A guide to helping people to succeed at work

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "A guide to helping people to succeed at work"

Transcription

1 Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended for managers and those with responsibility for enabling staff. Coaching is a rapidly growing method for helping people to improve, develop, learn new skills, find personal success, achieve aims, manage change and overcome personal challenges. It can be used both in our professional and in our personal lives. This guide will concentrate on the former, providing an overview of what coaching is, how it can be used, by whom, when and where, and how to access it. Introduction Developing coaching skills helps managers meet a number of typical People Management Competencies. For example, coaching skills enable managers to: Manage individuals effectively to create a high performing team Provide leadership, direction and feedback on individual and team goals Facilitate the training and development of appropriate skills within the team Encourage personal development and helps others to learn Foster effective two-way communication. Coaching may also benefit organisations by: Increasing staff commitment and satisfaction, which can lead to improved performance and retention Equipping managers with a powerful tool to handle change Enabling people to deal with conflict in a positive, transparent way Demonstrating to staff that the organisation is committed to developing them and helping them improve their skills Supporting staff who have been promoted to succeed with new responsibilities and to be accountable Supporting implementation of other training and development outcomes Improving people management and development.

2 Those receiving coaching benefit by: Learning to solve their own problems and be accountable Improving work-related skills and performance Addressing personal issues that might otherwise affect their performance at work Learning how to identify and act on development needs Having greater confidence and accepting responsibility Becoming more effective and assertive in dealing with people Having a positive impact on inter-personal relationships Developing greater self-awareness and gaining new perspectives on ability Acquiring new skills and abilities Developing greater adaptability to change Reducing stress levels. Coaching benefits teams by: Encouraging communication and feedback between team members Developing openness to new ways of working Working in a culture of shared understanding, possibilities, options and decision-making. Managers gain from using coaching by: Taking time to understand an issue that is affecting the performance of a team member / colleague Demonstrating commitment to supporting and developing the skills, knowledge and abilities of a team member / colleague Developing skills that are valued and transferable across many roles within work and outside Developing effective working relationships with staff making the responsibility of managing them more constructive and rewarding Developing reciprocity in the working relationship leading to opportunities for effective delegation Promoting effective change management and leadership of problem resolution. What is coaching? Coaching is concerned with getting the best out of people, through helping them to realise their potential and ensuring that they have the skills, understanding, knowledge and motivation to succeed. Coaching is directly linked to change in that it is about helping the person move from a stuck or challenging place to an improved position or place (e.g. helping someone shift their perspective, level of confidence, skill, motivation, attitude). Based on the belief that we can create conditions to support people to succeed, coaching can be defined simply as skilful questioning to bring out the best in people, helping them achieve their goals more effectively. Coaching or mentoring? Coaching and mentoring share some common features and the terms are sometimes used interchangeably. This may be because both take place on a 1:1 basis, with a view to helping people to develop knowledge and skills. They both involve defining goals and outcomes, confidentiality agreements, careful questioning and considerate listening to explore issues and aims. Goals may be similar, focusing on professional growth, career development, reaching specific short or longterm objectives. Both coaching and mentoring arrangements may involve drawing up a formal agreement regarding the number and frequency of sessions, timeframes and record keeping. COACHING Coaches need not have first hand experience of the coachee s line of work. Coaches will ask powerful questions and not offer or give advice Line managers can use coaching approaches successfully in the management and development of team members.

3 MENTORING Mentoring is a planned pairing of a more skilled or experienced person (usually in the same field of work) with a less experienced person. Ideally mentors have no line management relationship to the mentee. Mentors will often provide direction and advice and should open organisational doors for mentees. Mentors can provide a neutral 'sounding board', assure total confidentiality, and have no agenda other than assisting their mentees in their development and to reach their goals. Coaching in the workplace Professional coaching In this context, professional coaches (who are external or internal and frequently referred to as executive or senior management coaches) work with senior people to develop their capacities in leadership and management, at both strategic and operational levels. They frequently have experience as senior members/directors of organisations, hold a coaching qualification, undertake regular supervision of their work and maintain a CPD portfolio. Where a professional coach comes from within an organisation he or she should be external to the working environment of the coachee. Professional coaching is particularly helpful where an objective perspective of an issue or dilemma is beneficial or where confidentiality may be a particular issue. Individuals who benefit from coaching from a professional coach are likely to have significant organisational responsibility and be accountable for a wide portfolio of strategic and/or operational, corporate and/or departmental performance, quality assurance, senior staff and/or significant numbers of people or projects. There will be clear expectations within their role to lead and manage organisational change and improvements effectively and within the resources available. Using a professional coach requires a significant investment in, and commitment to, the person being coached. It offers the long-term prospect that the individual will be self sufficient in providing solutions to a variety of significant multi-faceted workplace problems. Professional coaching is usually time limited. Manager as coach The knowledge and skills of managers and leaders extend across a variety of subject and work areas in addition to their management role. Responsibility for the contribution and effective performance of groups/team(s) involves sharing expertise with colleagues on a regular basis. Combining this with a coaching style of management, which encourages individuals to find their own successful ways of working is one facet of effective leadership and management. Managers frequently use coaching skills to enable staff to be successful in their role, varying their style according to individual needs, and the situation at the time. When and where to use coaching Coaching can take place at any time during the working day when assistance is needed or requested by a colleague or team member to: Deal with dilemmas about change Develop new work-related skills or behaviours Enhance their knowledge Develop their career Overcome difficulties in their team, task or role. Coaching can be used when a significant discussion about work, or even non-work related matters, would be helpful in order to help generate or re-discover motivation in the workplace. It is a valuable skill to use during appraisal and during conversations about performance that take place either formally or informally.

4 How to coach in your daily work These principles underpin good coaching: Listening is more important than talking Understand what motivates people Everyone is capable of achieving more People s past need not be an indication of their future People's beliefs about what is possible for themselves are their only limits Coaches do not provide the answers except if asked, or if specialist/ technical input is required Coaching does not include criticising. Listening and the effective use of questions are foundation skills for coaching. Body language, tone of voice, and the physical environment provide nonverbal cues and it is crucial to understand and be sensitive to these. G.R.O.W. (John Whitmore, Coaching for Performance, 1992) is one effective model for managers seeking to adopt a staff-centred approach to coaching. The following sequence of questions may be a useful starting point: Goal: What is your goal? What are you aiming to achieve/solve? What aspect of this would you like to discuss/ work on first? What specifically needs to change? How does this contribute to longer-term aims? Reality: What is the current reality? How far are you from your goal? What is stopping you reaching it? What have you tried so far? What influencing factors are there? What assumptions are being made that have/ have not been explored? Options: What could you do to change things? What other options do you have? What are the pros and cons? What/who do you need to help you? What resources/skills do you already have? Which option would you most like to act on? Way forward: Which of these actions are you going to take? When will you do what? What helps/hinders progress? What support might you need to ensure you take action and how can you get it? G.R.O.W. is just one framework for effective coaching.the following structure is also effective: Agree the topic This may: Be identified naturally Be required because of organisational change Be identified through appraisal Arise from the individual s role. Topics need to be agreed between coach and coachee, as learner commitment is essential for success. Identify the goals It is essential to be specific about the long-term aim as well as the particular aim for the coaching session. These should be as S.M.A.R.T. (Specific, Measurable, Agreed, Realistic, and Timed) as possible. Promote discovery The coach can do this by active listening, drawing out the consequences and sharing experience.

5 Agree parameters You have agreed the topic, set goals, discussed options and shared experiences. Now be specific about what is to be done and by when. This is particularly important when individuals are taking on a new task that needs to be carefully monitored. Authorise and empower Consider what authority the individual requires to carry out actions between now and the next session and who else needs to be informed. Your help will enable them to maintain their selfmotivation and help them avoid or break through barriers. Recap At the end of the session ensure the individual is clear about what to do next. Should you want to learn more about coaching in the management role there are a range of coaching models that provide helpful frameworks to the process. The most prevalent of these is the GROW model (touched on above), which can be used as a script for the coach to follow. Coaching and staff appraisal The annual performance appraisal is an opportunity to enhance employee performance and create greater success for your organisation. Coaching skills can be used to create a good performance appraisal experience for both the manager and team member and can keep the member of staff motivated throughout the year. Feedback from appraisers and appraisees across many organisations suggests that appraisals are becoming more beneficial as a useful management tool for developing people. With the manager using coaching skills committed to the appraisee s success, the atmosphere can change significantly and the experience can be more rewarding and productive. Simple coaching questions can reframe the appraisal experience, creating a positive, goaloriented environment. Here are some useful questions you might like to ask during the appraisal meeting: What is the objective/issue/dilemma? Whose issue is it? What is going well/ what is working (even if only partially)? How can we build on this success? What would be ideal? What is do-able? How does this make you feel? What are the challenges you are dealing with? What resources do you need? What are your next steps? Coaching is ideally suited to setting positive objectives because the process is iterative, requiring discussion and refinement along the way. It is about meeting with staff regularly, reviewing the goals and creating new plans for the coming period. One way of doing this is to use regular team meetings to review the vision and the accomplishments of the team, reflecting on what s going well and, when progress is slow towards an objective, coaching skills can help to explore and pin point what the problem is and how to change it to make progress. The aim should be improved two-way communication that will increase team members motivation and ability to make progress. Team coaching also develops the management role into one of both leader and partner, working with solutions from within the team to significantly improve results. Has coaching made an impact? This is an important question to ask about any management and leadership activity. As a manager you will want to know whether the team member has become more effective in the area addressed. The person coached will want to see some results too. It is important to review the outcome soon after a new skill or behaviour has been practiced and later as learning deepens. The iterative nature of coaching means that questions can be discussed regularly.

6 Recipients of effective coaching invariably find it a positive experience as the following testimonials illustrate: The main value of coaching is to focus on a small number of current dilemmas, discuss them and come up with ways forward. The coach always got me to suggest options of the way forward. Personally I feel I have benefited by having a person with whom I can share dilemmas. It helps to be asked questions that one might not ask oneself when too close to the situation. Voicing one s thoughts and beliefs to a person who was neutral made me think about what I was saying. The coach also asked me questions that made me make links to different aspects of myself and I realised that techniques I applied to one part of my life could be applied to other areas. Recording your coaching If you are a manager, it will be helpful for your continuing professional development to keep a record of the instances where you use coaching. This will enable you to reflect on and improve your coaching skills. It is also important for your line manager and organisation to understand the impact that coaching is having. Adapted from a University College London (UCL) document Helping you to improve social outcomes

University of York Coaching Scheme

University of York Coaching Scheme University of York Coaching Scheme Guidelines July 2014 Learning and Development Contents Introduction to Coaching... 2 What is the difference between Coaching, Mentoring, Counselling and Mediation?...

More information

Certificate III in Government PSP30112 Description

Certificate III in Government PSP30112 Description Certificate III in Government PSP30112 Description This generalist qualification covers entry-level competencies for a career in the public sector, with a particular focus on meeting the ethical and legislative

More information

Using PDPs is not the same as simply putting groups of employees through traditional training programmes.

Using PDPs is not the same as simply putting groups of employees through traditional training programmes. development plans (PDPs) provide a powerful, flexible way to link employees professional and personal development with the development of your business. A PDP is a short, unambiguous written document usually

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

Job Description. Team Supervisor

Job Description. Team Supervisor Job Description Title: Call Handler Band: Band 3 Location: Various Reports to: Team Supervisor Job Purpose The post holder will be responsible for the assessment of presenting clinical symptoms, using

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

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

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

Position Description

Position Description Position Description Position details: Title: Reports to: Reports professionally to: Date: Nurse Educator General Medicine Nurse Unit Manager General Medicine Nurse Unit Manager General Medicine November

More information

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: 10.16 NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance

More information

TEACHING AND LEARNING STRATEGY

TEACHING AND LEARNING STRATEGY Seevic College TEACHING AND LEARNING STRATEGY Key values Respect Responsibility Results February 2013 Version 1.2 - February 2013 Page 1 1.0 INTRODUCTION At Seevic College every student matters. To achieve

More information

Unit purpose and aim. The Learner will: 1 Understand the structure of their organisation

Unit purpose and aim. The Learner will: 1 Understand the structure of their organisation Unit Title: Understanding the employing organisation OCR unit number 7 Sector unit number EA3-3 Level: Level 3 Credit value: 3 Guided learning hours: 23 Unit accreditation number R/600/1764 Unit purpose

More information

Nurse Practitioner Mentor Guideline NPAC-NZ

Nurse Practitioner Mentor Guideline NPAC-NZ Nurse Practitioner Mentor Guideline NPAC-NZ Purpose To provide a framework for the mentorship of registered nurses to prepare for Nurse Practitioner (NP) registration from the Nursing Council of New Zealand.

More information

Practical Experience Requirements Initial Professional Development for Professional Accountants

Practical Experience Requirements Initial Professional Development for Professional Accountants International Accounting Education Standards Board AGENDA ITEM 2-3 Revised Draft of IEPS(Clean Version) Proposed International Education Practice Statement Practical Experience Requirements Initial Professional

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

Version No: 2 Target audience All Healthwatch Bury staff and members/champions. 1 Original policy Draft

Version No: 2 Target audience All Healthwatch Bury staff and members/champions. 1 Original policy Draft POLICY Title Annual Performance Appraisal and Personal Development review Purpose and summary of To provide support and supervision for Directors, staff and policy members to undertake their roles and

More information

Introductory Level Management Training Programme

Introductory Level Management Training Programme Introductory Level Management Training 2016 Foreword January 2016 Managers and supervisors across the career development sector, be this in the context of career education, career guidance/development,

More information

PERFORMANCE APPRAISAL 360 Review Form

PERFORMANCE APPRAISAL 360 Review Form PERFORMANCE APPRAISAL 360 Review Form Employee Name Unit / Department Position Date of Hire Date Entered Current Position Appraisal Completed By (Manager or Supervisor s Name) Date Completed PURPOSE FOR

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

PERSONAL DEVELOPMENT PLAN (PDP)

PERSONAL DEVELOPMENT PLAN (PDP) Date of PDP: Review Date of PDP: PERSONAL DEVELOPMENT PLAN (PDP) PERSONAL DETAILS Name.. Current Address.. Telephone Numbers Work.... Mobile E-mail Address... Qualifications (with dates)... Dental School/University.

More information

Understand your role

Understand your role The CARE CERTIFICATE Understand your role What you need to know THE CARE CERTIFICATE WORKBOOK Standard Your role - Tasks, Behaviours and Standards of work Your role will have a job description. This tells

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited INVESTORS IN PEOPLE ASSESSMENT REPORT Rodor Housing & Support Limited Page: 1 of 11 Key Information Assessment Type Investors in People Specialist Name First time assessment Sue Long Visit Date 10/2/2014

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

Questions for workplace needs analysis surveys

Questions for workplace needs analysis surveys Questions for workplace needs analysis surveys Notes 1. These questions come from workplace basic skills surveys that include native-speakers. 2. Interviewers will need to reformulate questions according

More information

Management and Business Consultancy. National Occupational Standards October 2009

Management and Business Consultancy. National Occupational Standards October 2009 Management and Business Consultancy National Occupational Standards October 2009 Skills CFA 6 Graphite Square, Vauxhall Walk, London SE11 5EE T: 0207 0919620 F: 0207 0917340 Info@skillscfa.org www.skillscfa.org

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Developing a Learning Plan. A Learning Plan can serve as a useful tool for planning and managing professional development.

Developing a Learning Plan. A Learning Plan can serve as a useful tool for planning and managing professional development. Developing a Learning Plan A Learning Plan can serve as a useful tool for planning and managing professional development. Developing a Learning Plan requires that you: 1. Identify a Learning Goal, the

More information

Mentoring and Coaching CPD Capacity Building Project National Framework for Mentoring and Coaching

Mentoring and Coaching CPD Capacity Building Project National Framework for Mentoring and Coaching Mentoring and Coaching CPD Capacity Building Project National Framework for Mentoring and Coaching Contents: Principles of Mentoring and Coaching Mentoring and Coaching: Core Concepts Skills for Mentoring

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Similarities and Differences in Coaching & Mentoring

Similarities and Differences in Coaching & Mentoring Similarities and Differences in Coaching & Mentoring Corporate growth in the 21 st century requires management to reach far beyond traditional skills such as training, supervision and management. Personnel

More information

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Foundation Year in Social Sciences and

Foundation Year in Social Sciences and UNIVERSITY OF BRADFORD Faculty of Social Sciences Division of Sociology and Criminology Programme title: Foundation Year in Social Sciences and Management Awarding and teaching institution: University

More information

Our work. Advocacy Mentoring Participation Policy & research

Our work. Advocacy Mentoring Participation Policy & research Our work Advocacy Mentoring Participation Policy & research All services are open to children and young people cared for away from home e.g. residential care, foster care, kinship care and those leaving

More information

PERFORMANCE DEVELOPMENT PROGRAM

PERFORMANCE DEVELOPMENT PROGRAM PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator

More information

SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW

SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW NAME: PROGRAM: POSITION: REVIEW PERIOD: Introduction As part of the annual employee performance evaluation and review process,

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

Managing for Results. Purpose. Managing for Results Practitioner-level Standards Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right

More information

KEY SKILLS OF JUNIOR CYCLE

KEY SKILLS OF JUNIOR CYCLE KEY SKILLS OF JUNIOR CYCLE Key skills of junior cycle Learners need a wide range of skills to help them face the many challenges presented to them in today s world. They develop specific skills in their

More information

Project Leader Job Profile

Project Leader Job Profile Project Leader Job Profile (This role requires an enhanced DBS disclosure with barred list checks) The purpose of this role is to: You will provide leadership and day to day supervision within specific

More information

Digital Industries Apprenticeship: Assessment Plan. Cyber Security Technologist. April 2016

Digital Industries Apprenticeship: Assessment Plan. Cyber Security Technologist. April 2016 Digital Industries Apprenticeship: Assessment Plan Cyber Security Technologist April 2016 1 Digital Industries Apprenticeships: Assessment Plan 1. General Introduction and Overview The apprenticeship Standard

More information

REVENUE BUREAU ANNUAL PERFORMANCE EVALUATION PURPOSE & PROCESS SUBJECT TO LMC REVIEW AND REVISION IN SEPTEMBER 2009 INTRODUCTION

REVENUE BUREAU ANNUAL PERFORMANCE EVALUATION PURPOSE & PROCESS SUBJECT TO LMC REVIEW AND REVISION IN SEPTEMBER 2009 INTRODUCTION REVENUE BUREAU ANNUAL PERFORMANCE EVALUATION PURPOSE & PROCESS SUBJECT TO LMC REVIEW AND REVISION IN SEPTEMBER 2009 INTRODUCTION The annual Performance Evaluation (PE) is a communication tool designed

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Training Products Portfolio

Training Products Portfolio Training Products Portfolio Supporting learning, development and change Training and Consultancy Chapel House are a UK based, accredited, professional training and consultancy organisation with programmes,

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

Section 5 - Developing Parent Participation

Section 5 - Developing Parent Participation Section 5 - Developing Parent Participation d) Training Subject: How to Improve Skills and Knowledge through Training Who this is for: Particularly relevant to members of parent forums What this section

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

Position Description. Enterprise Agreement: Budget Responsibility: Internal:

Position Description. Enterprise Agreement: Budget Responsibility: Internal: Position Description Position Details Position Scope Title: Business Manager Air Ambulance Victoria Enterprise Agreement: Ambulance Victoria (Management and Administrative Staff) Enterprise Agreement 2010

More information

Getting the best from your 360 degree feedback

Getting the best from your 360 degree feedback 1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...

More information

Your personal development

Your personal development The CARE CERTIFICATE Your personal development What you need to know THE CARE CERTIFICATE WORKBOOK Standard Developing a personal development plan (PDP) Personal development happens throughout your life.

More information

The Wisconsin Comprehensive School Counseling Model Student Content Standards. Student Content Standards

The Wisconsin Comprehensive School Counseling Model Student Content Standards. Student Content Standards The Wisconsin Comprehensive School Counseling Model Student Content Standards The Wisconsin Comprehensive School Counseling Model builds the content of developmental school counseling programs around nine

More information

Personal Development Plan

Personal Development Plan I. ESTABLISH FOCUS and DIRECTION Personal Development Plan Provide better planning and structure to meetings Establish formal meeting agenda to be used during my 1:1 with direct reports, senior staff meetings,

More information

Personal, Learning & Thinking Skills

Personal, Learning & Thinking Skills Personal, Learning & Thinking Skills Guidance for Young Apprenticeship in Business & Administration Value of Personal, Learning and Thinking Skills (PLTS) The Council for Administration (CfA) has identified

More information

Leadership in Action Briefing Pack: Cohorts 15 & 16

Leadership in Action Briefing Pack: Cohorts 15 & 16 Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles

More information

Leadership Guide. DALE CARNEGIE DIGITAL Presents. Manage Change Effectively

Leadership Guide. DALE CARNEGIE DIGITAL Presents. Manage Change Effectively Leadership Guide DALE CARNEGIE DIGITAL Presents Manage Change Effectively Introduction MANAGE CHANGE EFFECTIVELY Organizations today operate in an environment of rapid, continuous change. Changes engage

More information

It will be the line manager s responsibility to structure the programme in such a way that both parties are clear about what to expect.

It will be the line manager s responsibility to structure the programme in such a way that both parties are clear about what to expect. A GUIDE TO MANAGING PROBATION PERIODS SUCCESSFULLY During a new employee's probationary period, the line manager should follow a formal structured procedure that is aimed at assessing and reviewing the

More information

Employee Performance Management Policy and Procedure

Employee Performance Management Policy and Procedure Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:

More information

Perspectives. Employee voice. Releasing voice for sustainable business success

Perspectives. Employee voice. Releasing voice for sustainable business success Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice

More information

Used as content for outbound telesales programmes and (potentially) inbound telesales response.

Used as content for outbound telesales programmes and (potentially) inbound telesales response. Upgrading from Hosted E-mail to a Unified Communication Suite Telesales scripts This document provides recommendations and sample scripts that could be used to target customers for upgrade from hosted

More information

STRATEGIC PLANNING TEN-STEP GUIDE. Planning is a critical component of good business and good management of business.

STRATEGIC PLANNING TEN-STEP GUIDE. Planning is a critical component of good business and good management of business. STRATEGIC PLANNING TEN-STEP GUIDE THE IMPORTANCE OF PLANNING Planning is a critical component of good business and good management of business. Planning helps assure that a business remains relevant and

More information

QTC Training & Education. Certificate IV of Project Management BSB41507 Study by Correspondence

QTC Training & Education. Certificate IV of Project Management BSB41507 Study by Correspondence Certificate IV of Project Management BSB41507 Study by Correspondence Career-relevant, Accredited and Industry Endorsed Because QTC vocational courses are developed in consultation with relevant industry

More information

Training Courses for the PRIVATE HEALTHCARE SECTOR

Training Courses for the PRIVATE HEALTHCARE SECTOR Training Courses for the PRIVATE HEALTHCARE SECTOR CONTENTS ABOUT US About Us 3 Conflict Resolution 4 Breakaway 6 Our mission is to make you and your team safer and more secure. We inspire a greater level

More information

ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT

ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT 114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk

More information

JOB DESCRIPTION. Provide technical support and maintenance for college IT systems and key applications.

JOB DESCRIPTION. Provide technical support and maintenance for college IT systems and key applications. JOB DESCRIPTION POST TITLE: IT SYSTEMS ENGINEER POST REF: 15/194 REPORTS TO: COMPUTING SUPPORT MANAGER DATE: JULY 2015 JOB PURPOSE: Provide technical support and maintenance for college IT systems and

More information

Customer Experience Functional Lead - BaseCamp. Business Change Manager

Customer Experience Functional Lead - BaseCamp. Business Change Manager Position Profile Position: Customer Experience Functional Lead - BaseCamp Position Incumbent: Company: Location: Reporting to: Meridian Energy Christchurch Business Change Manager Date: December 2008 This

More information

COACHING & BEHAVIOURAL CHANGE

COACHING & BEHAVIOURAL CHANGE EXECUTIVE EDUCATION COACHING & BEHAVIOURAL CHANGE BE EXCEPTIONAL. THE HENLEY WAY. COACHING & BEHAVIOURAL CHANGE AT HENLEY Introduction The Henley experience Established in 2004, the Henley Centre for Coaching

More information

Chapter 15 Personnel Management

Chapter 15 Personnel Management Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating

More information

Job Description. Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required

Job Description. Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required Job Description Job Title: Grade: Accountable to: Base: 1. JOB PURPOSE Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required The purpose of the

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

15 Most Typically Used Interview Questions and Answers

15 Most Typically Used Interview Questions and Answers 15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information

Professional Selling Skills The Psychology of Sales Strategic Selling

Professional Selling Skills The Psychology of Sales Strategic Selling MAGUIRE SALES ACADEMY The Maguire Sales Academy provides delegate with the opportunity to be exposed to consultant trainers with many years of experience and knowledge in a variety of industry sectors.

More information

Explain how Employee Performance is Measured and Managed

Explain how Employee Performance is Measured and Managed Explain how Employee Performance is Measured and Managed For this last section of my report I will be discussing how employee performance can be both managed and measured. In addition to this, I will also

More information

Consulted with: Ormiston Academies Trust, ASCL, ATL, GMB, NAHT, NASUWT, NUT, Unison and Unite.

Consulted with: Ormiston Academies Trust, ASCL, ATL, GMB, NAHT, NASUWT, NUT, Unison and Unite. Policy name: Managing teacher performance - Appraisal procedure Date consulted on: September 2014 Date for review: August 2015 Author: Ormiston Academies Trust - HR department Consulted with: Ormiston

More information

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants

More information

TAE40110 Certificate IV in Training and Assessment. Course Overview

TAE40110 Certificate IV in Training and Assessment. Course Overview TAE40110 Certificate IV in Training and Assessment Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. TAE40110 Certificate IV in Training and Assessment...

More information

The OPEN Manifesto Future City Principles

The OPEN Manifesto Future City Principles November 2013 The OPEN Manifesto Future City Principles 2 OPEN Manifesto The Open Manifesto paves the way for a more responsive city that adapts to the needs of its citizens. The success of Glasgow s Open

More information

MODULE 5: EFFECTIVE SUPERVISION : OUTLINE

MODULE 5: EFFECTIVE SUPERVISION : OUTLINE Field Instructor Training Program: From Practitioner to Educator MODULE 5: EFFECTIVE SUPERVISION : OUTLINE Competency Objectives: 1) Define the elements of effective field supervision; 2) Identify strategies

More information

A Principal s Guide to Intensive Reading Interventions for Struggling Readers in Reading First Schools

A Principal s Guide to Intensive Reading Interventions for Struggling Readers in Reading First Schools BUILDING A C OMMUNITY OF R EADING E XPERTS A Principal s Guide to Intensive Reading Interventions for Struggling Readers in Reading First Schools PROFESSIONAL DEVELOPMENT We will never teach all our students

More information

Webinar 3: Mentoring and Other Ways to Leverage the Impact of Training. Association of Public and Land-grant Universities.

Webinar 3: Mentoring and Other Ways to Leverage the Impact of Training. Association of Public and Land-grant Universities. Webinar 3: Mentoring and Other Ways to Leverage the Impact of Training Association of Public and Land-grant Universities October 3, 2013 Introduction This webinar is the third in a series focused on how

More information

Guide to Wellness Action Plans (WAPs)

Guide to Wellness Action Plans (WAPs) Guide to Wellness Action Plans (WAPs) Guide to Wellness Action Plans (WAPs) Developing a Wellness Action Plan (WAP) can help employees to actively support their own mental health by reflecting on the causes

More information

Sample Peer Mentoring Handbook

Sample Peer Mentoring Handbook Sample Peer Mentoring Handbook Sample Peer Mentoring Handbook Designing a Scheme Booklet/Scheme Handbook First, consider your audience: Do you need a series of short pamphlets aimed at different groups

More information

COACHING AND MENTORING in Higher Education

COACHING AND MENTORING in Higher Education COACHING AND MENTORING in Higher Education How to tell the difference Paul Levy Head of Staff and Educational Development University of East Anglia July 15, 2013 Coaching and mentoring Coach and coachee?

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

Leadership and Management Framework Responsibilities

Leadership and Management Framework Responsibilities Leadership and Management Framework Responsibilities Leading and Managing People 1. Provide clear purpose and direction to your team 2. Understand and communicate measurable performance objectives 3. Supervise

More information

Mentorship Program Information Package

Mentorship Program Information Package Mentorship Program Information Package Page 1 of 14 Table of Contents Introduction... 3 Mentor Role and Responsibilities... 4 Member Roles and Responsibilities... 6 Learning Plan Development, Implementation

More information

Behaviour Change Policy Framework The Four E s Model Educate, Encourage, Empower, Enforce

Behaviour Change Policy Framework The Four E s Model Educate, Encourage, Empower, Enforce Behaviour Change Policy Framework The Four E s Model Educate, Encourage, Empower, Enforce Version: 1 Approved by: Date formally approved: Document Author: Sue Holden and Steve Stuart Name of responsible

More information

Performance Management Competencies. for Schedule II Levels 7-12

Performance Management Competencies. for Schedule II Levels 7-12 Performance Competencies for Schedule II Levels 7-12 Performance : What is it? Performance management is a systematic approach to setting performance standards, coaching employees to achieve standards,

More information

KEY CONCEPTS AND IDEAS

KEY CONCEPTS AND IDEAS LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates

More information

Our Code is for all of us

Our Code is for all of us This is Our Code This is Our Code Our Code How we behave forms the character of our company and dictates how others see us. How we conduct ourselves determines if people want to do business with us, work

More information

Coaching. Outcomes: Participants gain an understanding and self-confidence in the basics of coaching and motivating others to perform their best;

Coaching. Outcomes: Participants gain an understanding and self-confidence in the basics of coaching and motivating others to perform their best; Coaching Summary: Participants in this session will learn when to coach and have an opportunity to practice specific coaching skills. During the practice session, participants will identify strengths and

More information

Keith R. Dutton, M.S., SPHR. Connor M. Walters, Ph.D., CFLE. Department of Management & Quantitative Methods

Keith R. Dutton, M.S., SPHR. Connor M. Walters, Ph.D., CFLE. Department of Management & Quantitative Methods Keith R. Dutton, M.S., SPHR Department of Management & Quantitative Methods Connor M. Walters, Ph.D., CFLE Department of Family & Consumer Sciences Illinois State University Understand what motivates your

More information

Syllabus Award, Certificate & Diploma in Business Support

Syllabus Award, Certificate & Diploma in Business Support Syllabus Award, Certificate & Diploma in Business Support Qualifications in Business Support Our Level 5 Qualifications in Business Support have been developed by the Chartered Management Institute in

More information

Employability Skills Summary

Employability Skills Summary s Summary Monday, 22 November 2010 10:55 AM Version 1.2 s Summary Page 2 Table of Contents BSB10107 Certificate I in Business... 3 BSB20107 Certificate II in Business... 4 BSB30107 Certificate III in Business...

More information

Higher National Unit specification. General information for centres. Unit title: Developing the Individual within a Team. Unit code: F870 34

Higher National Unit specification. General information for centres. Unit title: Developing the Individual within a Team. Unit code: F870 34 Higher National Unit specification General information for centres Unit code: F870 34 Unit purpose: This Unit is designed to enable the candidate to demonstrate the knowledge and skills required to participate

More information

Performance and Development Review and Pay Progression Policy

Performance and Development Review and Pay Progression Policy Performance and Development Review and Pay Progression Policy To receive this document in large print, Braille, audio or a language other than English, please contact the Corporate Diversity Team on 01375

More information