ESTABLISH AN AGREEMENT FOR SUCCESS. Learning Objectives Upon completion of this unit, you will be able to:

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "ESTABLISH AN AGREEMENT FOR SUCCESS. Learning Objectives Upon completion of this unit, you will be able to:"

Transcription

1 ESTABLISH AN AGREEMENT FOR SUCCESS Included with this Participant workbook are the following guidebooks, published by Richard Chang Associates, Inc. Building A Dynamic Team Measuring Team Performance Establishing teams is not a cure-all success formula for organizations. Teams will be successful only to the extent that they have a clear purpose, apply elements of high performance teamwork, and can produce measurable results. The goal of this session is to familiarize you with the fundamentals of high performance teamwork and help you build a Team Agreement that will serve as a contract to guide your team through to the completion of your mission. Organizations that master high performance teamwork have a competitive advantage that can translate into real business performance improvement. Learning Objectives Upon completion of this unit, you will be able to: 1. Develop and complete a Team Agreement that conforms to the guidelines found in these training materials and that a team will actually use on-the-job 2. Describe your role in the high performance team process according to the definitions found in these training materials and by using input from others (i.e., team members, team leader, team sponsor) 3. Identify your team s phase of development, as defined in these training materials, and set realistic expectations for team outputs (based on the team s development phase) 1

2 Building A Dynamic Team (cont.) Agenda Building Toward High Performance Starting Up A Team Creating And Using Team Agreements A Checklist For Getting Started Mission And Goals (Part I And Part II, Section 1) Performance Measures (Part II, Section 2) Team Business Objectives (Part II, Section 3) Scope (Part II, Section 4) Support (Part II, Section 5) Rules Of The Road (Part III) Clarify Roles And Responsibilities (Part IV) Summary Looking At Phases Of Team Development 2

3 Creating And Using Team Agreements (cont.) Why Create A Team Agreement? It may seem time consuming or bureaucratic to create this kind of document, yet the most common problem with most teams is a lack of clear direction. The Team Agreement creates alignment on the team from the start by accomplishing these objectives: Clarify scope, goals, and team objectives. Ensure alignment with strategic business objectives. Agree on roles, responsibilities, and time commitments. The Team Agreement is critical if you want to drive your team toward high performance. Process To Create The Team Agreement The team leader and team sponsor may want to draft a "strawman" to jumpstart the team. When developing a Team Agreement, the team should work through the following steps spearheaded by the team leader. 1. The team leader and team sponsor meet to discuss the shared view of big picture issues that impact your team. Questions to address include: What is the purpose and goal of the team? What are the desired outcomes? How will we know the team was successful? 2. The team leader and a couple of team members meet with the team s customers and suppliers (internal and external) to clarify their expectations of the team. 3. The team leader reviews other Team Agreements that were created for similar teams (if available) and determines if the material can be incorporated into their Team Agreement. 4. The team meets to discuss and complete the Team Agreement form shown on the following pages. The format is not the critical element. The thinking and decisions concerning the team s mission are the central issues to be addressed. 5. The team sponsor, team leader, and each team member initials and/or signs the Team Agreement to ensure everyone is on-board with the team s mission and process. The team leader sends a copy to all interested parties. 7

4 Creating Your Team Agreement: A Checklist For Getting Started (cont.) Sample Team Agreement* * If additional tools are used in your local environment, you can continue to use those existing processes just make sure all Team Agreement items are covered. TEAM AGREEMENT Name Of Team: Customer Service Team #2 Date: 5/6/XX Team Leader: Fran Klees Sponsor: Ruth Gamer Team Type:! Natural Work Group Team! Leadership Planning Team! Other Team Type:! Project Team! Process Improvement Team (PIT)! Organizational Systems Team! SWAT Team Part I Map Out Your Team s Mission Statement Building A Dynamic Team Pages Team Mission (i.e., the purpose of team, the charter, etc.): To improve the current telephone communications system which does not fully meet internal and external customers needs (e.g., can be on hold for ten minutes, prompts are too confusing, no way to override prompts, perceived as impersonal, misused based on over-reliance on system versus answering the phone live once in a while, etc.). Part II Chart Your Team s Goals And Priorities 1. Team Goals (i.e., what the team wants to do in support of the mission, key result areas that the team wants to impact, etc.): Building A Dynamic Team Pages To improve the telephone communication system by reducing response time and increasing customer satisfaction. 2. Performance Measures (i.e., specific measures that will be used to assess the team s success in achieving the mission and goals, the team s key indicators of success, etc.): Reference Material And Reproducible Worksheets Pages R5 R11 This team s efforts are linked to the organization-wide Key Result Areas of Customer Satisfaction and Improving Responsiveness To Customers. Specific measures are: 1.) Customer Satisfaction Index (from the G7 marketing report Telephone Communication section). 2.) Response time (as measured by minutes on hold from TCP system). 3.) Percentage of calls using the automated prompt, If you are unsure of your selection, please stay on the line Fran (the team leader) will collect these measures weekly from the G7 and TCP reports and generate a trend report to be submitted at each team meeting. Once the recommendations are implemented, the TCP system will automatically track measurement results and provide comparison to the original data. Fran will present these findings at each team meeting. 11

5 Creating Your Team Agreement: Clarify Roles And Responsibilities (cont.) Aspects Of Team Roles Well-defined roles clarify what each team member is expected to do. This clarity helps prevent misunderstanding and minimize conflicts. A team s success and speed (high performance) are influenced heavily by clarity of and conformity to the roles. Each team needs to clarify its own unique role requirements, but in general the following aspects of team roles must be addressed. TEAM SPONSOR TEAM LEADER TEAM MEMBER Purpose and contribution Link to larger organization Achieve team objectives Generates solutions Focuses on Alignment Objectives Involvement Helps team with Resource allocation and prioritization Direction and focus Ideas and participation Involvement in problem solving Provides the opportunity to learn and practice tools Encourages and guides process Generates ideas Involvement in decision making Encourages appropriate risk taking Creates consensus Provides alternatives Key processes used Asks questions Encourages involvement Participates actively Skills and competencies needed Exhibits listening and good judgment Exhibits leadership and encouragement Exhibits trust and commitment 24

6 LOOKING AT PHASES OF TEAM DEVELOPMENT As high performing teams mature, they follow four primary phases of development. Arrive Thrive Revive Strive Drive Knowledge and understanding of these phases of team development will enable teams to have a balanced perspective on both tasks and processes of team dynamics, and will keep them from overreacting to normal problems and setting unrealistic expectations. Phase 1: Drive KEY CHARACTERISTICS Excitement, anticipation, and optimism Hesitant participation Anxiety, suspicion, and fear about the job ahead and initial attachment to the team Dependence on leadership Complaints about the organization Minimal work accomplishment WHAT THE TEAM CAN DO Clarify the team s purpose, goals, and action plan. Establish procedures for conducting team meetings and for communicating outside of team meetings. Provide opportunities for team members to socialize and learn more about each other. Inspire team members to commit to the work of the team and to believe in the importance of their work. Validate and rely on the communication style and skills each team member brings. 26

7 ESTABLISH AN AGREEMENT FOR SUCCESS Personal Action Plan Key learnings: I need to contact and involve the following: Name How When The specific action steps I will carry out on the job include: What When Additional issues/concerns I need to address: 29

PRODUCE RESULTS-BASED PERFORMANCE PLANS

PRODUCE RESULTS-BASED PERFORMANCE PLANS PRODUCE RESULTS-BASED PERFORMANCE PLANS Included with this Participant Workbook is the following guidebook, published by Richard Chang Associates, Inc. Planning Successful Employee Performance Planning

More information

Rating Scale and Competency Definitions

Rating Scale and Competency Definitions Rating Scale and Competency s Performance Excellence Process (PEP) Fiscal Year 2013-2014 Rating Rating Scale Description -- Too New to Rate Employee has been in the role less than 90 days. More observation

More information

DEMONSTRATE MEASURABLE RESULTS AND RETURN ON INVESTMENT

DEMONSTRATE MEASURABLE RESULTS AND RETURN ON INVESTMENT DEMONSTRATE MEASURABLE RESULTS AND RETURN ON INVESTMENT Why do some Training & Development functions have increasing influence and impact, while others constantly battle for more resources, time, and management

More information

Orienting Your New Employee. Building Blocks for Supervisors Series

Orienting Your New Employee. Building Blocks for Supervisors Series Orienting Your New Employee Building Blocks for Supervisors Series Onboarding your new employee Components of an effective program HR Orientation Campus tours and events Most important-what the supervisor

More information

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012. Charting the Roadmap to Excellence

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012. Charting the Roadmap to Excellence Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012 Charting the Roadmap to Excellence Agenda Set the Stage Goal Setting and Goal Alignment Goal Setting Components

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Sample Performance Appraisal

Sample Performance Appraisal Sample Performance Appraisal Employee Name: Employee Job Title: Review Period Start: Review Period End: Hire Date: Location: Supervisor: Appraisal Date: General Information The purpose of the review is

More information

Professional Mentorship Program Guidebook 2015-2016

Professional Mentorship Program Guidebook 2015-2016 Professional Mentorship Program Guidebook 2015-2016 CFA Society Ottawa Professional Mentorship Program Welcome to the CFA Society Ottawa mentorship program! You have made an important commitment by deciding

More information

Effective Employee Onboarding

Effective Employee Onboarding Effective Employee Onboarding Building Blocks for Supervisors Series Onboarding your new employee n Why is conducting an effective onboarding program so important? n Components of an effective program

More information

Performance Management Handbook. City of American Canyon

Performance Management Handbook. City of American Canyon Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core

More information

Internal Audit Supervisor

Internal Audit Supervisor Career Service Authority Internal Audit Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises professional internal auditing staff responsible for conducting financial, compliance, and performance

More information

Performance Evaluation. August 20, 2013

Performance Evaluation. August 20, 2013 Performance Evaluation Discussion Points for University Support Staff August 20, 2013 Performance Evaluations method to assess job performance. A PSU system would include the following: 1. University Support

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Staff Performance Evaluation

Staff Performance Evaluation Staff Performance Evaluation This form, and any attachment, becomes part of the employee's official personnel file. Employee Name: Position Title: UIN: Department: Review Type: Annual Job At Risk Probationary

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

SUSTAIN ORGANIZATIONAL STRENGTH THROUGH DIVERSITY. Learning Objectives. Agenda

SUSTAIN ORGANIZATIONAL STRENGTH THROUGH DIVERSITY. Learning Objectives. Agenda SUSTAIN ORGANIZATIONAL STRENGTH THROUGH DIVERSITY Included with this Participant Workbook are the following guidebooks, published by Richard Chang Associates, Inc. Team Building For Diverse Work Groups

More information

Learning Objectives Upon completion of this unit, you will be able to:

Learning Objectives Upon completion of this unit, you will be able to: PLANNING SUCCESSFUL EMPLOYEE PERFORMANCE You can t coach and evaluate your employees describing that they are on or off track if you don t have a track! Planning provides the track. Planning employee performance

More information

A Guide To Understanding Your 360- Degree Feedback Results

A Guide To Understanding Your 360- Degree Feedback Results A Guide To Understanding Your 360- Degree Feedback Results 1 Table of Contents INTRODUCTION CORE BELIEFS... 1 PART ONE: UNDERSTANDING YOUR FEEDBACK... 2 360 Degree Feedback... 2 Evaluate Your Effectiveness...

More information

EIGHT QUALITY MANAGEMENT PRINCIPLES

EIGHT QUALITY MANAGEMENT PRINCIPLES EIGHT QUALITY MANAGEMENT PRINCIPLES Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs,

More information

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of

More information

EMPLOYEE EVALUATION WORKSHEET

EMPLOYEE EVALUATION WORKSHEET EMPLOYEE EVALUATION WORKSHEET In preparation of completing the Final Appraisal Form with the Supervisor, the Employee should evaluate and review his/her own previous performance using this worksheet as

More information

Leadership-related Competencies

Leadership-related Competencies -related Competencies Excerpts from the Competency Index for the Library Field http://www.webjunction.org/competencies/articles/content/67024491 Compiled by WebJunction June 2009 Copyright 2009, OCLC Online

More information

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to:

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to: WORKGROUP-LEVEL OVERVIEW Performance Scorecards provide an organized, proven method of defining key business outcomes and data, and should be an integral part of your planning process. Included with this

More information

Program Charter. Your Organizational Logo here. Author(s) Date. Put your organization name here. Put your logo here

Program Charter. Your Organizational Logo here. Author(s) Date. Put your organization name here. Put your logo here Program Charter Your Organizational Logo here Author(s) Date Name of Program: Name of Program Manager: Template Source: http://www.cvr-it.com Page 1 of 5 Program Charter Use this document to help in the

More information

The Rocket Model: Characteristics of High Performing Teams

The Rocket Model: Characteristics of High Performing Teams Retail Brand Leadership Team November 2011 The Rocket Model: Characteristics of High Performing Teams Results 4.0 Power Morale 3.4 3.4 Context Context 3.5 3.5 Norms Buy-In 3.0 3.8 Mission Talent 3.6 3.1

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

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2009 3/31/2010. Charting the Roadmap to Excellence

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2009 3/31/2010. Charting the Roadmap to Excellence Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2009 3/31/2010 Charting the Roadmap to Excellence Agenda Set the Stage Goal Setting and Goal Alignment Goal Setting Components

More information

Module 17: EMS Audits

Module 17: EMS Audits Module 17: EMS Audits Guidance...17-2 Figure 17-1: Linkages Among EMS Audits, Corrective Action and Management Reviews...17-5 Tools and Forms...17-7 Tool 17-1: EMS Auditing Worksheet...17-7 Tool 17-2:

More information

Quality management principles

Quality management principles quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management

More information

Marketing/Public Relations Administrator

Marketing/Public Relations Administrator Career Service Authority Marketing/Public Relations Administrator Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs professional and supervisory work over communications, marketing, and/or public

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

Help Desk & Software Support - Bruin NY, NY

Help Desk & Software Support - Bruin NY, NY Help Desk & Software Support - Bruin NY, NY Summary MetTel has recently developed Bruin, an exciting new Communications Management Platform, and is looking to build a new team that will be responsible

More information

ISO 9001 Quality Management System

ISO 9001 Quality Management System ISO 9001 Quality Management System DETAILED GUIDE ISO 9001 Background ISO 9001:2008 is the world s foremost quality management standard, used by hundreds of thousands of organizations in over 170 countries

More information

Team Dynamics in Process Simplification. Introduction to Process Improvement Slide 1

Team Dynamics in Process Simplification. Introduction to Process Improvement Slide 1 Team Dynamics in Process Simplification Understanding the Basics of Team Development Slide 1 Teams are all around us Slide 2 Each team should: Define their principles in alignment with organizational vision

More information

The Excellence Journey Creating Infinite Possibilities. Building organizational capacity to accomplish extraordinary things.

The Excellence Journey Creating Infinite Possibilities. Building organizational capacity to accomplish extraordinary things. The Excellence Journey Creating Infinite Possibilities Building organizational capacity to accomplish extraordinary things. 1 Celebrating Excellence 2009 Canada Awards of Excellence College of Registered

More information

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary PERFORMANCE EXCELLENCE CAPABILITY Dictionary Introduction The is to be used in the preparation of Position Descriptions at the University, to identify the capabilities and the associated behaviours required

More information

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies

More information

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment

More information

Align employees to achieve strategic outcomes

Align employees to achieve strategic outcomes Align employees to achieve strategic outcomes Ranked #1 in Customer Satisfaction by Performance Management ALIGN Halogen s performance management solution is helping us to align and drive goals, and it

More information

My ISHN contributions (October and November) addressed the advantages of

My ISHN contributions (October and November) addressed the advantages of 1 The Stages of Teamwork My ISHN contributions (October and November) addressed the advantages of using teams to get the best out of behavior-based safety. In October I discussed paradigm shifts needed

More information

QUALITY MANAGEMENT PRINCIPLES

QUALITY MANAGEMENT PRINCIPLES QUALITY MANAGEMENT PRINCIPLES The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management

More information

PERSONAL COMPETENCIES DICTIONARY. Attention to Detail

PERSONAL COMPETENCIES DICTIONARY. Attention to Detail Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved. Provides accurate, consistent numbers on all paperwork Provides information

More information

Interview Questions. Critical thinking Being a self-starter Willingness to learn Willingness to travel Self-confidence Teamwork Professionalism

Interview Questions. Critical thinking Being a self-starter Willingness to learn Willingness to travel Self-confidence Teamwork Professionalism Interview Questions The behavioral interview technique is used to evaluate a candidate s experiences and behaviors, so the employer can determine the applicant s potential for success. The interviewer

More information

Quality Improvement Plan. A plan for improving efficiency and effectiveness in all services, programs, and processes.

Quality Improvement Plan. A plan for improving efficiency and effectiveness in all services, programs, and processes. Quality Improvement Plan A plan for improving efficiency and effectiveness in all services, programs, and processes. May December 2014 Table of Contents Introduction 3 Definitions 4 Quality Improvement

More information

Employee Performance Review and Development (Non-Exempt)

Employee Performance Review and Development (Non-Exempt) Employee Performance Review and Development (Non-Exempt) Employee Name Employment Status: Regular Contingent II Period Covered Date of Review Job Title Division/Department Section/Unit Supervisor Rating

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

<project name> COMMUNICATIONS PLAN

<project name> COMMUNICATIONS PLAN COMMUNICATIONS PLAN Version [n.n Month Day, Year] Project Sponsor: [Name of Business Sponsor] Project Manager: [Name of Project Manager] Project Number: [Number Assigned to the Project] Document History

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for

More information

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY Version 1.1 CORPORATE INFORMATION AND TECHNOLOGY STRATEGY The City of Edmonton s Information and Technology Plan, 2013-2016 Bringing the Ways to Life through Information and Technology June 2013 2 Copyright

More information

Project Management Topics

Project Management Topics S E C T I O N II T W O Project Management Topics SECTION II: PROJECT MANAGEMENT TOPICS TABLE OF CONTENTS Introduction 3 1. PROJECT TRIAGE 5 1.1 Gather the Data 7 1.2 Review and Analyze the Data 10 1.3

More information

United Nations. Competencies for the Future and Emotional Intelligence (EI) Competencies

United Nations. Competencies for the Future and Emotional Intelligence (EI) Competencies United Nations Competencies for the Future and Emotional Intelligence (EI) Competencies Contents Introduction What are competencies? Why are they important? How will they be used? How do I acquire them?

More information

Facilitating Effective Meetings

Facilitating Effective Meetings Facilitating Effective Meetings Ruth A Johnston, Ph.D. ruthj@u.washington.edu 206 685 9838 1 Group Exercise Meeting Nightmare 1. Imagine and then describe your worst meeting nightmare. 2. Discuss how you

More information

CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE

CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE This book was developed by James H. Saylor Copyright 2006. All rights reserved. Printed in the United States of America. Except as

More information

Project Charter Action Team Template

Project Charter Action Team Template DPH Process Action Team (PAT) Project Charter Action Team Template Document produced by Grace Duffy, John Moran & Michael Rudis 1 Introduction: DPH Process Action Team (PAT) This document has a template

More information

ALIGNING DATA SCIENCE MAKING ORGANIZATIONAL STRUCTURE WORK

ALIGNING DATA SCIENCE MAKING ORGANIZATIONAL STRUCTURE WORK ALIGNING DATA SCIENCE MAKING ORGANIZATIONAL STRUCTURE WORK by Ezmeralda Khalil Principal Booz Allen Hamilton Katherine Wood Lead Associate Booz Allen Hamilton As commercial and government entities develop

More information

Executive Director Performance Evaluation and Development Plan Self-Evaluation Summary

Executive Director Performance Evaluation and Development Plan Self-Evaluation Summary Executive Director Evaluation and Development Plan Self-Evaluation Summary Purpose: The purpose of this process is to provide feedback on Executive Director performance, enhance individual performance

More information

Section I: Analyzing Data and Writing Need Statements

Section I: Analyzing Data and Writing Need Statements Section I: Analyzing Data and Writing Need Statements Step 3: Gather and Analyze Data Activities Recommended Tasks Highly Recommended Analyze data and write Need NAC analyzes data and Each Need Statement:

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

Kotter and Bridges handouts for participants who did not attend Workshop 1.

Kotter and Bridges handouts for participants who did not attend Workshop 1. MATERIALS AND PREPARATION: Kotter and Bridges handouts for participants who did not attend Workshop 1. Change Management and Leadership Skills handout for participants who did not attend Workshop 1. Strategic

More information

Wallingford Public Schools - HIGH SCHOOL COURSE OUTLINE. Course Title: Business Principles and Management Course Number: 8163

Wallingford Public Schools - HIGH SCHOOL COURSE OUTLINE. Course Title: Business Principles and Management Course Number: 8163 Wallingford Public Schools - HIGH SCHOOL COURSE OUTLINE Course Title: Business Principles and Management Course Number: 8163 Department: Business & Finance Grade(s): 12 Level(s): Academic Credit: ½ Course

More information

IT Consultant Job Family

IT Consultant Job Family JOB TITLE Promotion Criteria Position Overview Statement: Principal Duties and Responsibilities IT Consultant I (may be Support or Admin) Entry level little or no IT experience required; however, experience

More information

Stages of Team Development

Stages of Team Development Stages of Team Development These stages are commonly known as: Forming, Storming, Norming, Performing, and Adjourning. Tuckman's model explains that as the team develops maturity and ability, relationships

More information

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Table of Contents Introduction 1 Phase 1 9 KRAs 10 Objectives 12 Competencies 19 Performance Indicators 25 Reaching Agreement 27 Phase

More information

Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations

Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations Key Features of TST Hand-Off Communications Module Facilitates the examination of the current hand-off

More information

Sometimes there is confusion over what mentoring is, and what it is not.

Sometimes there is confusion over what mentoring is, and what it is not. What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

More information

Auditing Process-based Quality Management Systems. Charlie Cianfrani and Jack West

Auditing Process-based Quality Management Systems. Charlie Cianfrani and Jack West Auditing Process-based Quality Management Systems Charlie Cianfrani and Jack West Agenda Course objectives What is an audit? How to prepare for and plan an audit How to conduct an audit How to report

More information

9 Steps to Measuring Performance

9 Steps to Measuring Performance 9 Steps to Measuring Performance ALIX LARSON Larson Training & Consulting Inc. April 2003 Agenda What is a Balanced Scorecard Types of measures Where to use a Balanced Scorecard 9 Steps to Developing a

More information

Quality Management Manual

Quality Management Manual Quality Management Manual CONTENTS 1 Introduction... 1 2 Scope... 1 3 Company quality policy... 1 4 The fundamentals of quality management... 2 4.1 The principles...2 4.2 Plan - Do - Check - Act...3 4.3

More information

PREPARING FOR THE INTERVIEW

PREPARING FOR THE INTERVIEW U N I V E R S I T Y C A R E E R S E R V I C E S PREPARING FOR THE INTERVIEW THE INTERVIEW The interview is an opportunity to demonstrate to an employer why you are the best fit for the position. Essentially,

More information

Essential Duties and Responsibilities include the following. Other duties may be assigned.

Essential Duties and Responsibilities include the following. Other duties may be assigned. JOB DESCRIPTION Job Title: Director Supplier Diversity Reports To: Vice President Procurement FLSA Status: Exempt Division: Procurement Prepared By/Date: VP of HR, November, 2015 DUTIES AND RESPONSIBILITIES

More information

EMBRACE TRANSITION FOR FUTURE SUCCESS

EMBRACE TRANSITION FOR FUTURE SUCCESS EMBRACE TRANSITION FOR FUTURE SUCCESS The only thing certain about change is change itself! Included with this Participant Workbook are the following guidebooks, published by Richard Chang Associates,

More information

Business Management and Administration Career Cluster Business and Technology Course Number: 07.44100

Business Management and Administration Career Cluster Business and Technology Course Number: 07.44100 Business Management and Administration Career Cluster Business and Technology Course Number: 07.44100 Course Description: How is technology used to solve business problems and communicate solutions? Business

More information

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION 1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful

More information

Develop «D» Execution & Change Management

Develop «D» Execution & Change Management Develop «D» Execution & Change Management Dr. Abdurrahman Baş Fall 2013 www.abdurrahmanbas.com Contents Three Core Processes of Execution Forces for Change Principles of Change Five Activities Contributing

More information

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing

More information

Establishing Smart Goals Let US Dare

Establishing Smart Goals Let US Dare Establishing Smart Goals Let US Dare Champlain College 2013 Goal Setting Session 1 Aligning Goals throughout the Organization Champlain College s Mission and Vision Organization s Strategic Plan Divisional

More information

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete

More information

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253 Strategic Planning for Small Business 1 Agenda Welcome Overview of Strategic Planning Key Planning Steps and Tools 2 Planning Controlling Management Functions Organizing Leading 3 Planning Alignment Strategic

More information

Annual Appraisal Instructions and Rating Descriptions

Annual Appraisal Instructions and Rating Descriptions Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,

More information

COMMUNITY HOSPITAL NURSE PRACTITIONER/PHYSICIAN ASST

COMMUNITY HOSPITAL NURSE PRACTITIONER/PHYSICIAN ASST EMPLOYEE: PRINTED NAME: REPORTS TO: DEPARTMENT: FLSA STATUS: Date: Emergency Department Medical Director Emergency Department Non-exempt PURPOSE: Provides care to Emergency Department Patients within a

More information

The Standard for Portfolio Management. Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02

The Standard for Portfolio Management. Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02 The Standard for Portfolio Management Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02 Purpose of this Presentation To provide information about The Standard for Portfolio Management Agenda Background

More information

ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART

ATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART INFORMATION REPORT REPORT TITLE: ITEM NUMBER: 1176 DATE OF MEETING: 14 JULY 2014 AUTHOR: JOB TITLE: RESPONSIBLE OFFICER: JOB TITLE: COMMUNITY GOAL: CUSTOMER EXPERIENCE PROGRAM ANNABEL SHINKFIELD MANAGER

More information

Human Resources Supervisor

Human Resources Supervisor Career Service Authority Human Resources Supervisor Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Performs professional and supervisory work over professional human resources staff engaged in performing

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

BUILDING AND SUSTAINING EFFECTIVE COLLABORATIONS

BUILDING AND SUSTAINING EFFECTIVE COLLABORATIONS BUILDING AND SUSTAINING EFFECTIVE COLLABORATIONS Research Brief Prepared by Social Entrepreneurs, Inc. This research brief summarizes findings from 2 studies and reports conducted around the country over

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

Forming, Storming, Norming, Performing and Adjourning

Forming, Storming, Norming, Performing and Adjourning Forming, Storming, Norming, Performing and Adjourning Glen B. Alleman Niwot, Colorado January 2004 glen.alleman@niwotridge.com Managers are people who do things right, while leaders are people who do the

More information

Principles of action. Principles of action

Principles of action. Principles of action Principles of action Principles of action Our vision To be the undisputed world leader in building materials Our commitments To our customers, our employees, our communities, our shareholders The Lafarge

More information

Laying the Groundwork for Successful Coaching Efforts

Laying the Groundwork for Successful Coaching Efforts B e t h e t e a m o f c h o i c e f o r e d u c a t i o n, d i s c o v e r y a n d h e a l t h c a r e. Laying the Groundwork for Successful Coaching Efforts This guide provides a framework around developing

More information

Bloomfield College Staff Employee Performance Review 2014-15

Bloomfield College Staff Employee Performance Review 2014-15 Bloomfield College Staff Employee Performance Review 2014-15 Employee Name: Position: Evaluator: Department: Date of Evaluation: Date of Hire: 1. Summary of departmental mission and customer service philosophy:

More information

Senior Human Resources Business Partner

Senior Human Resources Business Partner Career Service Authority Senior Human Resources Business Partner Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Functions as a strategic human resources consultant, where an agency human resources team

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

ISO 9001 Quality Management System

ISO 9001 Quality Management System White paper ISO 9001 Quality Management System Essential best practice for small businesses ISO 9001 - Quality Management System best practice for small businesses ISO 9001 Overview ISO 9001 is an International

More information

4. Process Monitoring and Measurement

4. Process Monitoring and Measurement 4. Process Monitoring and Measurement 4.1 Management Processes Process management is the ensemble of activities of planning and monitoring the performance of a process. The term usually refers to the management

More information

TEAM LEADERSHIP, EFFECTIVE DELEGATION & CONFLICT MANAGEMENT

TEAM LEADERSHIP, EFFECTIVE DELEGATION & CONFLICT MANAGEMENT TEAM LEADERSHIP, EFFECTIVE DELEGATION & CONFLICT MANAGEMENT Making decisions is one of the most important functions performed by leaders. Many of the activities of managers and administrators involve making

More information

Gilbane s Leadership Competency Model

Gilbane s Leadership Competency Model Version 5.0 October 2013 These thirteen leadership competencies were developed to identify the specific skills, knowledge, and behaviors expected of high performing leaders at Gilbane now and in the future.

More information

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Department of Industrial Engineering Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Policy, strategy and goal deployment Chapter 4 ١ Chapter 4: Learning Outcomes After successful studying

More information