Learning Unit1 | US: 11473, NQF Level 4 Worth 8 Credits MANAGE INDIVIDUAL AND TEAM PERFORMANCE |
Unit Standard Purpose | · This unit standard is intended for people who are or who aspire to become supervisors or line managers at any level. Persons credited with this unit standard are able to set performance goals and measures; to formulate development plans; and to monitor and evaluate performance. |
Learning Assumed to be in Place | It is assumed that people starting to learn towards this standard are able to: · understand the work environment. · gather and use information relevant to managing individual and team performance. · Apply basic negotiation, interviewing and interpersonal skills. |
“He who fails to plan is planning to fail.”– Winston Churchill
One of the areas many people struggle with is setting goals. That is a whole other article in and of itself on how to effectively set goals, but let’s talk specifically in the context of a personal development plan. How can you get a good overview of the direction you want your life to head? Once you’ve settled on your life purpose and your big dreams, you should sketch out some goals in the most important areas in your life, at regular intervals. We might like to go ten years out, but three or gives years is great too. A very simple personal development plan template for goals might look like this:
Goal Area | One Year | Three Year | Five Year | Ten Year |
Career | ||||
Finances | ||||
Physical/Body | ||||
Social | ||||
Personal |
Monthly Rates for Residents
In addition to the information above, consider other tools to help you with your personal development.
Today’s increasingly competitive business world means that a highly-motivated workforce is vital for any organisation seeking to achieve the best results. Many firms are moving away from the “command and control” approach towards the “advise and consent” method as a preferable way of motivating staff. This shift in attitude began when employers recognized that rewarding good work is more effective than punitive measures for poor work.
For an employee, the chief advantage of being motivated is job satisfaction. For the employer, it means good quality work. Different people are motivated in different ways and it pays to ask your staff if any changes at work would help motivate them. Underperformance can be expensive!
Psychologists have developed theories of motivation that identify Motivating Factors and De-Motivating Factors that can influence staff perceptions and behaviour. Motivating Factors will drive people to achieve whilst failure to meet De-Motivating Factors will cause dissatisfaction. Examples of both are demonstrated in the table below.
Motivating Factors | De-Motivating Factors |
Achievement | Salary and benefits |
Recognition | Working conditions |
Job interest | Company policy |
Responsibility | Status and job security |
Advancement | Supervision and autonomy |
For many people, workplace de-motivation tends to be caused by poor systems or work overload. Clear signs of de-motivation include high levels of absenteeism and poor staff retention. Recognizing the problem is pointless unless steps are taken to eradicate its causes.
Motivation depends on having clear objectives, which will be achieved by good management practices. Since motivation is personal, aim to align staff’s individual drives with the company’s purposes. This may be done with the following in mind:
Not communicating at all conveys a very powerful message – the last one that a committed manager wants to deliver. You can never communication too much but take care over the content and style of delivery so that it is received in the most beneficial way. It is important to be approachable at all times.
If you choose to punish failure or motivate by fear then you will not create lasting success. However, make it clear that tolerance of error has its limits. Repetition of the same error is inexcusable since it shows failure to learn from past mistakes.
Individuals acting as part of a group have needs that differ from those of the group. However, it is important for individuals to feel they belong. Find a way to balance the needs of the group with those of participating individuals.
A sure sign of high motivation is a lot of initiative. The ability to take initiative depends on empowerment as well as an environment that recognizes contribution. The more you expect of people, the more they will give, as long as you support them.
Understanding focus, motivation, work style preferences and personal strengths enables each of you to appreciate your strengths; how you can best focus your strengths in the workplace; and how to utilize your strengths for effective career planning.
This session helps each of you to:
Career Planning allows individuals to set realistic, achievable goals and to design personalized, customized achievable career goals with measurable steps.
What are the tools & resources available to me?
Our unique personalities influence how we interact with people in different environments and what types of jobs we will like.
Even though our job may call upon our interests and abilities, to be really happy and successful our job should also suit our personality.
The Career Alignment Profile is a proprietary assessment tool. It allows you to define activities which hold your interest and at which you can excel. Those definitions combined determine your “3 marketable strengths.”
Look at your Career Alignment Profile results. Your marketable strengths are things you have always enjoyed and done well. The color coding allows you to easily compare your strengths to position descriptions or job vacancy notices.
The real interpretive value of the CAP color system is found in the combination of the three strength colors, and how those three colors interact.
Your marketable strengths are based on your interests and abilities. Almost invariably, the happiest and most successful people are those whose work combines their interests and their abilities. Understanding our strengths allows us to choose tasks that are the best match for this combination.
Strengths are your abilities motivated by your interests. Your strengths are what make you unique and, most importantly, your strengths are what you have to offer a potential employer. Now that you know your specific strengths you will be able to effectively present your most marketable assets.
A marketable definition is a clear picture of who you are and what you have to offer the marketplace, in terms the marketplace will understand and relate to.
Task, Define Your Strengths
Task, Write Your Marketable Definition
You should now have a short and concise definition of who you are, in terms of your marketable strengths. Now, you will want to talk to others about who you are.
The average person is acquainted with about 200 people. Each of those people know 200 more people, and so on. By contacting people you know, you can reach the people they know. This is called networking, and it is one of the bedrock concepts of intelligent career planning. Smart, persistent and creative networking will allow you to broadcast your interest in looking at new positions more quickly and more productively than any other method known.
Task, Beginning Your Contact List
As you plan your career progression, job descriptions that best match your strengths will bring you the most personal and professional success.
Your career plan is your career direction, based on your marketable definition.
The best career opportunities are filled through the grapevine. We cannot overstate the significance of your having successfully completed a career plan.
Personality assessment is conducted through behavioral observations, paper-and-pencil tests, and projective techniques. To be useful, such assessments must be constructed using the established criteria of standardization, reliability, and validity. The information can be used in several areas, including clinical work, vocational counseling, education, and research.
The approach taken by the specialist in personality assessment is based on the assumption that much of the observable variability in behaviour from one person to another result from differences in the extent to which individuals possesses particular underlying personal characteristics (traits).
Behavioral observations. Most people use behavioral observations to form impressions of others. Such observations are also an important part of clinical assessments by clinical psychologists and other professionals.
Interviews, during which subjects’ behaviors are observed, may be structured or unstructured. The examiner may ask a standardized set of questions ( structured interview) or engage in a conversational interchange with the subject (unstructured interview). During the interview, the examiner forms an opinion about personality characteristics (as is done, for example, also in the nonclinical setting of a job interview).
Paper-and-pencil tests. The many and various paper-and-pencil tests are used for a variety of purposes. To be useful, such tests must be reliable (that is, they must yield very close scores each time they are administered to a particular individual) and valid (that is, they must measure what they are designed to measure). The Minnesota Multiphasic Personality Inventory (MMPI) (multiphasic, many phased, because the test simultaneously measures a number of personality dimensions) is widely used to identify personality problems. The California Personality Inventory (CPI) is also used extensively, generally with people who do not have personality problems. Some tests assess personality as defined by a particular theory. For example, Cattell’s 16 PF (personality factor) questionnaire assesses the personality traits defined in Cattell’s trait theory.
Projective techniques. Projective techniques assess personality by presenting ambiguous stimuli and requiring a subject to respond, projecting his or her personality into the responses.
Reflection can take many forms. Daydreaming or keeping a diary of your thoughts are ways of reflecting on your experience in unstructured ways.
Structured reflection is simply reflection, which has prompts, questions, activities or organised discussion to help you to think more deeply about an issue.
Unstructured reflection can be as useful as structured reflection.
Your university may require you to keep a log, journal or portfolio and give you very precise directions about what to include and how to present it. Alternatively, you may be asked to devise your own records and presentation.
It is still a good idea to keep a diary or journal even if you don’t have to do so as part of your programme. It can seem like an effort to write entries on a regular basis, but the reward comes when you read these back several months later. You will be surprised at the things you have forgotten – and the changes you may notice in yourself over time. Entries don’t have to be long
Tips |
· Purchase a book that is light and easy to carry around. · Set yourself 7 minutes every day, at the same time, to write an entry about whatever is going on for you at the time. · Write about things that are relevant to you – things you are enjoying, things that worry you, any problems you have getting on with people and your ideas for dealing with these, ideas you have for your life, thoughts you have about topics covered on your programme. |
Usually, we are too caught up in what we are doing to have a really good perspective on how well we are doing and the effect we are having on the people around us.
Fortunately, we can stand back occasionally and reflect about such things as our aims, responses, feelings and performance. Well-developed skills in reflection can help us to:
Social relation can refer to a multitude of social interactions, regulated by social norms, between two or more people, with each having a social position and performing a social role. In sociological hierarchy, social relation is more advanced than behavior, action, social behavior, social action, social contact and social interaction. Social relations form the basis of concepts such as social organization, social structure, social movement and social system.
Interpersonal identity development allows an individual to question and examine various personality elements, such as ideas, beliefs, and behaviors. The actions or thoughts of others create social influences that change an individual. Examples of social influence can be seen in socialization and peer pressure. This is the effect of other people on a person’s behavior, thinking about one’s Self, and subsequent acceptance or rejection of how other people attempt to influence the individual. Interpersonal identity development occurs during exploratory self-analysis and self-evaluation, ending at various times with the establishment of an easy-to-understand and consolidative sense of self or identity.
What are the key concepts as determinants of interpersonal behavior? How do they impact development of inter-personal relationships? Discuss these issues with the help of your organizational experiences and knowledge. Briefly describe the organization and the situation, you are referring to. |
A one-to-one relationship that aims to bring about individual learning and performance improvement, usually focusing on achieving predefined objectives within a specific time period. The role of the coach is to create a supportive environment in which to challenge and develop the critical thinking skills, ideas and behaviors of the person being coached, so that they might reach their full potential.
SESSION 2.Formulate development plans. |
Learning Outcomes |
· Plans are focused on competencies needed to achieve performance goals of the individual, department and organisation.· Plans are formulated in a clear manner and are defined in terms of specific improvement actions, time frames and accountability.· Plans are aligned with legislative requirements and individual career paths.· Appropriate facilitation actions are taken to obtain agreement on development plans from relevant parties. |
Development planning happens in many different contexts so to define it succinctly is tricky. Basically development planning refers to the strategic measurable goals that a person, organization or community plans to meet within a certain amount of time. Usually the development plan includes time-based benchmarks. It generally also includes the criteria that will be used to evaluate whether or not the goals were actually met.
The need for planning arises from the inability of the price mechanism to ensure growth, efficiency and equity. Sometimes the political objective of a nation may dictate the necessity of planning and the government may need to intervene in the economic activities of the country.
The more pressings are the development problems, the greater is the need for planning. Hence, the art of planning is to intervene in the economy with sufficient vigor to overcome the major problems without at the same time exceeding the capacity of the civil service and causing a breakdown of development administration. The proper balance between intervention and restrain is likely to be both delicate and changing: delicate because administrative capacity is small and limited, and the problems are immense; changing because the ability of the management to analyze and resolve difficulties should increase.
Staff development plans are usually written during the time of annual performance reviews, although they can be written at other times of the year, especially if a company is embarking on a new plan for growth. A staff development plan is a written document that details the ways in which members of the workforce can improve their performance. The key ingredients to a staff development plan are items that are actionable and improvements that are measurable. For example, to write the staff should improve their product reports would be too vague. To say reports should be written within 2 days of a request would be measurable.
SESSION 3.Monitor and evaluate performance. |
Learning Outcomes |
· Performance evaluation techniques are applied that are valid, current and sufficient.· Performance goals and measures are aligned with organizational and industry practices and values.· Performance is monitored and assessed on an ongoing basis against performance goals.· Progress is recorded and records are updated to manage performance.· Performance records are analyzed to identify variations in performance and to compile a suggested plan of action.· Feedback is given to address competence gaps and poor performance, recognize good performance and revise performance goals. |
Employee performance reviews are a critical part of managing an employee. It allows employees and managers to meet together and gage the progress an employee has made since their last review. This is also an opportunity for employees to raise any issues that he is concerned about during the one on one meeting with a manager. Employee performance reviews should be interactive, encouraging employee comments and feedback during the review.
Features
Time Frame
Benefits
Great employee performance is a key to your business’s success. Employees are the first line of many businesses’ offense and their performance makes a direct impression on your customers. Customers are the primary source of your business’s income and normally factor their overall experience at your establishment into whether they may return or become a regular customer. This is why monitoring your employee’s performance is invaluable.
End