[PPT模板]貝恩咨詢-人力資源 - 職業(yè)生涯-DeveloptheIndividuals.ppt

1、Author:,Reviewer:,bc,Develop the Individuals,December 1998,Copyright 1998 Bain discuss facts, events, examples Objective - do not be influenced by previous performance or hearsay from other cases; base feedback on direct experience Descriptive - be descriptive, not judgmental Balanced - always give

2、both positives and areas for improvement Actionable - discuss specific action steps for improvement,From your perspective - speak for yourself, not for others Open/honest - do not pull punches, do not sugarcoat, and do not overstate Sensitive of feelings - criticize actions, not the person; use care

3、ful language Positive - express confidence that the person can succeed Non-discriminatory - avoid any language that suggests racial/gender or other biases Tentative - be mindful that you are presenting perceptions, not absolute truth Sincere - understand that change is difficult; be tolerant and wil

4、ling to help,Clear,Motivated,18,DeveloptheIndividuals,Coaching Process,Where you say it,When you say it,How you say it,The process of coaching is as critical as the content.,Appropriate location give negative feedback in private, not in front of caseteam or client give positive feedback in public, w

5、henever possible In person - avoid voicemail, especially for negative feedback Coaching is an ongoing process; day-to-day feedback is critical Feedback must be timely Schedule sufficient time and do not allow interruptions Prepare - keep a journal of specific examples Separate positive from negative

6、, and give positive feedback first Make it a discussion, not a speech Listen/question understand their perspective probe for background issues/concerns give them opportunity to ask questions and respond Check for understanding - summarize and agree on key points,19,DeveloptheIndividuals,Positive Fee

7、dback,Regular positive feedback is a big part of successful coaching.,Why is positive feedback important?,Motivational: increases individual satisfaction, willingness to continue contributing Reinforcing: explicitly acknowledges behaviors that are good; encourages continuation of positive behaviors

8、Creates greater openness to negative feedback: builds credibility and trust,When is it appropriate?,Upon completion of a good piece of analysis After an effective meeting After a good presentation Anytime positive feedback is given by a third party (e.g., a client, an expert),How do you give it effe

9、ctively?,Be specific, provide detailed feedback. Explain why the work was effective in obtaining results for the client Separate it from negative feedback so it is not diluted/overshadowed Acknowledge publicly, whenever possible,20,DeveloptheIndividuals,Tips for Receiving Feedback,As part of the coa

10、ching process, it may help to review with the team member these tips for receiving feedback.,Receiving feedback will allow you to see things about yourself that you could not see in any other way. You will then be able to correct behaviors that are inhibiting your growth. Constructive feedback is an

11、 important gift. Every time you are able to use it wisely, you will have taken another step in your own development.,1.Listen closely to the person giving you the feedback, and try not to interrupt. 2.Avoid being defensive. This can be difficult, especially if the person giving you the feedback is n

12、ot highly skilled. You may have different perceptions of yourself, but it is important that you understand the perceptions of others. 3.Assume the feedback giver is trying to be helpful. 4.Try to understand the feedback. If the feedback is not clear, ask for clarification and examples.,21,Developthe

13、Individuals,The Learning Dilemma,Source: “Teaching Smart People How to Learn,” Harvard Business Review May-June 1991,Sometimes overachievers find it difficult to accept negative feedback.,Overachievers are unaccustomed to failure,They may exhibit defensive behavior:,Rationalization Aggressiveness Re

14、jection Cynicism,Are unwilling to “hear feedback Fail to change behaviors,Denial,Become depressed, withdrawn Shift behavior from “guardrail to guardrail” (i.e., from one extreme to the other),Reluctant acceptance,These behaviors are a signal that the benefits of receiving feedback need to be reinfor

15、ced.,22,DeveloptheIndividuals,Reactions to Feedback,As a caseteam leader, you should encourage reactions to feedback that demonstrate maturity and an interest in improving.,Deny the feedback Attribute mistakes to external factors Assume coach has negative feelings about the direct report Express pas

16、sivity - have no reaction Take an aggressive stance toward the coach Laugh it off Reject coachs authority to give feedback Show cynicism about improvement suggestions,Accept responsibility for the behavior or understand the coachs perceptions Analyze why behavior was shown Understand the coachs poin

17、t of view Ask for more information Enlist coachs to help in understanding the feedback Show concern for improvement Listen carefully to feedback Accept feedback and check in with others,Defensive Reactions,Desired Reactions,23,DeveloptheIndividuals,Handling Pushback (1 of 3),Source: Adapted from The

18、 Developing People Workbook, Forum Corporation,The first step in handling pushback is to gain a better understanding of the other persons point of view.,Encourage,Confirm,Resist the temptation to restate your feedback, defend your points, or jump in with more examples. Encourage the team member to s

19、ay more about how he or she sees the situation. Encourage with verbal and nonverbal signals (lean forward, nod, say “uh-huh”). Recognize that the root cause of the team members objections may not be what you think. You may be missing some important facts or context. Listen for both facts and feeling

20、s to understand the root cause of the issue. Use open-ended questions to uncover the team members view. Open-ended questions begin with words like “What”, “How”, “Tell me”, “Describe” and “Explain.” Use silence - it gives the team member an opportunity to consider and expand on what has been said. R

21、estate the team members observations - both facts and feelings. Summarize what you have heard, and ask if you are correct.,Once you have encouraged, questioned, and confirmed, you will have a better understanding of the team members perspective and reactions. You may also have uncovered some additio

22、nal facts you were not aware of.,Question,24,DeveloptheIndividuals,After gaining a thorough understanding of the team members viewpoint, use these tips to provide helpful information and support.,Disagrees with your description of the situation Agrees, but cites factors beyond his or her control,Pro

23、vide more accurate or objective observations that include the team members experiences, along with other facts the team member may not be aware of. Provide and ask for some suggestions for things to do that are within his or her control. Identify ways you can help.,“So, what happens is that the othe

24、r team gives you data that conflicts with yours, and you do not know how to reconcile them. This makes it hard for you to proceed on schedule. Is that right?” “I understand you feel you can not help it if the client does not provide the data. How about if you ? Maybe I could help by ”,If the team me

25、mber:,Then you should:,Example:,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (2 of 3),25,DeveloptheIndividuals,Check to see if what you said makes sense and if you are both in agreement about what is going on and how to proceed. Continue by asking the team

26、 member for his or her suggestions for improvement going forward.,Agrees, but does not see why it is important Agrees, but says his or her intention was different,Describe the importance of the issue - how it affects the team, you personally, and/or the team member. Offer observations on the differe

27、nces between the persons intention and the actual results of the behavior or performance.,“I know doing a workplan does not seem important to you. The reason it is important to the team is that it allows us to ” “I see your intention was to be helpful, but when you I saw it as you doubting the team.

28、 Maybe you can be more helpful by ”,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (3 0f 3),If the team member:,Then you should:,Example:,Even when the team member agrees with what you have to say, he or she may benefit from receiving further information.,26

29、,DeveloptheIndividuals,Coaching Examples (1 of 2),“Dave, I noticed on the following occasions, you put down the QA managers analysis in front of her boss” “Dave, your cockiness in front of clients borders on rudeness.” “Jan, you should use open-ended questions to explore the plant managers objection

30、s. This will give you information you can use to influence him.” “Jan, in the future, you should capitalize on your natural charm to influence the skeptical plant manager.”,Do this:,Avoid this:,Do this:,Avoid this:,The objective of coaching is to improve a persons behavior.,27,DeveloptheIndividuals,

31、Coaching Examples (2 of 2),“Steve, Id like to give you some feedback on something you said about our billing procedures to the plant manager during todays tour.” “The team thought you were pretty out of line today when you blurted out that billing comment.” “Donna, I get frustrated when Im trying to

32、 make a point in case team meetings and you finish my sentences for me.” “Donna, stop trying to step on me just to get promoted.”,Do this:,Avoid this:,Do this:,Avoid this:,28,DeveloptheIndividuals,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure

33、 and Communicate Performance Key Takeaways,29,DeveloptheIndividuals,Goals of the Written Performance Review,The written review is the primary mechanism for measuring results.,Measure performance against goals and objectives Establish new goals Identify training needs Ensure consistency between evalu

34、ations and salary increases and promotion recommendations Provide documentation,30,DeveloptheIndividuals,Performance Review Content,Performance reviews include:,Clear and concise Consistent with rating, salary increase, and promotion recommendation,Most Important Message,Most important points review

35、ee should take away,Specific examples, not assumptions Balanced - both positive and negative feedback Own observations - speak for yourself, do not speak for others Situations beyond reviewees control, if appropriate,Historical Description,Basis of most important message and development objectives,C

36、lear, specific action steps Prioritized based on importance of skills and size of gap Start, stop, and continue format (optional),Development Objectives,Key to skill plan development,31,DeveloptheIndividuals,The Performance Review Process,There are four steps in the performance review process:,Devel

37、op the Content,Prepare to Deliver the Review,Conduct the Review,Prepare to Write the Review,Conduct an interim review Determine areas for improvement at the end of each case For consensus reviews, talk to input reviewers,Evaluate performance gaps Determine improvement objectives Identify resources D

38、evelop most importance message supported by data,Anticipate areas of disagreement Think of how to establish a dialogue Schedule the meeting in advance Keep the appointment Do not allow interruptions,Establish a positive and open climate Provide specific examples Listen Make sure the reviewee underst

39、ands where to focus Check in with the reviewee,32,DeveloptheIndividuals,Prepare to Write the Review,Before writing the review.,Conduct at least one interim review with the team member At the end of each case, determine key areas for improvement For consensus reviews, talk to input reviewers flag inc

40、onsistencies gain consensus on key messages include other reviewers examples and anecdotes submit draft to input reviewers for feedback,33,DeveloptheIndividuals,Develop the Content,When writing the review.,Review development plan for previous six months Evaluate gaps between plan and performance Det

41、ermine the most critical performance improvement objectives Identify resources the team member can tap to gain the required skills (e.g., BVU modules, training sessions, colleagues) Develop most important message tie to rating focus on expected behavior changes if appropriate, include promotion mess

42、age Support most important message with data be specific cite examples and critical incidents include positive and negative feedback,34,DeveloptheIndividuals,Writing Watchouts,Follow these guidelines when writing the review:,Think before writing Provide specific examples of behavior, not conclusions

43、 Include positive and negative feedback Be scrupulously honest Reflect accurately other reviewers comments Respect confidentiality Avoid jargon - use plain language adjective qualifiers - use active verbs assumptions about direct reports knowledge frequency statements relying solely on quantitative

44、values - describe behavior and consequences Do not make commitments you can not honor If appropriate, describe situations beyond reviewees control,35,DeveloptheIndividuals,Prepare to Deliver the Review,Anticipate potential areas of disagreement and friction envision reviewees defensive reaction and

45、prepare to respond in a way that will help the reviewee understand and accept the feedback be aware of your own response to conflict - go for win-win Think of how to structure the coaching as a dialogue and how to create a climate of openness Schedule the review meeting several days in advance Keep

46、the appointment Eliminate distractions and avoid interruptions,After you have written the review, prepare to deliver it.,36,DeveloptheIndividuals,Conduct the Review,Establish a positive and open climate Limit feedback to issues relevant to the job Discuss performance issues in descending order of im

47、portance Give concrete, behavior-based feedback on strengths and areas for improvement If reviewee disagrees, reflect your understanding of what he or she is saying Weight the validity of new information Avoid arguing Ask the reviewee to summarize the three most important areas for development Conta

48、ct for follow-up, checkpoints, and assistance,Help the reviewee learn and grow from the feedback.,37,DeveloptheIndividuals,Written Feedback Examples (1 of 3),“In client meetings, Steve did not defend his analysis. On KLM, he relied on a consultant to bail him out.” “Steves lack of confidence is a ma

49、jor concern of other team members.” “Anne failed to identify critical path issues on branding BDPs. She also produced her own slides on ZBD.” “Anne frequently mismanages her time.”,Do this:,Avoid this:,Do this:,Avoid this:,Make your statements clear and back them up with examples.,38,DeveloptheIndiv

50、iduals,Written Feedback Examples (2 of 3),“On the following occasions, Stacy presented to the client numbers she did not check for accuracy. Our credibility with the client suffered as our conclusions changed and the numbers varied. ” “Stacy met only 80% of her deadlines with an accuracy of 85%.” “K

51、en failed to meet the deadlines for analyzing the productivity database because the clients MIS Department missed agreed-upon targets.” “It wasnt Kens fault that the he missed the database deadlines.”,Do this:,Avoid this:,Do this:,Avoid this:,39,DeveloptheIndividuals,“Chris very negative response to

52、 his end of case review did not help him to improve his performance or learn from the lessons of ABD.” “Chris is very defensive and he obviously does not want to learn and improve.” “Donna has successfully addressed performance issues by developing questionnaires, executing interviews, coordinating temporary staff, and conducting quantitative analysis.” “Donna does a good job of juggling competing priorities. She is a flexible team member.” “Mark initiated a disposal program that was approved and adopted by the client product manager.” “Mark knows how to structure his anal