Example. Example AO Ltd 19/10/2011. Page 1 of 9
|
|
- Nancy Harmon
- 7 years ago
- Views:
Transcription
1 Example AO Ltd 19/10/2011 Perspectives 360 provides a framework for assessing management skills. It is designed to provide you with feedback from the people who know you best: the people with whom you work. This report summarises the results of your assessment and is intended to help you identify your management strengths as well as some areas for development. The report comprises an analysis of your scores together with an explanation of your results and some suggestions to help you to improve your management skills. The Specific Skills Profile compares your perception of your management skills with that of the colleagues who also assessed you: where you see any significant differences between the two profiles, you might like to reflect on why that might be the case and what action you could take to rectify this difference of perception. Below is a summary of how people perceive you in each of the Core Management Skills. Page 1 of 9
2 Page 2 of 9
3 Planning Managers are responsible for the efficient use of organisational resources including people, plant, equipment and supplies. The effective use of such resources requires managers to devise, communicate, implement and monitor plans to achieve organisational aims and objectives. Planning is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Developing plans: Prioritising and organising work activities in-line with organisational aims and objectives Are able to prepare clear, well-constructed plans Generally ensure an adequate supply of resources Consistently prioritise and schedule activities to meet objectives Development Action: To improve your planning skills, talk to other people, especially those in your own team, to find out if they have any ideas which you might build into your plans. Hold brainstorming sessions when preparing future plans to make sure they are involved in formulating them. When preparing complex plans, think about using project management techniques such as Gantt charts, Critical Path Analysis or flowcharting. Monitoring performance: Monitoring and reviewing performance against organisational aims and objectives Regularly monitor progress against plans Always take action when performance is below the standard you expect Often check the quality of work and progress against plans Development Action: Using the qualitative and quantitative measures outlined in your plans, check progress regularly to ensure activities are on schedule of the right quality. Keeping track of progress and quality on a routine basis should help you to avoid any nasty surprises later on. In time, you will be able to identify trends and patterns which will help you to improve the efficiency and quality of work for which you are responsible. Focusing on results: Maintaining a focus on achieving organisational aims and objectives Consistently work towards achieving objectives Regularly ensure that others are aware of plans and objectives by reminding them Make modifications to plans to ensure objectives are achieved Development Action: Whilst plans are important, do not be frightened to modify them if they are not delivering the planned outcomes and objectives. Before making any changes, analyse the problem, perhaps by drawing a Cause and Effect Chart to identify the cause of the problem and then make appropriate changes: use the STAR formula STOP, THINK, ACT and RESOLVE. Managing change: Planning for and implementing change to achieve organisational aims and objectives Always keep people informed when there are changes to plans Usually ensure that people understand the reason for any changes Sometimes overlook situations where change is required Development Action: When plans are not working out, you need to make changes. The key to improving performance is to identify small incremental improvements continuously. Thinking about your work processes and systems, make a list of areas where there is room for improvement and brainstorm possible ways to improve. Evaluate each idea and discuss your proposals with your manager. Managing improvement: Taking action to improve performance by acting on the lessons from past successes and failures Identify new and improved ways of doing things and put your ideas into action Tend not to make the same mistake twice because you learn from mistakes Are open to ideas about improving systems and procedures Development Action: Identify new ways of working that will result in one of the following: increased income, decreased Page 3 of 9
4 cost, greater levels of customer satisfaction. Concentrate on those activities which you do not require authorisation to implement and monitor the improvement in performance. Page 4 of 9
5 Communication The principles and processes of effective communication underpin the role of the manager. Managers need to be able to communicate effectively with a range of people, including team members, colleagues, line managers, customers and suppliers. It is important that managers are able to organise, present and communicate their views, ideas and plans according to the needs of the people with whom they interact. Communication is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Explaining clearly: Presenting ideas, plans and problems in ways that promote understanding Are adept at presenting complex ideas and plans in a clear and concise manner Always give instructions and information in a clear logical way Routinely ensure that people understand what you have said by checking their understanding Development Action: Presenting complex ideas and plans requires careful preparation and planning. It is always a good idea to use visual aids to reinforce important points and to distribute any support notes and briefing papers in advance to prepare people for what you want to explain. Influencing others: Presenting views and opinions clearly and positively to others, resulting in agreement and consensus Can always be relied upon to make constructive suggestions to help achieve results Present ideas and plans positively and are able to influence other people s point of view Usually present a positive self image to others Development Action: When presenting ideas and plans to others, always be very clear about what you want to say and how you intend to say it. Use the KISS model (i.e. Keep It Short and Simple) to structure your talks and project your enthusiasm and commitment to your ideas. If you do not do so, you should not be surprised if no one else is enthusiastic or committed to them either! Resolving conflict: Understanding the problems and concerns of others and working towards an appropriate resolution Should try harder to understand the views of others more often than you do currently As a rule you resolve conflict in a positive manner Generally resolve conflict by obtaining a consensus agreement Development Action: Seek first to understand, then to be understood! should be your motto. This means taking time to understand the feelings, concerns and anxieties of other people. Try asking questions such as, Why do you say that?, Can you explain that to me again or How do you feel about.. Listening: Seeking and listening to the views and opinions of others Sometimes interrupt people when they are speaking Often allow others to put forward their views and opinions Give the impression of having little interest in what other others have to say Development Action: Although you might actually listen to others, you also need to show that you are listening. To do this, maintain eye contact with them when they are speaking, smile and acknowledge their contribution, nod your head in agreement, make notes of important points and thank them for their contribution. Page 5 of 9
6 Team working Managers achieve organisational aims and objectives through the work of other people and in particular teams. Setting up and managing effective teams, requires managers to inspire and motivate all team members, ensuring that everyone understands and is able to work towards what the team is trying to achieve. Team working is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Building teams: Involving team members in planning and organising their work to meet team objectives Regularly involve your team in planning and decision making Do not routinely incorporate suggestions made by your team into plans Fully understand and maximise the strengths of the individuals in your team Development Action: If you want your team to be committed to plans, try to include more of their ideas into your plans as a matter of course. Start by involving them in simple planning and decision-making activities and then gradually involve them in more complex planning activities. Leading teams: Providing teams with a clear understanding of their purpose and objectives Take time to ensure that individuals in your team understand the team s objectives Usually discuss plans and objectives with your team Do not provide your team with enough direction at certain times Development Action: It is your responsibility to provide your team members with direction, as without it they may head off the wrong way. Use your plans to remind your team members what they should be aiming for and how they will be able to get there. Encouraging teamwork: Minimising conflict and problems to enable the team to perform Encourage people to work together as a team Address most of the problems which impact upon team performance Resolve conflict and disputes between team members when it arises Development Action: Set some team objectives that you can measure to keep your team focused. Make use of friendships within the team to strengthen it and utilise each individual s skills for the benefit of the whole team s performance. Managing diversity: Ensuring that all members of the team are able to perform to the best of their abilities Usually treat individuals with respect Always recognise people s individual needs Can be relied upon to encourage individuals to make the best use of their abilities Development Action: Treating people with respect pays dividends because when we respect others, they respect us. To generate a culture of trust and respect, lead by example so if you hear or see someone behaving disrespectfully towards another person, step in and take responsibility for ensuring that everyone is treated with respect. This needs to be done in a fair and equal manner. Page 6 of 9
7 Leading Managers are leaders of people and need to inspire innovation, commitment and enthusiasm in others in order to achieve organisational aims and objectives. To be effective, managers need to build strong working relationships which means providing clear guidance and direction, acting as a role model and respecting the views and opinions of others. Leading is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Encouraging innovation: Encouraging others to find new and improved methods of working and responding to challenges Sometimes look for practical ways to overcome barriers and problems more often than you do Sometimes respond enthusiastically to new ideas from others Usually seek out creative ways of achieving objectives Development Action: When looking for ways to overcome problems and barriers, try to think outside of the box a little more often to find novel solutions. Providing guidance: Providing support and advice to others in order to enable the achievement of organisational aims and objectives Are supportive of others and usually willing to help Willingly offer guidance and advice to others when they need it Often step in to help people who are experiencing problems Development Action: Most people do not like to admit that they need help or additional support. Approach people when they are on their own and engage them in conversation, ask them how they are getting on and invite them to open up, and then offer constructive advice and help. Motivating others: Enthusing, and gaining the commitment of others to decisions and plans Generate commitment to decisions and plans most of the time Always recognise and praise people for their contributions and hard work Need to work harder at motivating people to achieve their objectives and targets Development Action: You can motivate people by involving them in the setting of objectives and targets and providing them with constructive feedback on their performance. Do not forget to say Thank you or Well done it always makes a difference. Building trust and respect: Maintaining confidences and honouring commitments and promises made to others Respect confidences and are considered to be an honest and straightforward manager Endeavour to fulfil commitments and promises made to others Need to build the trust and respect of others Development Action: To build the trust and respect of others you need to be interested in them and their work, listen to them and keep your any promises or commitments that you have made to them. Page 7 of 9
8 Personal effectiveness Personal effectiveness enables to achieve results and meeting personal and organisational objectives. Managers are literally faced with hundreds of decisions to make every day: choices about how to prioritise activities, how to allocate their time and how to communicate and present their plans and opinions to others. An important part of improving personal effectiveness is recognising and addressing personal development needs. Personal effectiveness is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Acting assertively: Presenting views and opinions clearly and taking responsibility for initiating action Regularly take responsibility for making things happen Are able to say no to others Are able to state your own views and opinions clearly and confidently Development Action: When something has not worked out as planned, think about how you could have prevented that from happening and what you could do in future to prevent the same situation happening again, even if your initial reaction was that it was not your fault. Managing time: Maximising the use of time to achieve aims and objectives Make excellent use of your time Make time to discuss problems and to offer advice to people Can usually be relied upon to meet work deadlines Development Action: Look at the things which occasionally make you miss deadlines. What can you do to prevent them impacting upon your performance in the future? Always be realistic with how much you can take on; remember things always seem to take longer than we plan. Developing self: Improving personal performance and skills by recognising weaknesses and areas for improvement Take time to improve your own skills and knowledge Accept and act upon feedback on your own performance provided by others Tend not to be very aware of your own areas of development Development Action: Recognising one s own weaknesses is the sign of a mature manager. Be honest with yourself, what are aspects of your performance needs to be improved? Compare your answers with some of your colleagues and your manager. Decision making: Obtaining and analysing accurate information in order to make effective decisions Usually take into account the opinions of others when making decisions Delay making decisions and do not always feel confident when making decisions Normally make the appropriate people aware of your decisions Development Action: When making important decisions, gather all of the facts, identify all of the choices and options available to you, and make a list of the pros and cons of each before making a definite, well-informed decision, straightaway. Page 8 of 9
9 Managing people Managing and developing people are perhaps the hardest parts of management. Managers must be able to agree clear, measurable objectives, manage the performance of both individuals and teams and provide regular and constructive feedback on their performance. Managers must provide timely and appropriate support for people, ensuring that they possess the right knowledge and skills to achieve their objectives. Managing people is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Setting objectives: Negotiating individual and team objectives which are challenging and achievable Regularly agree objectives and targets with individual team members Set long and short term objectives for your team Frequently negotiate challenging and achieving objectives and targets Development Action: Ensuring that all targets and objectives are recorded, agree a set of objectives with each team member, which you can use to monitor performance in the future. Managing performance: Reviewing individual and team performance to ensure that objectives are achieved Provide individuals with regular feedback on their performance Regularly monitor your team s performance against its objectives Take action to rectify performance which is not satisfactory Development Action: Draw up a timetable for regularly reviewing the performance of individuals within your team. Rather than acting as the judge and jury, invite people to put forward their own views and opinions on their performance. Ask people to reflect on how well they have performed you will be surprised just how honest and critical most people are of their own performance. Developing others: Helping others to improve their knowledge and skills in order to achieve their objectives Take time to review the training and development needs of others Take action for helping to meet the training and development needs of others Could provide more coaching and on-the-job training Development Action: People learn best by doing, therefore take every opportunity to coach and train people on-the-job by using the model I do, we do together and then you do on your own. When you are confident that they can perform to the standard you require, leave them and check on them later on. Providing feedback: Giving individuals and teams constructive feedback designed to improve performance Frequently provide constructive feedback to others designed to improve their performance Give positive feedback to improve the performance of your team Often praise the achievement of objectives individuals and teams Development Action: Think about occasions when you have given your team positive feedback and what the effects were. Compare this with times when you have given them negative feedback. Which is most effective in improving team performance? Page 9 of 9
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 information360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com
60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.
More informationGetting 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 informationWiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
More informationCustomer Service. Level 2 Diploma in Customer Service (QCF) 2014 Skills CFA Level 2 Diploma in Customer Service (QCF) Page 1
Customer Service Level 2 Diploma in Customer Service (QCF) 2014 Level 2 Diploma in Customer Service (QCF) Page 1 Level 2 Diploma in Customer Service (combined qualification) Qualification Title Credit
More informationHuman Resources. Values for Working Together and Professional Behaviours
Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the
More informationSupporting effective teamwork
Supporting effective teamwork A checklist for evaluating team performance CHAPTER 26 : HATCHED Margaret Kilvington and Will Allen Summary Teams can be instruments for achieving changes in culture and practice
More informationDESCRIBING 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 informationOUR VALUES & COMPETENCY FRAMEWORK
OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required
More informationEffective Working Relationships
1 Effective Working Relationships 2 CREATE AND MAINTAIN EFFECTIVE WORKING RELATIONSHIPS We all work with others in our daily working life to produce the products and services that we provide to our customers.
More informationAchieve. Performance objectives
Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.
More informationIt 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 informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationMANA_SB_L3_7860_BOOK.indd 26 07/03/2012 09:59
26 MANA_SB_L3_7860_BOOK.indd 26 07/03/2012 09:59 Unit B5 Set objectives and provide support for team members This unit will assist you in developing your skills and knowledge to become a more effective
More informationTeam 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 informationEffective complaint handling
This guide sets out key information for state sector agencies about developing and operating an effective complaints process. It also provides information about the Ombudsman s role, as an independent,
More informationScottishPower Competency Based Recruitment Competency Guidelines External Candidate. pp077682 ScottishPower [Pick the date]
ScottishPower Competency Based Recruitment Competency Guidelines External Candidate pp077682 ScottishPower [Pick the date] Aims and Objectives This document will give you an overview of the selection process
More informationInterviewing Strategies & Tips. Career Center For Vocation & Development
Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which
More informationThe Competent Communicator Manual
The Competent Communicator Manual Speech 1: The Ice Breaker For your first speech project, you will introduce yourself to your fellow club members and give them some information about your background,
More informationRole Description Director ICT Governance, Security and Risk
Role Description Director ICT Governance, Security and Risk Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code 262112 PCAT Code 1226892 Date of Approval 03 March 2014 Work
More informationFaculty of Science and Engineering Placements. Stand out from the competition! Be prepared for your Interviews
Faculty of Science and Engineering Placements Stand out from the competition! Be prepared for your Interviews Interviews Getting an invitation to attend for an interview means you has passed the first
More informationSFJ EFSM14 Manage the performance of teams and individuals to achieve objectives
Manage the performance of teams and individuals to achieve objectives Overview This standard is about making the best use of your team and its members so that they can achieve your organisation's objectives.
More informationThe 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 information15 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 informationStress management competency indicator tool
Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to assess your behaviour The Stress management competency
More informationEmotional Intelligence Self Assessment
Emotional Intelligence Self Assessment Emotional Intelligence When people in the workplace do not act with Emotional Intelligence (EQ) the costs can be great: low morale, bitter conflict and stress all
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationAttribute 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 informationManagement 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 informationSTEP 5: Giving Feedback
STEP 5: Giving Feedback Introduction You are now aware of the responsibilities of workplace mentoring, the six step approach to teaching skills, the importance of identifying the point of the lesson, and
More informationTECHNICALS LEVEL 2016 3 BUSINESS
2016 Suite Cambridge TECHNICALS LEVEL 3 BUSINESS Unit 16 Principles of project management M/507/8163 Guided learning hours: 60 Version 2 - Revised content - March 2016 ocr.org.uk/business LEVEL 3 UNIT
More informationShell Mentoring Toolkit
Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role
More informationMeasuring the Impact of Volunteering
Measuring the Impact of Volunteering Why is measuring the impact of volunteering important? It is increasingly important for organisations or groups to describe the difference that volunteering makes to,
More informationProfessional Telesales Skills
Professional Telesales Skills This course is designed to improve the skills, techniques and confidence of those working in Telesales and Telemarketing. The type of individual who thrives in this type of
More information100 Ways To Improve Your Sales Success. Some Great Tips To Boost Your Sales
100 Ways To Improve Your Sales Success Some Great Tips To Boost Your Sales 100 Ways To Improve Your Sales Success By Sean Mcpheat, Managing Director Of The Sales Training Consultancy What makes a successful
More informationBehaviourally Based Questions
Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY
More informationAlison Bell alisonbell2@bigpond.com Medicine in Addictions Conference
Alison Bell alisonbell2@bigpond.com Medicine in Addictions Conference 2013 Motivational Interviewing Are we Dancing or Wrestling? Definition of Motivational Interviewing Motivational interviewing is a
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationCoaching and Career Development
Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare
More informationLeading 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 informationPersonal Development Planning and eportfolio. Student Guide
Personal Development Planning and eportfolio Student Guide 1 Introduction PDP helps you to develop the skills you need to take responsibility for your learning, development and career progression. Engaging
More informationBehavioral Interview Questions
Behavioral Interview Questions Carnegie Mellon has identified five core competencies that are required of all employees for success at the university. These are: Customer Service Teamwork Initiative Leadership
More informationCompleting the competency based application form
Completing the competency based application form For the HEO/SEO cohort, you will be required to provide evidence of how you meet the following competencies: This involves completing and submitting a competency
More informationIdentify questions to answer and problems to resolve
Level 3 Business & Administration mandatory knowledge units mapped to Personal Learning and Thinking Skills This map accompanies the PLTS Guide for practitioners which can be downloaded from www.cfa.uk.com
More informationWhat Have I Learned In This Class?
xxx Lesson 26 Learning Skills Review What Have I Learned In This Class? Overview: The Learning Skills review focuses on what a learner has learned during Learning Skills. More importantly this lesson gives
More informationA GUIDE TO PROCESS MAPPING AND IMPROVEMENT
A GUIDE TO PROCESS MAPPING AND IMPROVEMENT Prepared by the CPS Activity Based Costing Team December 2012 CONTENTS 1. Introduction Page 3 2. What is process mapping? Page 4 3. Why process map? Page 4 4.
More informationWhat we mean by competence is an appropriate skill, aptitude or ability that you have demonstrated
Page 1 of 7 Tips for Completing Competence-based Application Forms What we mean by competence is an appropriate skill, aptitude or ability that you have demonstrated Q - How do you demonstrate a competence
More informationGovernment Communication Professional Competency Framework
Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their
More informationMINUTE TAKING. All material copyright of Lindsay Wright This pack is for sample purposes only, and not for re-use
MINUTE TAKING All material copyright of Lindsay Wright This pack is for sample purposes only, and not for re-use 1 Minute Taking Sample Programme OBJECTIVES As a result of the programme participants should
More informationSample interview question list
Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?
More informationInvestors in People First Assessment Report
Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client
More informationMANAGING DIFFICULT BEHAVIOUR
MANAGING DIFFICULT BEHAVIOUR All materials Lindsay Wright. This pack for sample purposes only and not for re-use. 1 WHAT IS CONFLICT Conflict can be defined as a difference in view between stakeholders;
More informationSelf-directed learning: managing yourself and your working relationships
ASSERTIVENESS AND CONFLICT In this chapter we shall look at two topics in which the ability to be aware of and to manage what is going on within yourself is deeply connected to your ability to interact
More informationHow to Sell Yourself in a Job Interview
TOOLS Interview Tips Helpful Interview Hints How to prepare for the first important meeting What to expect Be prepared The Interview Interview Techniques Most frequently asked questions Facing the Interviewer
More informationA guide to helping people to succeed at work
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
More informationCustomer Experience Outlines
Customer Experience Outlines Professional Persuasive Language Customer satisfaction is a feeling and a perception. The consummate professional manages perception so that the customer always feels cared
More informationManagement and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)
Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership
More informationHOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS
CENTER FOR EFFECTIVE PARENTING HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS Parenting a chronically ill child is a challenge. Having a child with a chronic illness is stressful for any
More informationSection 11. Giving and Receiving Feedback
Section 11 Giving and Receiving Feedback Introduction This section is about describing what is meant by feedback and will focus on situations where you will be given, and where you will give, feedback.
More informationCOMPLETING AN APPRENTICESHIP APPLICATION FORM - TOP TIPS!
COMPLETING AN APPRENTICESHIP APPLICATION FORM - TOP TIPS! GENERAL Make sure you feel ready to commit to an apprenticeship and meet the expectations of an employer before you apply. Make sure you have enough
More informationPicture yourself in a meeting. Suppose there are a dozen people
1 WHAT IS ACCOUNTABILITY, REALLY? Hypocrisy exists in the space between language and action. Picture yourself in a meeting. Suppose there are a dozen people seated around a table and someone says, I m
More informationFinancial Services Core Competences
The Sector Skills Council for financial services, accountancy and finance National Occupational Standards for the Financial Services Sector Financial Services Core Competences Final version approved September
More informationPersonal Development Competency Project Professional Services. A 3-part guide for managers and staff
Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced
More informationPublishers Note. Anson Reed Limited 145-157 St John Street London EC1V 4PY United Kingdom. Anson Reed Limited and InterviewGold.
Publishers Note Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, this publication may only be
More informationGlobal Fund Competency Behaviors by Organisation Level 2016
Senior Manager (examples: Division Head, Department Head, Regional manager) Core Expertise Scope Applies both professional and management skills effectively and promotes processes and systems to encourage
More informationLiteracy across learning Principles and practice
Literacy across learning Principles and practice Language and literacy are of personal, social and economic importance. Our ability to use language lies at the centre of the development and expression
More informationINTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept
INTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept General Advice Before you go for your interview you need to find out everything you can about the company. Reread your application/cv/covering letter,
More informationExecutive Problems Following Traumatic Brain Injury. Patient Information Booklet. Talis Consulting Limited
Executive Problems Following Traumatic Brain Injury Patient Information Booklet Talis Consulting Limited What are Executive Functions? Your brain performs a number of highly complex skills all the time.
More informationIdentify questions to answer and problems to resolve 2.1; 3.1
: mandatory competence units mapped to Personal Learning and Thinking Skills This map accompanies the PLTS Guide for practitioners which can be downloaded from www.skillscfa.org The guide includes: an
More informationManaging 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 informationTo be used in conjunction with the Invitation to Tender for Consultancy template.
GUIDANCE NOTE Tendering for, choosing and managing a consultant Using this guidance This information is not intended to be prescriptive, but for guidance only. Appointing consultants for relatively small
More information1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4
Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.
More informationTreating Customers Fairly. October 2015
Treating Customers Fairly October 2015 Our promise to treat you fairly At SSE we are committed to giving excellent service and treating customers fairly. Our 2015 Treating Customers Fairly Statement sets
More informationInquilab Housing Association. Job Profile
Inquilab Housing Association Job Profile Post: Salary Scale: Reporting to: Governance and Research Officer c 32,640, pa plus up to 10% PRP Head of Governance JOB PURPOSE: To oversee and support the governance
More informationManagement Performance Appraisal
Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June 2012 1 PERFORMANCE FACTORS: A. Integrity is the ability
More informationA Sales Strategy to Increase Function Bookings
A Sales Strategy to Increase Function Bookings It s Time to Start Selling Again! It s time to take on a sales oriented focus for the bowling business. Why? Most bowling centres have lost the art and the
More informationContact Centre Operations NVQ L2 Certificate mandatory unit content. Independent Enquiry
This map accompanies the PLTS Guide for practitioners which can be downloaded from www.cfa.uk.com The guide includes: an explanation about the importance of PLTS general principles for delivery where there
More informationRunning surveys and consultations
Running surveys and consultations Susannah Wintersgill, Public Affairs Annette Cunningham & Rob Markham, Estates Tuesday 9 June 2015 Contents Five key stages of planning a survey Questionnaire design:
More informationU & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER
U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive
More informationSection 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM
Section 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM 1. This presentation looks at the Core skills required in Key Account Management and the Critical Success
More informationAdult Volunteer Guide
Adult Volunteer Guide is the highest award Girl Scout Seniors and Ambassadors can earn. Your role, whether you re a troop/group volunteer or a project advisor, is to encourage Girl Scout Seniors and Ambassadors
More informationLesson 3. Becoming a Better Speaker. What You Will Learn to Do. Linked Core Abilities. Skills and Knowledge You Will Gain Along the Way.
Lesson 3 Becoming a Better Speaker What You Will Learn to Do Present a speech for a specific purpose Linked Core Abilities Communicate using verbal, nonverbal, visual, and written techniques Skills and
More informationADHD: Information for Teachers and Parents
Educational Psychology Service What is ADHD? ADHD: Information for Teachers and Parents All children may experience attention difficulties at one time or another. This can be more noticeable if a child
More informationBig 5 Personality Questionnaire (B5PQ)
MSP Feedback Guide 2009 Big 5 Personality Questionnaire (B5PQ) Feedback to Test Takers Introduction (page 2) The Big 5 Personality Questionnaire (B5PQ) measures aspects of your personality by asking you
More informationPerformance Management Rating Scales
Performance Management Rating Scales When looking at Performance Management, a 5 point rating scale is the most common. A CIPD report suggests that: 47% of companies use 5 point scale 28% of companies
More informationParticipants Manual Video Seven The OSCAR Coaching Model
Coaching Skills for Managers Online Training Programme Part One Fundamentals of Coaching Participants Manual Video Seven The OSCAR Coaching Model Developed by Phone: 01600 715517 Email: info@worthconsulting.co.uk
More informationContinuous Learning & Development
Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,
More informationHuman Resources Training. Performance Management Training Module 2: Managing Employee Performance
Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating
More informationSection 15 Revision Techniques
Section 15 Revision Techniques Introduction This section in your Study Skills manual will consolidate information relating to revision techniques. This section will consider how to prepare for examinations
More informationINTERVIEW QUESTIONS: ADVICE AND GUIDANCE
INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review
More informationEmployee Engagement Action Planning Toolkit
Employee Engagement Action Planning Toolkit Tools and Resources for Discussing Employee Engagement Results and Creating an Employee-Generated Plan for Improvement August October 2013 VANGUARD HEALTH SYSTEMS
More informationProject 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 informationAssertiveness at Work. Delegate Manual SAMPLE PAGES
Assertiveness at Work Delegate Manual SAMPLE PAGES WORKSHOP OUTLINE 9.30 Introduction and Setting the Scene Knowledge / Skill Checklist Ice Breaker: Getting to Know You What Do You Want To Get Out of Today?
More informationConsultant Led Workshops Instant consulting on major changes or new skills sets. e-learning Self paced, learner driven development
j s@ THE SALES MANAGER S COACHING ROLE Whilst most sales managers recognise their role in developing and training their sales people, very few approach it rigorously. Yet, without this critical activity,
More informationQuality Standard Customer Service Complaints Handling
Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1
More informationTOP TEN TIPS FOR SELF-COACHING
TOP TEN TIPS FOR SELF-COACHING Jackee Holder OVERVIEW Self-Coaching is a powerful skill set of tools and techniques that anyone can use and apply to create instant and sustainable life and work changes.
More informationto Become a Better Reader and Thinker
1 How to Become a Better Reader and Thinker The chances are that you are not as good a reader as you should be to do well in college. If so, it s not surprising. You live in a culture where people watch
More informationSELF ASSESSMENT OF GENERIC CAPABILITIES (SAGC) Question Booklet
SELF ASSESSMENT OF GENERIC CAPABILITIES (SAGC) Purpose: What this exercise will give you. Question Booklet By completing this exercise you will develop a systematic picture of your personal and professional
More informationCommunication and Problem Solving
INSTRUCTOR S GUIDE Communication and Problem Solving First Edition, 2006 California Childcare Health Program Administered by the University of California, San Francisco School of Nursing, Department of
More information