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2. A dynamic change-agent with skills in:
(b) Developing human resources

EDUC689 Seminar: Personnel Management -
Facilitating Improved Performance

Course Notes - taught by Mike Wood

Page references are from Facilitating Improved Performance, a seminar guide developed by Development Dimensions International (DDI).

Course requirements for 1 credit

  Requirement Notes
1-7 Application  
1. Complete discussion notes for upcoming coaching session (in class). A-1, A-2
2. Identify Peer (from this class) and complete Reflection Contract and Worksheet as appropriate. A-4 thru A-7
3. Have a coaching session - document action plan. A1, p47-48
4. Complete discussion notes feedback form (reflection or summary). p48
5. Complete second discussion notes for follow-up session to occur 2 weeks following first conversation. p47-48
6. Have a follow-up conversation - document progress - modify action plan as needed.  
7. Complete discussion notes feedback form. A8
8. Read and reflect - see suggested reading list
I chose "Gung Ho!  Turn on the People in Any Organization"
by Ken Blanchard and Sheldon Bowles

No more than 5 pages, double spaced, 1" margins, including:
1. summary of steps or process outlined in the book
2. insights gained or new knowledge the reader experienced as a result of reading
3. plan for how a part of this new knowledge or insights will be used as a result of this learning


Page A-1

Describe a performance problem and/or a poor work habit.

Lack of ownership of important areas of responsibility

Is this habit or performance?  The person has the capability to perform well.  Is there an attitude problem?

    Position Power No Position Power
Poor Performance Individual X  
Poor Work Habit Individual    

Someone is tardy, so you make them arrive on time.  They do, but they still don't start work.  So there is more than just the behavior.

Improvement Paths

You get what you expect.  Expect lack of improvement, that's what you get.

Why does this seem to be such a problem?

Page 3,4

The Interaction Process

Practical needs, personal needs
Process  lets people know what is required, meets practical needs
But cannot ignore personal needs
Key Principles help to get past obstacles.
Need to talk about how to move beyond the problem, not just talk about the problem.

How do you feel when talking to someone about their poor performance?
How does the person feel when confronted with a talk on poor performance?

Page 5-10

Improvement and the Key Principles

Maintain or Enhance Self-esteem
Listen and Respond with Empathy
Ask for Help and Encourage Involvement
Share Thoughts, Feelings, and Rationale
Provide Support without Removing Responsibility

Why over-support a peer?
deadlines approaching, I need to get a good grade

How did it affect you?
stress of not getting finished on time, too much time taken

How did it affect others?
minimally at first, but they do not learn to take responsibility, get left out of teams

Page A-2

Finding the Right Words

"There are some comments in your recent performance assessment that I would like for us to talk about together."

"B, this is a fundamental element in your role here in ITS.  Doing this poorly could have a profoundly negative impact on the ability of the university to carry out its business.

Expectation Specifics

You need to have measures to show practically where they are falling short of expectations.
Deadlines missed, tasks not done, not completed

This is easier for performance than for work habits (behaviors).  We assume that these expectations are well known and understood. 

How do we make it clear what the definitions are for being cooperative, innovative, etc.

Page 13-19

Improvement and the Interaction Guidelines

These guidelines are sequential.

  1. OPEN by identifying the improvement opportunity
  2. CLARIFY details about the performance/work habit situation
  3. DEVELOP ideas for improvement
  4. AGREE on specific action plan and self-monitoring method
  5. CLOSE by summarizing and confirming positive expectations

In the clarify stage, the person may dump all their woes.  Listening and responding with empathy is very important here. Check for Understanding - p19.

Effective Feedback

ST - Situation or Task
A = Action
R = Result - or -
A = Alternative
R = Result

You can give the feedback, or you can lead them through a review, and have them do it themselves.

Don't "stroke and poke".  You are doing a really good job, but...

Page 20,21

Case: Alex vs. the Team

About the Situation
Preparing for the Discussion

Use Discussion Notes tear-out. (page 47,48)

A poor work habit - inability to work collaboratively in a team.
Resulting in poor work performance.

Date the notes and file them.

Typically, this form will take about 10 minutes, but up to 30 minutes for the first few.

The objective is to have a conversation with Alex that leads to a plan that Alex will implement.

Help Alex to see this is an opportunity rather than a problem.

Page 22-25

Script: Alex vs. the Team

1. Open - esteem, empathy, support

Alex, your help is important at this critical stage of the project.  You have a role in design, and everyone likes your design, and you have also committed to being a resource.  The team is making increased demands on your time to get the support it needs. 

Tension is developing within the team.

2. Clarify - involvement, share, empathy

Give examples, there have been complaints, quote statements.  What do you see happening here, how do you feel about this.

I see frustration at being interrupted, intrusions on time to get your own work done, lack of cooperation to give help to rest of team

getting to be too much work to do in the two roles - design and support

check for understanding, procedural statements

3. Develop - involvement, share

  1. Spread some of the design load to the other designers
  2. Bring in extra design help
  3. Train other team members to be less reliant on Alex (too late in the project)
  4. We have no other resources, and we have to meet the deadline.  What do you think we can do?

4. Agree - share, support,

5. Close - share, esteem, support

Well, Alex, I will leave it to you to introduce the rest of the team to the online training.

I will talk to the other designers about picking up some of your design work, to leave you more time to support the rest of the team.

Keep the quick reference card in my desk.

To get the second credit, need to demonstrate use of this material.

Do this first with someone who likes you, someone who doesn't need it.

First credit - use the A-1 issue identified at the start of the course, and write it up in the Discussion Notes

Page 22-25

Face-to-face Challenges

  1. lashing out in anger because feeling attacked and fearful
  2. involvement, ask them how they remember repeat questions, share thoughts, tell how it looked to you
  3. maybe need to come back to this after lunch?  What do you think...
  4. Ask the 5 Why's to get to root cause.

Do not wait until you are ready to do all the parts at once.  Start with just a piece even.

Return to 2b3 EDUC689 Seminar: Personnel Management

Created: Tuesday, January 04, 2000 04:02 PM 
Last Modified: Sunday, April 11, 2004 9:10 PM