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Transforming Employee Development:
Presented by David Berke
A Manager’s Guide
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
But…in the right circumstances
It’s standard operating procedure to deliver and receive feedback, examine status of projects, etc.
Project Status Meeting
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
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Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
It’s basic project management.Most managers know how to do that… so do many non-managers.
Why do those meetings work?
Managers work with their employees to:
• Set goals
• Develop plans to achieve those goals
• Provide resources as needed
• Conduct regular status meetings
Basic Project Management
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
The development plan = the project
• Employee
responsible for planning and implementing the project, and providing status updates
• Manager
responsible for providing necessary resources and managing the overall project
• Both are accountable for results
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Applying Project Management to Development:
Framework
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1. Agree on mutual expectations.
2. Identify what to develop; define the goal.
3. Design the development assignment.
4. Prepare the development plan.
5. Implement the plan; assess progress and adjust as needed.
6. Confirm what was accomplished; Identify lessons learned and next steps.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Applying Project Management to Development:
Steps
• Begins with what many managers already know
• Focuses on business processes, not psychological processes
Benefits of this Approach
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
First Three Steps
How to:
Establish mutual expectations
Identify what to develop; define the goal
Design the development assignment
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Webinar Focus
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Establishing Mutual Expectations
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Why Establish Mutual Expectations?
I thought you were going to do…
Are you kidding? No way. I was supposed
to do something totally different…
Manager and employee discuss and agree:
• What should the employee reasonably be able to expect
of the manager during the development process?
• What should the manager reasonably be able to expect
of the employee during the development process?
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Identify Mutual Expectations
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• Express confidence.
• Don’t act like this is a waste of time.
• Help me figure it out; don’t give me the answer.
• Arrange work/schedule to support development assignment.
• Don’t punish for making mistakes.
• Meet regularly.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Employees’ Expectations of Managers
Typ
ical
An
swer
s
Managers’ Expectations of Employees
• If there are problems, take initiative to identify possible solutions before consulting manager.
• Accept resource limitations.
• Be motivated to accomplish the goal and stay motivated.
• Be realistic about how well they are doing.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Typ
ical
An
swer
s
Expectations are complementary:
• Employees want managers to manage.
• Managers want employees to do what
effective project implementers do.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
In Other Words
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Identifying What to Develop
• A process of moving from the general to the specific.
• The focus is on identifying specific knowledge and/or skills.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Identifying What to Develop
The General:
“Your presentations need to be better.”
The specific:
• Speak loudly enough for everyone to hear you.
• Refer to what is on the screen, do not read it to the audience.
• Vary the tone and tempo of your speech.
• Use language the audience understands.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
A Process of Moving from
the General to the Specific
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• Identifies something you can observe.
• Because it is observable it is not subject to debate: either it happened or it didn’t.
• Behavioral language enables you to:
1. Focus development
2. Observe performance and assess progress
• Do you know it? (knowledge)
• Can you do it? (skill)
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Use Behavioral Language
• Knows and can apply the procedure for returning merchandise.
• Learn and be able to apply at least two active listening techniques during a coaching discussion.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Do you know it? Can you do it?
Examples:
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Identify the Behavioral Term(s)
Good communicator
Visionary
Team Player
Creative
Arrogant
Wise
Aggressive
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Writing the Development Goal
Specific and behavioral
Measurable/assessable – know/do
Achievable and challenging
Relevant to what the person needs to learn
Time-bounded
Skill or knowledge level
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Development Goal: More than SMART
SMARTS
Why Add Skill Level?
Do you want me to become an
expert?
No. We have a whole department of
experts. I just need you to know when to
call them.
Knows where to get the information = fast and inexpensive. Expert = usually takes time; can be expensive
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
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Identify at least two questions and their answers for each major point in the next presentation. Deliver the answers with confidence – i.e. by demonstrating knowledge and control of the material, looking at the audience, no hemming and hawing.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
SMARTS Example
After establishing the development goal, what is usually the next step?
1. Prepare a plan.
2. Determine how to accomplish the goal and then prepare a plan.
3. Send employee to HR to figure out what to do.
Question
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Development Assignment =
What to do to achieve the goal
Development Plan =
How the assignment will be implemented
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Why Isn’t a Development Plan Enough?
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Designing the Development Assignment
A series of activities and experiences which, when taken
together, enable an individual to reach their development goal.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
What is a Development Assignment?
For development assignment, add:
• E for engagement
(something the employee will find interesting)
• ST for support structure
(job aids, feedback mechanisms – ability to check work against a standard)
SMARTESST
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
From SMARTS to SMARTESST
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Specific
Measurable/assessable
Achievable
Relevant
Time bound
Engagement
Skill level
STructure
Designing the Development Assignment
Cri
teri
a fo
r th
e d
evel
op
men
t as
sign
men
t
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Development Goal:
Identify at least two questions and their answers for each major point in the next presentation. Deliver answers with confidence – i.e. by demonstrating knowledge and control of the material.
Specific Development Activity (among several):
Conduct dry-run for practice and record dry-run.
Assessment:
Review recording alone and with others to assess how answers were delivered. Arrange to get feedback on goal from selected participants immediately following presentation.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
SMARTESST Example
Relevant:
To succeed in job, must be able to do it.
Time bounded:
One week before next presentation.
Engagement:
Employee likes challenges; this is an area the employee has not done well enough in the past.
Skill level:
Must do this well enough to demonstrate confidence (as previously defined).
Structure:
Review of recording; feedback on presentation and recording.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
SMARTESST Example
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Answer the question:
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
How to Identify the Development Assignment
What do I need to know/be able
to do to accomplish the goal?
70% of learning comes from assignments,
application, experiences.
20% of learning comes from other people.
10% of learning comes from classes, workshops, etc.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
70 - 20 -10
The Plan:
• You know the goal and what you want to do. Still need to ID specific steps, milestones, roles, resources needed and deadlines.
Implement:
• Conduct status meetings; adjust plans as needed.
Conclusion:
• Assess outcomes, identify and discuss lessons learned; next steps.
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Remaining Steps
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• Basic project management = skills to support the development of employees.
• Employees/managers have complementary expectations of each other.
• Use behavioral language to target development and to facilitate assessment.
• To assess ask: Do you know it? Can you do it?
• Development goal: SMARTS
• Development Assignment: SMARTESST
Copyright 2014 David Berke/Supported Self-Development. All rights reserved.
Summing Up
Connect with David
David Berke
http://supportedselfdevelopment.com
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