting with manager and participant (e.g., midpoint or conclusion) Deliverables can include a monthly report consisting of 3 5 bullet points summarizing themes about progress, plans, obstacles, etc. This can be ed to the HR liaison or manager as appropriate Option B (Corrective action, significant preparation for career move, performance management, necessary fine tuning of professional development, etc.) Occurs over 6 10 months (concludes at 10 months) Up to 20 1 hour coaching sessions (combination of onsite and remote contact, as necessary) Just in time contact as needed (but not to exceed 7 calls throughout the engagement) 2 three way meetings with manager and participant (e.g., midpoint and conclusion) Deliverables can include a monthly report consisting of 3 5 bullet points summarizing themes about progress, plans, obstacles, etc. This can be ed to the HR liaison or manager as appropriate

4 Coaching Case Studies Case Study I o A very talented Vice President of a global hospitality company was not progressing in his career delayed by significant problems with team morale, high turnover, missed deadlines, and less than superior departmental deliverables. Fenestra was brought in to conduct a thorough, competency based assessment of his skills and abilities as well as a department wide assessment of his impact on others. A proprietary 360 survey, 360 interviews, the OPQ, a customized TAT, a Fenestra customized vision exercise, and a 3 hour career accomplishment inventory were included in the assessment battery. A feedback report was prepared and presented to the coachee and subsequently shared by the coachee with his manager, with the coach in attendance. Finally, a customized development plan was designed and shared with his manager and his team during a department wide feedback meeting. o After development planning and gaining the buy in of his team, the coachee and coach met for a 12 month period. During these meetings the coach helped the coachee role play difficult staff situations, observed and gave feedback on several department meetings, and assisted with a departmental reorganization including the distribution of roles and responsibilities. Additionally, periodic feedback was solicited from his team and manager so that developmental efforts could be fine tuned. At the end of the engagement, turnover has stopped and the group was recognized for several industry awards. Case Study II o A senior executive woman in a global financial services firm was recently promoted to a Managing Director role and given a strong team of bankers to lead. However, she was located several hundred miles from her team and had limited experience leading senior groups. A Fenestra Senior Consultant conducted a thorough assessment anchored by an interview based 360, a 3 hour career accomplishment inventory, and stakeholder interviews with senior leaders. The results indicated that she needed to accelerate her leadership skills with her team and increase her executive presence with her external clients. A development plan was created to address these needs. o The executive met with the coach twice a month, either in person or via conference call, and focused on skill building exercises. The coach role played conversations, reviewed and advised on departmental agendas, shadowed her in meetings with her team, listened in on morning calls, and provided feedback on her contributions. In addition, the coach helped prepare for formal presentations by reviewing the Powerpoints and speaker notes and coaching dry runs. Discussing many kinds of difficult situations helped the coachee to identify strategies to handle them both currently and in the

5 unforeseeable future. At the conclusion of coaching she had increased her market share with her clients and received extremely favorable year end reviews from her direct reports, manager and peers. Case Study III o A well respected and successful field manager of a division of a large marketing and sales organization was beginning to experience difficult relationships with his colleagues in other divisions, an increase in turnover among his team of sales and marketing professionals, and a general feeling of unease in his areas of responsibility. As part of a larger succession review process, a coach from Fenestra was brought in to work with the manager to diagnose the recent turn of events and find ways to stem the growing unease as well as increase the division s profitability over the next three quarters. Stakeholder interviews were conducted with the manager s colleagues, direct reports, and other relevant people within his sphere of influence. Additionally, the coach spent time in the manager s office observing different elements of a typical day. It was determined that the field manager could appear arrogant, political, and intimidating. At times, people questioned his agenda and believed he was overly competitive and driven to win, potentially at their expense. He was also described as too impatient with a natural tendency to make a decision and move on far too quickly. This left others feeling left out of the decision making process, restricting the information they might share, and also questioning his ability to make good, strategic long term decision. o The coach and coachee met twice a month, in person and via phone for a 6 month period. During their meetings they would discuss business situations, work out SWOT analyses and look at several what if scenarios in an attempt to slow down potentially rash decision making and ensure that multiple streams of information were entered into any decision making equation. They also worked on building a communication plan around decision making so that all stakeholders would be comfortable with the decisions made and understand the timelines and rationales. He began holding one onone meetings with his direct reports to work on their areas of development and find opportunities to appropriately challenge and empower them in their own work. He also initiated a series of breakfast and lunch meetings with his colleagues to catch up on their interdependent issues, share ideas, and look for joint opportunities. After working with his coach turnover declined, they had two record breaking quarters, and he was promoted to Vice President of Sales and Marketing.

The CCL Advantage. The Benefits of Coaching

The CCL Advantage. The Benefits of Coaching The CCL Advantage You want the best. Organizations want the best leadership talent at the helm. To help achieve this, working with partners with recognized expertise is critical. The Center for Creative

More information

Managing Performance An Introduction/Refresher. March 15, 2000

Managing Performance An Introduction/Refresher. March 15, 2000 Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating

More information

BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY

BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY 2008 BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY A Learning and Development Program for Senior Level Human Resource Professionals 2008 Value Proposition and Program Objectives...3 Program Overview...4

More information

During the 90s, executive coaching established a foothold in corporate

During the 90s, executive coaching established a foothold in corporate Implementing Executive Coaching: Achieving Positive, Long-term Measurable Change During the 90s, executive coaching established a foothold in corporate America. Today, executive coaching is recognized

More information

Employee Self-Evaluation Form

Employee Self-Evaluation Form Employee Self-Evaluation Form Employee Name: Job Title: Department: Performance Review Period: From: JANUARY 1, 2013 To: DECEMBER 31, 2013 PERFORMANCE STANDARDS Complete each performance area described

More information

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance

More information

PERFORMANCE MANAGEMENT Planning & Goal Setting

PERFORMANCE MANAGEMENT Planning & Goal Setting PERFORMANCE MANAGEMENT Planning & Goal Setting To whom much is given, much is expected. Leadership Development Series Summer 2011 Areas We Will Cover Today 1. Discuss our collective lessons and learnings

More information

Cloud based, Continuous Employee Performance Management Software

Cloud based, Continuous Employee Performance Management Software Cloud based, Continuous Employee Performance Management Software WINNER of Microsoft Code For Honor 2014 Large Enterprise Software What is Synergita? Synergita is a Continuous HR Performance Management

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Why Executive Coaching Matters Now More Than Ever Before

Why Executive Coaching Matters Now More Than Ever Before Why Executive Coaching Matters Now More Than Ever Before Moderator Patrick Sweeney President Caliper Expert Kim Butler VP, Organizational Development Services Caliper 1 Executive Perspectives Laird Covey

More information

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?

More information

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3

More information

University of California, Office of the President. Strategic Leadership On-Boarding Program (MSP & SMG Staff)

University of California, Office of the President. Strategic Leadership On-Boarding Program (MSP & SMG Staff) University of California, Office of the President Strategic Leadership On-Boarding Program (MSP & SMG Staff) Pre-Arrival 6-Month Check in Resources Aligned for Needs 3 month Check in Departmental Checklist

More information

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leader s Edge How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leaders Edge research study completed in February, 2004 demonstrates the need for companies

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

LSBU Leadership Development Strategy

LSBU Leadership Development Strategy LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter

More information

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal

A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration

More information

Implementing wraparound in a community is complex and

Implementing wraparound in a community is complex and This document was peer reviewed through the NWI. Supporting Wraparound Implementation: Chapter 5a.3 Choosing a Consultant to Support Your Wraparound Project Patricia Miles, Consultant National Wraparound

More information

COVER PAGE. Category Organizational Design. City/County Manager Kenneth Fritz. Submit Innovation Study for an Alliance Innovation Award Yes [X] No [ ]

COVER PAGE. Category Organizational Design. City/County Manager Kenneth Fritz. Submit Innovation Study for an Alliance Innovation Award Yes [X] No [ ] COVER PAGE Brandi Allen Conferences & Education Director Alliance for Innovation ballen@transformgov.org 602-496-1097 Innovation Study Talent Management Category Organizational Design Jurisdiction Name

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

Quality Service Leadership Team Charter

Quality Service Leadership Team Charter Sample Cross-Functional Team Charter Quality Service Leadership Team Charter STATEMENT OF PURPOSE The Quality Service Leadership Team (QSLT) is a multi-level, cross-functional team responsible for initiating

More information

Employee Performance Review Process Resource Guide

Employee Performance Review Process Resource Guide Employee Performance Review Process Resource Guide Table of Contents Table of Contents... 1 Introduction... 3 Steps in the EPR process... 4 UIC Competencies... 5 Core Competencies...5 Manager Competencies...5

More information

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible

More information

PERFORMANCE MANAGEMENT ROADMAP

PERFORMANCE MANAGEMENT ROADMAP PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize

More information

Developing a Results-Driven Onboarding and Mentoring Process for Physicians

Developing a Results-Driven Onboarding and Mentoring Process for Physicians Developing a Results-Driven Onboarding and Mentoring Process for Physicians Speakers C. Edward Brown, F.A.C.H.E. Chief Executive Officer The Iowa Clinic Jamie Carlson Chief Human Resources Officer The

More information

Onboarding and Engaging New Employees

Onboarding and Engaging New Employees Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

Business Intelligence Analyst Position Description

Business Intelligence Analyst Position Description Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level

More information

UTeam Onboarding Essentials

UTeam Onboarding Essentials UTeam Onboarding Essentials Onboarding Essentials Table of Contents Onboarding Essentials Overview Page 3 RISE Values Page 4 Timeline Of Activities Page 5 Hire For Fit Page 9 Overview Role of the Hiring

More information

Onboarding Program. Supervisor s Guide

Onboarding Program. Supervisor s Guide Onboarding Program Supervisor s Guide Supervisor s Guide Introduction This guide has been developed for supervisors to support an effective and successful onboarding process for new employees. As a supervisor,

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Performance Management Tool 5 Employee Self Evaluation

Performance Management Tool 5 Employee Self Evaluation Performance Management Tool 5 Employee Self Evaluation Annual Performance Review Form Employee Self Evaluation Employee Name: Department: Review Period: Criteria EE ME DR Exceeds Expectations Meets Expectations

More information

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Performance Appraisal Review for Exempt Employees

Performance Appraisal Review for Exempt Employees Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance

More information

CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013

CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 Name: Position: Anniversary Date in Position: Department: Supervisor: Appraisal Period: from to PURPOSE Communication about performance between

More information

Leadership Development Catalogue

Leadership Development Catalogue The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills

More information

Implementing Performance Management In Turbulent Times

Implementing Performance Management In Turbulent Times June 17, 2013 Implementing Performance Management In Turbulent Times Marc H. Fogel, M.S. Principal, Organization Development American Airlines Agenda 1. Introduction 2. Performance Management Overview

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

Performance Planning And Evaluation A guide for employees, supervisors and managers

Performance Planning And Evaluation A guide for employees, supervisors and managers THE LIVE IT EVERY DAY Performance Planning And Evaluation A guide for employees, supervisors and managers 1 INTEGRITY We live Integrity by Telling the truth. Being consistent. Doing the right thing even

More information

Leadership Effectiveness Survey

Leadership Effectiveness Survey Survey Product Overview - Survey (LES) The Survey (LES) is a 360 multi-rater feedback process providing experienced professionals with an opportunity to receive feedback on their job performance from the

More information

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY All Rights Reserved The Hay Group IMPORTANT NOTE: The information provided in the following pages is provided for reference only. The material

More information

EXECUTIVE COACHING MOBIUS EXECUTIVE LEADERSHIP

EXECUTIVE COACHING MOBIUS EXECUTIVE LEADERSHIP MOBIUS EXECUTIVE LEADERSHIP EXECUTIVE COACHING coaching tied to the business strategy action learning fostering accountability and engagement sustainable behavioral change Mobius Executive Leadership is

More information

Managing the Dilemma Between Transaction and Relationship Selling

Managing the Dilemma Between Transaction and Relationship Selling Between Transaction and Relationship Selling Xavier Martin, Ph.D.: Background Xavier Martin holds a Ph.D. in Sales Management from ESSEC Paris, where he teaches Management. A partner of the Forum Corporation,

More information

How To Be A Team Member

How To Be A Team Member The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

Strategic Executive Coaching: An Integrated Approach to Executive Development

Strategic Executive Coaching: An Integrated Approach to Executive Development Strategic Executive Coaching: An Integrated Approach to Executive Development A new concept in executive coaching is leading companies to fully utilize the talent they have to drive organizational strategy

More information

PERSONNEL POLICY 13 PERFORMANCE REWEW

PERSONNEL POLICY 13 PERFORMANCE REWEW PERSONNEL POLICY 13 PERFORMANCE REWEW It is the policy of the Chamber to constantly strive toward equity in salary administration. The attached performance appraisal procedures and forms are designed for

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

Paralegal Association of Central Ohio Mentoring Program

Paralegal Association of Central Ohio Mentoring Program Paralegal Association of Central Ohio Mentoring Program PO Box 15182 Columbus, OH 43215-0182 www.pacoparalegals.org Why be involved in PACO s Mentoring Program? PACO s Mentoring Program began with a vision

More information

ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES

ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES DATE: Name: Position: Department: Annual Performance Review COPY MUST BE RETURNED TO HR FOR FILE Part 1: of General Performance

More information

University of Detroit Mercy. Performance Communication System (PCS)

University of Detroit Mercy. Performance Communication System (PCS) Supervisor Manual 1/5/11 Supervisor Manual Table of Contents The 3 The PCS Process 5 Preparing for the Discussion Meeting 7 Tips for Good Communication 7 Performance Expectations 8 Behavioral Competencies

More information

SAP System Administrator Position Description

SAP System Administrator Position Description System Administrator Position Description February 9, 2015 System Administrator Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation

More information

Change Management and Guided Pathways: Creating a Plan for Implementation at a Washington State Community College.

Change Management and Guided Pathways: Creating a Plan for Implementation at a Washington State Community College. 1 Change Management and Guided Pathways: Creating a Plan for Implementation at a Washington State Community College Executive Summary Sandra Spadoni and Saovra Ear University of Washington Tacoma Full

More information

WELSH LOCAL GOVERNMENT ASSOCIATION CYMDEITHAS LLYWODRAETH LEOL CYMRU

WELSH LOCAL GOVERNMENT ASSOCIATION CYMDEITHAS LLYWODRAETH LEOL CYMRU Coaching in Local Authorities in Wales 2011 WELSH LOCAL GOVERNMENT ASSOCIATION CYMDEITHAS LLYWODRAETH LEOL CYMRU 1 Authorities across Wales are in different stages of developing approaches to coaching.

More information

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1 On-Boarding Handbook For New Managers New Employee Orientation DHR / bar / April2012 1 Onboarding Defined ONBOARDING HANDBOOK FOR MANAGERS Table of Contents What is Onboarding? The Goal of Onboarding WHY!

More information

Employee Brief: Your Self-Assessment

Employee Brief: Your Self-Assessment Employee Performance Management Process August 2012 Employee Brief: Your Self-Assessment This brief is provided to help document your self-assessment and think about your 2011-12 performance. 1 The purpose

More information

Employee Performance Review. Reference Guide

Employee Performance Review. Reference Guide Employee Performance Review Reference Guide Oklahoma Baptist University Office of Human Resources March 2005 TABLE OF CONTENTS Why Review?... 1 The Ratings... 1 Managerial Elements... 1 Leadership...

More information

ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES

ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES The Performance Appraisal Process at Madison College is designed to accomplish the following objectives: Encourage meaningful communication between the employee

More information

Performance Management Using Ratings Effectively Job Aids

Performance Management Using Ratings Effectively Job Aids Performance Management Using Ratings Effectively Job Aids blank on purpose 2 RATING PITFALLS Halo Effect - tendency to overrate a favored employee, or an employee who has a history of high ratings. Horns

More information

Golden Gate Regional Center Serving people with developmental disabilities since 1966

Golden Gate Regional Center Serving people with developmental disabilities since 1966 Serving people with developmental disabilities since 1966 Position Title: Department: Reports To: Work Hours: Primary Work Location(s): Travel Required: Executive Director n/a GGRC Board of Directors 40

More information

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management Unleashing Potential Building a Career Development Culture to Drive Employee Engagement Jeneane Blom Senior Consultant Right Management 2014 Right Management. All Rights Reserved. Right Management Overview

More information

PERSONAL LEADERSHIP LEARNING LEADERSHIP NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times

PERSONAL LEADERSHIP LEARNING LEADERSHIP NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times PERSONAL LEARNING NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Learning Leadership (LL) is part of a new offering of personalized

More information

Different Facets of Executive Coaching By Liz Thach and Tom Heinselman

Different Facets of Executive Coaching By Liz Thach and Tom Heinselman Different Facets of Executive Coaching By Liz Thach and Tom Heinselman Executive coaching is on the rise. Here are the types of coaching approaches and how to conduct them. A few years ago, the only time

More information

Performance Management: A Tool For Employee Success

Performance Management: A Tool For Employee Success Performance Management: A Tool For Employee Success Guidelines, Process and Useful Hints for Supervisors and Staff (Updated 1/08) University of Missouri Division of Finance & Administration Table of Contents

More information

Boston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt

Boston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt Boston University 2015 Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) October 2015 TABLE

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065)

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) I. DESCRIPTION OF WORK Positions in this banded class supervise of a group of mechanics,

More information

Copyright 2015 Human Capital Institute. All rights reserved.

Copyright 2015 Human Capital Institute. All rights reserved. Copyright 2015 Human Capital Institute. All rights reserved. 1 Executive Summary 3 Practicing Performance Management 4 Manager as Coach 16 Supporting and Developing Managers 21 Key Insights and Recommendations

More information

IT Service Provider and Consumer Support Engineer Position Description

IT Service Provider and Consumer Support Engineer Position Description Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Crit Care Nurs Q Vol. 33, No. 2, pp. 133 138 Copyright c 2010 Wolters Kluwer Health Lippincott Williams & Wilkins

Crit Care Nurs Q Vol. 33, No. 2, pp. 133 138 Copyright c 2010 Wolters Kluwer Health Lippincott Williams & Wilkins Crit Care Nurs Q Vol. 33, No. 2, pp. 133 138 Copyright c 2010 Wolters Kluwer Health Lippincott Williams & Wilkins Beyond the Classroom to Coaching Preparing New Nurse Managers Pamela DeCampli, MSN, RN;

More information

PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING

PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING OUTLINE Definition of Performance Appraisal Why Performance Appraisal (Objectives) Benefits Types of Performance Appraisal Appraisal System

More information

Executive Onboarding Program

Executive Onboarding Program Executive Onboarding Program University of Miami www.miami.edu/executiveonboarding 2011 Contents CONTENTS... 0 EXECUTIVE SUMMARY... 1 KEY AREAS OF FOCUS... 2 TRANSITIONING THE PROFESSIONAL... 3 EXECUTIVE

More information

Date Started Current Position. Instructions

Date Started Current Position. Instructions Client Company Performance Appraisal Review for Non-Exempt Employees Employee Name Title of Review Department Started Current Position Current Supervisor Instructions Review employee s performance for

More information

Throw Out the Annual Performance Appraisal and Move to an Agile System

Throw Out the Annual Performance Appraisal and Move to an Agile System Throw Out the Annual Performance Appraisal and Move to an Agile System Traditional performance appraisals can be ineffective because they are not adaptable to today s changing world of work. Too often

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

Q: What is Executive Coaching? Q: What happens in an executive coaching session? Q: How does Executive Coaching Take Place?

Q: What is Executive Coaching? Q: What happens in an executive coaching session? Q: How does Executive Coaching Take Place? Executive Coaching Information Sheet The following are typical questions people have about Executive Coaching. The answers provided reflect Excelerate s approach, beliefs and experiences as a tenured coaching

More information

Comprehensive Leadership Development Program. Human Resources - Learning & Development

Comprehensive Leadership Development Program. Human Resources - Learning & Development Comprehensive Leadership Development Program Human Resources - Learning & Development City of Greensboro Human Resources Development Program Highlights of Development Program How it Works Next Steps Comprehensive

More information

Developing a Communication Plan for your WFP Implementation

Developing a Communication Plan for your WFP Implementation Developing a Communication Plan for your WFP Implementation The objectives of developing a communication plan for your Workforce Planning implementation are to: Obtain support for the WFP process. Involve

More information

Delivered in an Online Format. Revised November 1, 2014. I. Perspectives

Delivered in an Online Format. Revised November 1, 2014. I. Perspectives 1 Prospectus of the Ed.D. in Curriculum and Instruction Delivered in an Online Format Revised November 1, 2014 I. Perspectives The online Doctor of Education (Ed.D.) in Curriculum is a graduate degree

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

Summer 2014 CCG in NYC Internships

Summer 2014 CCG in NYC Internships Summer 2014 CCG in NYC Internships College Access: Research and Action (CARA) was founded to support the college access work of schools, community- based organizations, and universities. Using educational

More information

Leaders Developing Leaders

Leaders Developing Leaders Leaders Developing Leaders ABOUT US Accelerated Leadership Group (ALG) is a leadership development consulting firm considered unique among its peers. From the start, when we founded the firm, our goal

More information

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective

More information

EXECUTIVE EDUCATION CORPORATE PROGRAMS

EXECUTIVE EDUCATION CORPORATE PROGRAMS EXECUTIVE EDUCATION CORPORATE PROGRAMS LEADERSHIP DEVELOPMENT Becoming a Leader: Principle and Practice To remain innovative and relevant in the current economic context, companies begin to shift from

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn

More information

MANAGING CHANGE. A Tool for Those Managing People During Organizational Change

MANAGING CHANGE. A Tool for Those Managing People During Organizational Change MANAGING CHANGE A Tool for Those Managing People During Organizational Change Introduction to Managing Change 1 2 Managers must focus their attention on three elements of the change process associated

More information

Professional & Scientific Performance Appraisal

Professional & Scientific Performance Appraisal Professional & Scientific Performance Appraisal Employee s Name: Employee s University ID #: Employee s Title: Department: Date Employee Began Current Position: Review Period: From: To: Supervisor s Name:

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

Dartmouth LEADS Information Packet

Dartmouth LEADS Information Packet Dartmouth LEADS Information Packet Program Description Page 2 Curriculum Overview Page 3 Role of Participant s Supervisor Page 4 Program Details Page 5-6 Dates for Dartmouth LEADS Sessions 2015 2016 Kickoff

More information

Business Relationship Manager Position Description

Business Relationship Manager Position Description Manager Position Description February 9, 2015 Manager Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

University of California, Berkeley

University of California, Berkeley University of California, Berkeley Performance Management Executive Briefing As part of UC Berkeley s commitment to excellence, we must support the excellence of our staff. The process of Performance Management

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by:

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by: CARLETON UNIVERSITY POSITION DESCRIPTION Position Title: Manager, HR Systems Position No.: 298879 Reports to: Department: Assistant Director HR, Talent Programs Human Resources Approved by: (Incumbent/Date)

More information

International Executive Development Programme 2011

International Executive Development Programme 2011 The Banking Sector Education & Training Authority International Executive Development Programme 2011 Address Thornhill Office Park, Block 15, 94 Bekker Road, Midrand, 1685 PO Box 11678, Vorna Valley, 1686

More information