Startools : People Management Tools, tips and Templates [1 ed.] 9781869224295, 9781869224219

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STA RTO O L S People Management Tools, Tips and Templates John Wilter

STA RTO O L S People Management Tools, Tips and Templates John Wilter

STARTOOLS People Management Tools, Tips and Templates By John Wilter

Copyright © Knowres Publishing and John Wilter All reasonable steps have been taken to ensure that the contents of this work do not, directly or indirectly, infringe any existing copyright of any third person and, further, that all quotations or extracts taken from any other publication or work have been appropriately acknowledged and referenced. The publisher, editors and printers take no responsibility for any copyright infringement committed by an author of this work. Copyright subsists in this work. No part of this work may be reproduced in any form or by any means without the written consent of the publisher or the author, except in the case of templates for practical use. While the publisher, editors and printers have taken all reasonable steps to ensure the accuracy of the contents of this work, they take no responsibility for any loss or damage suffered by any person as a result of that person relying on the information contained in this work.

First Published in 2013 ISBN: 978-1-86922-421-9 Published by Knowres Publishing (Pty) Ltd P O Box 3954 Randburg 2125 Republic of South Africa Tel: (011) 706-6009 Fax: (011) 706 1127 E-mail: [email protected] Website: www.kr.co.za

Printed and bound: Shumani Printers (Pty) Ltd, Parow Industria, Cape Town Typesetting, layout and design: Nadia du Plessis, [email protected] Cover design: Nadia du Plessis, [email protected] Editing and proofreading: Elsa Crous, [email protected] Project management: Cia Joubert, [email protected]

CONTENTS About the author ............................................................................................................................ v Introduction to the STARTOOLS collection of people management tools ..................................... vi

SECTION 1: ATTRACT AND SELECT ........................................................ 1 Introduction to Attract and Select............................................................................................2 STARTOOL 1.1: Job Description Template .............................................................................9 STARTOOL 1.2: Job Application Form .................................................................................15 STARTOOL 1.3: Selection Interview Procedure and Types of Questions ..............................19 STARTOOL 1.4: Selection Decision Matrices .......................................................................24 STARTOOL 1.5: Selection Interview Resource Guide ...........................................................28 STARTOOL 1.6: Employer Value Proposition .......................................................................76 STARTOOL 1.7: Onboarding ................................................................................................80

SECTION 2: ENGAGE, FOCUS AND CHALLENGE ................................. 89 Introduction to Engage, Focus and Challenge .......................................................................90 STARTOOL 2.1: Aligning the Team and Individuals to the Company's Business Plan ..........97 STARTOOL 2.2: Agreeing the Role and Setting Goals ........................................................102 STARTOOL 2.3: Questions to Engage and Focus the Team ................................................109 STARTOOL 2.4: Building an Effective Team .......................................................................116 STARTOOL 2.5: Leading People through Change...............................................................124 STARTOOL 2.6: Performance Management Guidelines......................................................134 STARTOOL 2.7: Performance Management Documents.....................................................147

SECTION 3: FACILITATE FEEDBACK .................................................... 161 Introduction to Facilitate Feedback .....................................................................................162 STARTOOL 3.1: How to Give Effective on Feedback Performance.....................................169 STARTOOL 3.2: Interpersonal Skills for Effective Feedback on Performance ......................173 STARTOOL 3.3: Supporting Performance Improvement .....................................................176 STARTOOL 3.4: Performance Improvement Plan ...............................................................182 STARTOOL 3.5: Handling Conflict .....................................................................................187 STARTOOL 3.6: Measuring Customer Service ....................................................................193 STARTOOL 3.7: Leader Values and Behaviours – 360° Assessment ...................................196 STARTOOL 3.8: Employee Values and Behaviours – 360° Assessment ..............................201

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 4: FACILITATE DEVELOPMENT ............................................. 205 Introduction to Facilitate Development ...............................................................................206 STARTOOL 4.1: Twenty Learning Opportunities for Personal Development ......................212 STARTOOL 4.2: How to Delegate for Development...........................................................216 STARTOOL 4.3: Deciding your Career Direction ...............................................................220 STARTOOL 4.4: Deciding your Career Choices .................................................................224 STARTOOL 4.5: Career Development Discussion Frameworks and Career Plans ...............227

SECTION 5: FACILITATE DEVELOPMENT THROUGH COACHING ........ 235 Introduction to Facilitate Development through Coaching..................................................236 STARTOOL 5.1: Assessment as a Coach .............................................................................245 STARTOOL 5.2: Coaching Questions .................................................................................248 STARTOOL 5.3: Coaching Styles Model and Coaching Plan ..............................................251

SECTION 6: REWARD AND RETAIN .................................................... 257 Introduction to Reward and Retain .....................................................................................258 STARTOOL 6.1: Motivation Checklists and Tools ...............................................................265 STARTOOL 6.2: Leading for Motivation .............................................................................272 STARTOOL 6.3: Leadership Engagement Plan ....................................................................275 STARTOOL 6.4: Talent Management Process .....................................................................278 STARTOOL 6.5: Potential and Performance Assessment.....................................................288 References..................................................................................................................................292

LIST OF FIGURES Figure 2.1a: Developing and Implementing a Strategy ..........................................................98 Figure 2.1b: Cascading Processes Throughout an Organisation ............................................99 Figure 2.1c: The Three-step Formula and Examples of How to Write Up S-M-A-R-T goals ................................................................................................................100 Figure 2.2a: Steps in the Role and Goal-setting Process ......................................................103 Figure 2.4a: The Five Stages of Team Development............................................................118 Figure 2.5a: The Eight-stage Change Management Model ..................................................126 Figure 2.5b: Force-field Analysis .........................................................................................131 Figure 2.5c: The ‘Start, Continue, Stop' Model....................................................................132 Figure 2.5d: The 3 Cs Tool .................................................................................................132 Figure 2.6a: Essential and Optional Steps in the Performance Management Process...........137

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Contents

Figure 2.7a: Essential and Optional Steps in the Performance Management Process...........148 Figure 3.3a: Coaching to Curb Poor Performance ...............................................................177 Figure 3.5a: Approaches to Resolving Conflict....................................................................190 Figure 4.1a: Twenty Learning Opportunities .......................................................................214 Figure 4.5a: A Structured Career Discussion .......................................................................228 Figure 5.0a: Five Coaching Styles and Their Uses ...............................................................243 Figure 5.3a: The Five Coaching Styles and How to Use Them ............................................255 Figure 6.1a: Creating motivational work environments .......................................................271 Figure 6.2a: How to Lead for Motivation ............................................................................273 Figure 6.4a: Leadership Talent Assessment Grid .................................................................281 Figure 6.4b: Technical Talent Assessment Grid...................................................................283 Figure 6.5a: Potential and Performance Assessment ...........................................................289

LIST OF TABLES Table 2.1a: Positive or Action Verbs ...................................................................................101 Table 2.6a: Positive and Action Verbs ................................................................................140 Table 2.7a: Preparing for Performance Improvement Coaching ..........................................157 Table 3.1a: Guidelines for Effective Feedback ....................................................................171 Table 3.1b: Collecting a Portfolio of Performance Evidence ...............................................172 Table 3.3a: Preparing For a Coaching Session to Improve Performance..............................178 Table 3.3b: Stages and Steps in Performance Improvement Coaching ................................179 Table 3.5a: Conflict Resolution Approaches .......................................................................189 Table 3.5b: Steps to Follow in Resolving Conflict ...............................................................191 Table 3.5c: Conflict-handling Tactics .................................................................................192 Table 3.5d: Determining Your Conflict-handling Style........................................................192 Table 3.6a: Key Customer Service-oriented Behaviours ......................................................194 Table 3.6b: The L-E-A-P Technique ....................................................................................195 Table 4.1a: Creating a Personal Development Plan ............................................................213 Table 4.3a: The Early Career Stage .....................................................................................220 Table 4.3b: The Mid-career Stage .......................................................................................221 Table 4.3c: The Late Career Stage .......................................................................................221 Table 4.3d: Career Direction Template ...............................................................................222 Table 4.3e: Medium-term Career Planning Discussion Topics ............................................223 Table 4.4a: Career Choices and Related Tasks ....................................................................225

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STARTOOLS: People Management Tools, Tips and Templates

Table 4.5a: Identifying Your Career Stage ...........................................................................229 Table 4.5b: Determining Your Current Situation .................................................................231 Table 4.5c: Your Desired Future Situation ..........................................................................232 Table 4.5d: Your Future Plans .............................................................................................232 Table 4.5e: A Personal Development Plan, With Deadlines ...............................................233 Table 5.1a: Assessing a Coach ............................................................................................246 Table 5.1b: Monitoring Your Effectiveness as a Coach........................................................247 Table 5.2a: Push and Pull Behaviours .................................................................................250 Table 5.3a: A Coaching Template .......................................................................................256 Table 6.0a: Fortune's incentives to attract and retain talent ................................................260 Table 6.1a: Use of Management Practices ..........................................................................266 Table 6.1b: Values ..............................................................................................................269 Table 6.2a: Creating a Climate for Motivation ....................................................................274 Table 6.3a: A Leadership Engagement Plan for the Year .....................................................276 Table 6.3c: A Leadership Plan For the Year ........................................................................277 Table 6.5a: How to Assess Potential and Performance ........................................................289 Table 6.5b: Summary Template: Assessment of Employees Against Performance and Potential ..........................................................................................................290

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ABOUT THE AUTHOR John Wilter has been involved in management and leadership development for over 25 years. He runs his own training consultancy, works with other consultants on joint projects, and is the author of the range of STARTOOLS. During his early career John held senior training management positions in large South African organisations, including Anglo American Corporation and Engen Petroleum. He has facilitated leadership training sessions in almost every industry in South Africa and on most continents, including Asia, Europe and Australasia in particular. STARTOOLS is the result of many years of development and experience in designing and compiling powerful yet practical easy-to-use people management tools, tips and templates. John holds a Bachelor of Arts degree and a Higher Education diploma. He is married to Jackie, has two talented grown-up children, and lives in Cape Town.

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STARTOOLS: People Management Tools, Tips and Templates

INTRODUCTION TO THE STARTOOLS COLLECTION OF PEOPLE MANAGEMENT TOOLS Many of the world's top-performing organisations recognise employee engagement as the primary force that drives performance outcomes. Research shows that engaged employees work harder, serve the customer better and stay on longer in their organisations. High-performance organisations understand that they need a concerted employee engagement strategy to support the achievement of their strategic objectives. But what makes for a successful employee engagement strategy?

People managers have the opportunity to engage effectively with employees in six areas, as they 1

attract and select talented people who are right for the position and the organisation;

2

engage and focus people on what needs doing in their jobs, in their teams and in the organisation;

3

facilitate feedback so that people are clear on what is expected of them and always know how they are doing;

4

facilitate development in the shorter term to develop competencies, and in the longer term to provide credible and realistic career plans;

5

facilitate development through coaching, as and when the need and opportunity to coach arise;

6

reward and retain people so that they are committed to their jobs and clients, work harder and stay on longer in the organisation.

The STARTOOLS collection consists of more than 30 tried and tested people management tools, tips and templates a manager can use to bring an engagement strategy to life. The six areas and the corresponding tools are contextualised in an introductory chapter that clearly explains how the tools can be used. In addition, each STARTOOL begins with a summary page that describes the purpose of the tool, its content and application. Many of the tools and templates have been expressly designed to be duplicated and used as worksheets. All tools can be edited to better suit individual users' preferences and needs. Human Resource (HR) professionals will find the tools invaluable, and the organisation will benefit from passing them on to their managers to use as benchmarks for implementing an effective people management engagement strategy. If you have any queries or suggestions, please write to John Wilter at [email protected]

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SECTION 1: ATTRACT AND SELECT STARTOOL 1.1: JOB DESCRIPTION TEMPLATE .......................................................9 STARTOOL 1.2: JOB APPLICATION FORM ............................................................15 STARTOOL 1.3: SELECTION INTERVIEW PROCEDURE AND TYPES OF QUESTIONS .................................................................................19 STARTOOL 1.4: SELECTION DECISION MATRICES ...............................................24 STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE................................28 STARTOOL 1.6: EMPLOYER VALUE PROPOSITION ..............................................76 STARTOOL 1.7: ONBOARDING ............................................................................80

STARTOOLS: People Management Tools, Tips and Templates

INTRODUCTION TO ATTRACT AND SELECT This first section supports a manager's responsibility to attract, select and onboard the right people to match the requirements of specific positions and the company culture, by making use of seven practical STARTOOLS: 1.1 JOB DESCRIPTION TEMPLATE 1.2 JOB APPLICATION FORM 1.3 SELECTION INTERVIEW PROCEDURE AND TYPES OF QUESTIONS 1.4 SELECTION DECISION MATRICES 1.5 SELECTION INTERVIEW RESOURCE GUIDE 1.6 EMPLOYER VALUE PROPOSITION 1.7 ONBOARDING Jim Collins, in Good to Great (2001: 54), notes: “Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.” The numerous benefits of effective recruitment and selection include the following: ·

Better selection decisions with a higher success rate of effectively matching and retaining the candidate who meets the requirements of the job and fits into the company culture.

“Good managers hire tough so they can manage easy.” Mel Kleiman

·

A more professional, efficient and effective approach to recruitment and selection, with lower costs and fewer legal challenges.

·

An improved perception of the company in the marketplace, in the longer term.

·

Effective onboarding of new recruits, resulting in higher productivity, superior performance and improved retention.

This introductory note covers the following topics: 1

The importance of attracting and hiring the right people.

2

How to attract talented people to your organisation.

3

The eight steps in the selection process: Step 1: Confirm that recruitment is the best option Step 2: Develop a job description Step 3: Provide a standard application form Step 4: Plan the selection interview process

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SECTION 1: Introduction to Attract and Select

Step 5: Plan and devise interview questions Step 6: Shortlist candidates using a selection decision matrix Step 7: Communicate the company's employer value proposition (EVP) to candidates Step 8: Plan and implement a thorough onboarding process.

1

4

How to implement the guidelines for effective recruitment, selection and onboarding.

5

How to gain and retain competitive advantage.

“The most important thing you do as a leader is to hire the right people.” David Cottrell

THE IMPORTANCE OF ATTRACTING AND HIRING THE RIGHT PEOPLE The so-called War for Talent continues to rage. Attracting and selecting the right people for the job, the project and the company culture are becoming increasingly difficult. In addition there is a skills shortage – especially in more advanced technologies and other specialised areas. It is costly to make an incorrect hiring decision in terms of time and missed opportunities. There is also the danger of a poor hiring decision having a negative impact on other employees, if it leads to conflict or increased workload (and resultant pressure).

2

HOW TO ATTRACT TALENTED PEOPLE TO YOUR ORGANISATION Recruitment costs are high. Every manager should leverage his/her social networks to establish a pipeline of prospective talented candidates, and should also create opportunities to share why the organisation is a great place to work. Social media can be used to connect prospective talent to the organisation. Every company “sells” and “recruits”, therefore it is important for managers to be able to communicate the organisation's employee value proposition (EVP) consistently and compellingly. Four main components make up a value proposition: a

Quality of leadership

b

Company image

c

The work itself and the work environment

d

The “total reward” experience offered.

More information on an EVP is included later in this introduction under Step 7 of the selection process.

“Recruiting gets a whole lot easier when you have a reputation for being a great place to work.” Joanna Meiseles

As a manager, you should use every opportunity to spot and recruit talent, for example when attending conferences, technical presentations, social gatherings, etc. Also, encourage and invite individuals with specific skill sets that are valuable to the organisation, to apply for a position. It is important to maintain good relations with former employees who might be welcomed back into the organisation at a later stage. Chances are they may return to the organisation with new and valuable competencies gained in a different yet relevant environment.

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STARTOOLS: People Management Tools, Tips and Templates

Create and use a formalised internal referral process to build a database of good CVs, and incentivise or compensate employees generously for introducing the right talent into the organisation. Incentives are often paid to existing employees after a new recruit has completed the onboarding programme and has a proven, six-month performance record. Remember, during the interview process, it is up to the manager to decide whether or not an applicant is suitable for the position and will suit the company. Importantly, the applicant also has the right to decide whether you and your organisation will suit his/her career plans. It is vital that managers recruit and select the right people to match the company culture and the competencies required of the role. This is the first responsibility of people managers. The financial and non-financial costs of poor selection decisions are enormous and difficult to fully quantify. Appointing the wrong person will soon take up a great deal of unnecessary management time in the form of performance coaching and counselling. Team members may become demotivated if required to carry the extra workload of a colleague who is under-performing, or if a position remains vacant for a lengthy period of time.

3

THE EIGHT STEPS IN THE SELECTION PROCESS Use the following process to hire the right people for your company:

“Recruit the best players all the time! When a business is short-staffed, that is the worst time to recruit because you are desperate.”

a

Confirm that recruitment is the best option.

b

Use a job description template to clearly define the job you are trying to fill, and to simplify the process of shortlisting candidates for interviewing.

c

Provide a standard application form to all candidates.

d

Plan the selection interview process in some detail in terms of number of interviews and who to involve.

e

Plan the interview questions to uncover evidence of the competencies required for the position.

f

Shortlist the candidates, schedule the interviews and summarise each candidate's performance using a selection decision matrix. Conduct a reference check on the final, short-listed candidates using a standard checklist.

g

Communicate your company's EVP during interviews so as to attract the best employees to your organisation in the future.

h

Plan and implement a thorough onboarding process to ensure the effective induction of the new recruit into the job, the organisation and the culture.

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Joanna Meiseles

SECTION 1: Introduction to Attract and Select

4

HOW TO IMPLEMENT THE EIGHT STEPS Step 1: Confirm that recruitment is the best option What are the options to recruitment? Involve your work team in this decision. Can the job be reallocated to someone who might see it as a development opportunity? That will mean another vacant position needs to be filled. Can the job be split up among the team, thereby saving on the expense of a salary? Do you need a new set of competencies in the organisation, rather than merely recruiting a candidate to fill the original position? Can a contractor do the work for a limited period of time? How can the work be more effectively organised at this stage? Move to the second step if you have confirmed that recruitment is the best option.

Step 2: Develop the job description An effective job description template consists of four areas: job purpose, key responsibilities, job requirements and competencies. The selection interview should explore the candidate's career experience relative to the key responsibilities and should assess, in detail, the candidate's knowledge, skill and attitude against the job-specific competencies. Refer to STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p. 10) for a ready-to-use template.

Step 3: Provide a standard application form A standard application form requires essential biographical data from a job applicant, as well as a record of his/her most recent work experience, along with a timeline. The labour laws in many countries preclude any information relating to David Cottrell age, gender, marital status, health, etcetera being requested on an application form. Always verify what is applicable in your country, so as to ensure compliance.

“Without the right people, the best strategy in the world is doomed to fail.”

A completed application form should accompany the candidate's CV. You may want to request that the candidate complete the form by hand. A standard application form allows for quicker shortlisting, since it does not become long winded and confusing, as so many CVs do. Refer to STARTOOL 1.2: JOB APPLICATION FORM (p. 16) for a standard template.

Step 4: Plan the selection interview process Best practice suggests that you follow the “Rule of three”: ·

Try to find at least three candidates for the role

·

Have at least three people interview them

·

Interview candidates in three separate interactions.

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STARTOOLS: People Management Tools, Tips and Templates

The following four-phase interview process works well:

i

Opening the interview –

Make the candidate feel welcome and thank her/him for attending

–

Outline the structure and format of the interview

–

Begin by asking starter interview questions to ease into proceedings.

ii During the interview –

(Step 1: Screening interview) Ask questions to assess the candidate's qualifications, work experience, attitude and level of genuine interest in the position and the company.

–

(Step 2: Culture and competence interview) Ask questions to assess the candidate's outlook against the company culture, and his/her competence against important jobspecific competencies.

–

(Step 3: Team fit interview) Assess the candidate's suitability to work as a member of a team.

OR

OR

iii Closing the interview –

Encourage the candidate to ask questions about the job, the company and the marketplace

–

Explain the next steps in the selection process and provide a realistic time frame

–

Promote the company positively and realistically using the EVP statement. Bid the interviewee a warm farewell.

iv After the interview –

Review your interview notes and consult with any interview panel members.

–

Complete the appropriate Selection Decision Matrix Form (Form 1, 2 or 3) to compare candidates and make a decision regarding the shortlist, or a final selection decision.

–

Conduct reference checks on the final shortlisted candidates, using a standardised template.

Refer to STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE (p. 29) for a clearly referenced and user-friendly guide based on behavioural interviewing techniques. The three interviews described in the guide use separate sets of competencies, with a series of suggested questions for each. This vital tool is at the core of the selection process.

Step 5: Plan and devise interview questions A successful interview is essentially about effective questioning that uncovers evidence in the candidate of the competencies required of the position. After beginning with the starter questions, proceed to a number of open-ended, best/worst, situational and probing

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SECTION 1: Introduction to Attract and Select

questions to ensure you are collecting as much information as possible about the candidate's level, as measured against the required competencies. Let's look at the four types of questions in more detail: –

Open-ended: These questions tend to open up the interview and start with words such as: What? Why? How?

–

Best/Worst: These types of questions allow the candidate to tell you about the range of their performance (successful and unsuccessful). For example: “What was your biggest achievement in your current position? Why do you consider it so?” Or: “What was the worst mistake you made with a client? What did you learn from it?”

–

Situational: The main use of these questions is to place the candidate in a situation that is typical of a scenario in that position, for example: “What did you do to re-engage a staff member who had become demotivated?”

–

Probing: Such questions explore an issue in more detail, getting to the root of the matter. An example would be: “You said you have competent people in your team. How do you measure competence in others?”

Refer to STARTOOL 1.3: SELECTION INTERVIEW PROCEDURE AND TYPES OF QUESTIONS (p 20).

Step 6: Shortlist candidates using a selection decision matrix A selection decision-making matrix contains the list of competencies and a simple rating scale for each, so that candidates can be assessed immediately after an interview and compared to other candidates at a later stage. This approach allows all the interviewers involved in the selection exercise to share their opinions and decide collectively who to shortlist or who to offer the position. A separate matrix form is used for each candidate and for each interview, to allow comparisons to be made between different candidates. Refer to STARTOOL 1.4: SELECTION DECISION MATRICES (pp. 25–27) for templates on how to rank shortlisted candidates for a position. In the JOB APPLICATION FORM (p. 16), candidates are asked to provide the names of their former employers and referees. Usually, only the references of the final shortlisted candidates are checked. Some companies obtain references on all candidates, even before they are interviewed.

Step 7: Communicate the company’s EVP to candidates To remain competitive, companies need to attract and retain talented employees. There is a clear shift in the balance of power away from employers to employees. The Internet has increased competition for customers by allowing customers to more easily compare prices and products. Similarly, employees can, at the click of a mouse, search the web to discover other job opportunities and their market value. This means that employers must offer a genuinely attractive and integral EVP if they hope to attract and retain the best and most talented people. The proposition spells out the unique or special value which the organisation offers its employees. For guidelines on what makes a good value proposition and how to develop one, refer to STARTOOL 1.6: EMPLOYER VALUE PROPOSITION (p. 77).

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STARTOOLS: People Management Tools, Tips and Templates

Step 8: Plan and implement a thorough onboarding process Onboarding is a planned process that welcomes “Employee onboarding … new recruits to the organisation and provides is a crucial element in both them with the knowledge, resources and support individual and organisational they need to settle in and become productive as development and establishes the quickly as possible. Onboarding ensures proper foundation for future success.” hand-holding and a smooth transition for a new employee into his/her job and the organisation's Michael D Watkins culture. The onboarding process can last anywhere between three weeks to six months, depending on the complexity of the position and the industry. The expected benefits of onboarding include the following: –

A better understanding of the organisation's vision, mission, markets, clients and values

–

A better grasp of and a smooth transition into the organisation's culture

–

Greater clarity about the organisation's many systems and processes

–

Role clarity, performance expectations, development and career opportunities

–

Effective engagement with the organisation, leading to higher levels of job satisfaction and better retention levels in the longer term.

Refer to STARTOOL 1.7: ONBOARDING (pp. 81–88) for a series of templates that provide structure and content to an effective induction programme.

5

HOW TO IMPLEMENT THE GUIDELINES FOR EFFECTIVE RECRUITMENT, SELECTION AND ONBOARDING Collectively, the tools in this area allow you “If you pick the right people to clearly define the position you are trying to fill. and give them the opportunity They guide you through the step-by-step planning to spread their wings – and put and conducting of the selection interview process, compensation as a carrier behind help you communicate an attractive EVP, and it – you almost don’t have to conclude with selection matrices which are manage them.” designed to help you make the best decision about who to shortlist or appoint. It is vital to do Jack Welch a reference check on shortlisted candidates before making a final appointment. The onboarding process will ensure the effective and speedy induction of a new recruit into the job, the organisation and its culture, which will, in turn, lead to enhanced performance and retention.

6

HOW TO GAIN AND RETAIN COMPETITIVE ADVANTAGE An organisation's image in the marketplace contributes to its competitive advantage. Usually, talented people want to work for an “employer of choice” and readily seek out and apply for positions with those companies or organisations. An organisation with an unattractive image needs to spend considerable funds in its attempts to entice prospective applicants. Being able to attract the best and most talented people to your organisation is a distinct competitive advantage. In turn, talented people attract other talented people to the organisation, which is a valuable spin-off and an excellent ‘self-propelling' investment in the longer term.

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SECTION 1: Job Description Template

SECTION 1: ATTRACT AND SELECT

STARTOOL 1.1: JOB DESCRIPTION TEMPLATE

Purpose

Use these tips and templates when describing a job for recruitment and selection purposes. The completed template should be used for shortlisting and onboarding, and as a basis for performance management.

Content

1

Job purpose

2

Key responsibilities (between four and eight)

3

Job requirements

4

Seven generic competencies. Please note that these same competencies are included in STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE (p. 29).

Application

Take sufficient time to define the job, as the job description will be used for recruitment, selection, onboarding and performance management. a

Describe the purpose of the job in one sentence.

b

Define between four and eight job responsibilities, each starting with an action verb.

c

Identify and list any non-negotiable job requirements.

d

Select the competencies and behaviours (knowledge and skills) needed in the position. Edit the behaviours, as required.

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STARTOOLS: People Management Tools, Tips and Templates

STARTOOL 1.1: JOB DESCRIPTION TEMPLATE Job description (in preparation for recruitment and selection) Position: Work-level: Location: Reports to: Peers: Reports: 1 Job purpose State the purpose of the job in two to three lines 2 Key responsibilities – between four and eight Start each responsibility with an action verb, e.g. manage, plan, coordinate, schedule, liaise, resolve, advise, propose, identify, design, facilitate, analyse, coach, develop, record, enter, summarise, respond to, communicate, follow up, recommend, etc. 3 Job requirements Qualifications, education, certification, licences, training, essential experience required 4 The seven job-specific competencies

1

Team leadership (for people manager positions)

2

Strategic orientation (for more senior positions)

Circle the competencies that are relevant to the position and edit further. Refer to the definitions of the competencies and behaviours which follow in this document.

3

Entrepreneurship and profitable growth

4

Solving problems and getting results

5

Functional expertise

6

Interpersonal skills

7

Self-management

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SECTION 1: Job Description Template

1

TIPS FOR WRITING AN EFFECTIVE JOB DESCRIPTION 1.1 Job purpose This should be a brief and accurate statement of why the job exists from the organisation's point of view. Often one sentence is enough, for example regarding an HR Manager position: “Recruit, develop and retain the quality and quantity of employees needed for company requirements by developing, recommending and implementing sound HR policies and practices.” An example for an Accounts Controller, Fixed Assets could be: “Forecast, manage and control the fixed assets of the company by providing reliable and accurate information to users and an up-to-date record of assets for statutory purposes.” An example for a Development Chemist could be: “Develop new products, maintain and enhance existing products, research raw materials formulations, trends and benchmarking. Prepare new product launches using technical and creative skills.”

1.2 Key responsibilities These are statements describing the results required from a job. They describe what is required and why, but not how the job should be done. The statements should ·

be precise and realistic;

·

describe a separate and distinct end result or output;

·

be worded to emphasise the action that leads to an end result (therefore, start with an action verb, e.g.: direct, manage, plan, liaise, resolve, advise, identify, design, facilitate, analyse, coach, develop, etc.)

Most jobs have between four and eight key responsibilities. These should be written in the form: What is done … to what/whom … with what outcome? Some examples are: “Direct the work of quality control staff so that product inspection procedures are enforced.” “Maintain up-to-date record of fixed assets at all sites, as reported quarterly.” “Monitor first production of new products and ensure all existing products follow good manufacturing practice.” “Increase market share of products by targeting specific industries to become market leader within 24 months.” “Create a climate of motivation for a team of professionals who are committed to producing excellence in their areas of speciality and to the profitable benefit of the organisation.”

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STARTOOLS: People Management Tools, Tips and Templates

1.3 Job requirements (qualifications, education, certification, licences, training, experience required, etc.) Requirements are non-negotiable prerequisites for a job, and should therefore be selected carefully and fairly. A qualification is essential only if there is a legal requirement for it.

1.4 Competencies The knowledge, skill and experience (competencies) necessary to perform satisfactorily in the job should be identified. Formal qualifications are, in general, less important unless they are specific to the job, for example a legal requirement. The following seven generic, job-specific competencies are applicable to many positions: 1

Team leadership (for people management positions)

2

Strategic orientation (for more senior positions)

3

Entrepreneurship and profitable growth

4

Solving problems and getting results

5

Functional expertise

6

Interpersonal skills

7

Self-management.

Tip: Circle the relevant competencies and behaviours for the position being recruited, then select and edit the behaviours further.

1 Team leadership (for people management positions) a

Influence others to achieve the organisation's mission and goals;

b

Organise the work and allocate roles and responsibilities to self and staff members;

c

Provide ongoing direction to individuals/teams in terms of roles, goal setting and performance standards;

d

Coach and assign/delegate tasks to develop the capabilities of others, finding satisfaction in knowing the impact made on an individual's work and career;

e

Lead from a position of influence, not only authority;

f

Create and reinforce a culture of teamwork and cooperation among all stakeholders;

g

Create a climate of sustainable motivation at work that empowers people to want to do their best;

h

Provide the information and other resources needed for staff to perform their tasks well;

i

Communicate results achieved on a regular basis, and realign focus and standards when needed;

j

Complete face-to-face staff evaluations and written appraisals;

k

Resolve conflict between and among employees constructively and fairly;

l

Manage poor performance in good time and decisively;

m Implement disciplinary procedures by following organisational policy and labour law.

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SECTION 1: Job Description Template

2 Strategic orientation (for more senior positions) a

Think beyond your own area of direct operation. Use complex strategic thinking and incorporate conceptual, analytical and intuitive abilities;

b

Apply strategic thinking to a function or process, product and market, business unit or corporate entity;

c

Formulate and communicate a clear vision for the future;

d

Develop clear, step-by-step strategies and tactics by analysing the company's competitive position and considering: industry and market trends; current and potential clients; and the organisation's inherent strengths and weaknesses;

e

Understand competitors' strengths and weaknesses;

f

Formulate policies and procedures to support the business;

g

Plan and implement changes and innovations in your own and in other areas of the business;

h

Identify and verify critical information and intelligence for formulating goals;

i

Set long-term objectives for your area of responsibility;

j

Build an appropriate image for your department, company and/or organisation.

3 Entrepreneurship and profitable growth a

Proactively look for opportunities to grow the current business and identify new business opportunities;

b

Act on your own initiative to identify new business opportunities;

c

Identify opportunities in clients' businesses to promote relevant solutions in your own business;

d

Determine, as soon as possible, the costs and benefits of a business proposition;

e

Understand the key performance indicators driving the market, in respect of clients' businesses and your own;

f

Conduct a meeting with a client of equal business stature;

g

Understand and manage the market dynamics (competition, the rules of the game and regulations);

h

Understand financial terms and conditions in the business process, including cash flow, discounts, credit terms, implementation costs, project funding, foreign exchange, tax, etc;

i

Formulate a budget;

j

Understand and work closely to that budget.

4 Solving problems and getting results a

Accept responsibility for resolving a problem to its final conclusion;

b

Drive achievement and the on-going improvement of business results;

c

Show dissatisfaction with poor performance and drive processes to achieve business goals;

d

Strive to achieve agreed deadlines and standards, especially when the going gets tough or the anticipated situation changes;

e

Review and evaluate proposals in line with broader business strategies;

f

Know when to move on to the next opportunity and do not invest too much time in spent business opportunities;

g

Apply a systematic problem-solving approach to identify causes, explore alternatives and decide on the best course of action to resolve the problem now and in the future.

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STARTOOLS: People Management Tools, Tips and Templates

5 Functional expertise a

Remain up to date in your area of speciality or expertise;

b

Apply a body of knowledge and experience to current business situations in order to add value and improve business efficiencies and profitability;

c

Apply technical or specialist expertise and experience for the benefit of the organisation and consider the context in which these are applied;

d

Ensure that your functional expertise supports that of other experts, rather than being in competition with them (e.g., colleagues and clients);

e

Persuade or negotiate with others by relying on technical or specialist knowledge and experience;

f

Present documented material or proposals in a credible and professional manner;

g

Share the technical implications of a situation with non-specialists, or explain it to them.

6 Interpersonal skills a

Speak clearly and confidently, be articulate;

b

Listen actively to fully understand the other person's view or perspective;

c

Tailor feedback to the specific needs and communication styles of others;

d

Make effective presentations and concisely present/communicate a complete and accurate picture of the current situation or of the company's products and services;

e

Develop and maintain two-way communication with a variety of people at different levels both within and outside the organisation;

f

Suggest proposals to address your clients' most vital concerns and important business issues;

g

Structure meetings and presentations to create the desired impact and increase the chances of a favourable outcome;

h

Build a network of relevant role-players both within and outside the organisation;

i

Resolve customer complaints in a professional and confident manner;

j

Resolve unhappiness or conflict in a calm, objective and comprehensive way.

7 Self-management a

Work effectively under pressure and proactively manage stress levels;

b

View change as an opportunity for growth or improvement;

c

Adjust your personal style to meet changing business demands;

d

Work productively in a high-pressure environment, maintain a positive outlook, handle criticism well and learn from it;

e

Focus on the issue, not the person;

f

Remain focused on the task at hand despite regular distractions and ongoing requests for service;

g

Identify your inner feelings and emotional state, and express those feelings to others in an appropriate manner;

h

Work hard when required and work smart whenever possible;

i

Manage your own time effectively by setting priorities and through productive time management;

j

Plan for shorter-term personal development and longer-term career development.

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SECTION 1: Job Application Form

SECTION 1: ATTRACT AND SELECT

STARTOOL 1.2: JOB APPLICATION FORM

Purpose

This three-page standard application form includes the essential biodata and information on work experience required from a job applicant, in order for the prospective employer to be able to make a shortlisting decision. Please note: Labour laws preclude certain information from being required on an application form.

Content

1

Biodata

2

Education and training

3

Employment and work experience

4

References

Application

It is more difficult to shortlist applicants for a job if they provide their own curriculum vitae (CV) in a variety of formats, styles and lengths. a

Ask that applicants complete the standard application form in their own handwriting, even if they have already provided their CV

b

Shortlist candidates by measuring the CV against the job description. Use STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p. 10) which should always be completed prior to the recruitment process.

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STARTOOLS: People Management Tools, Tips and Templates

STARTOOL 1.2: JOB APPLICATION FORM JOB APPLICATION FORM (To be completed by all applicants in their own handwriting) Position applied for First name

Middle name

Surname/family name

Home

Work

Mobile

Full names

Contact address Email address

Contact telephone numbers Citizenship(s) Valid driver's licence

0

0

NO

YES

Code or type:

Please state whether you have any medical or physical condition that will prevent or hinder you from carrying out the duties of the position you are applying for

Health

0

0

NO

YES

If yes, please elaborate:

* Highest school grade

Name of school

Year completed

* Degree/diploma

Educational institution

Year completed

* Name/type of course

Educational institution/provider

Year completed

School education

Post-school education (include three highest qualifications)

Other relevant training completed (include a maximum of three) * You will be required to provide a certified copy of all educational/training certificates during the final shortlisting stage.

– 16 –

¶

SECTION 1: Job Application Form

Languages (List no more than three)

Indicate level of proficiency in terms of weak/fair/good Speak (W/F/G)

Read (W/F/G)

Write (W/F/G)

Language 1 Language 2 Language 3 Company 1

Position held

From... to...

Position held

From… to...

Main duties:

Reasons for leaving this job:

Employment and work experience Start with your most recent employer and include no more than three jobs

Company 2

Main duties:

Reasons for leaving this job:

¶ – 17 –

STARTOOLS: People Management Tools, Tips and Templates

Company 3

Position held

From… to...

Main duties:

Employment and work experience Start with your most recent employer and include no more than three jobs

References

Contact person

Reasons for leaving this job:

Provide full details of at least one employer and one personal reference that our recruiters may contact with your permission. It is common courtesy to ask referees beforehand if they are prepared to provide a reference on your behalf. Position in organisation or nature of personal relationship with applicant

Name of organisation (if relevant)

Contact telephone number(s)

I declare that the information given in this form is correct. I understand and accept that any misrepresentation will automatically and immediately lead to this application being rejected, or if the application is successful, a disciplinary investigation with summary dismissal as the possible consequence. I furthermore specifically and willingly permit the company to undertake any credit or criminal charge checks that it may deem appropriate, and state that to my knowledge I have no financial or criminal offences, past or pending, that would preclude me from normal employment.

Full name:

Signature:

– 18 –

Date:

SECTION 1: Selection Interview Procedure and Types of Questions

SECTION 1: ATTRACT AND SELECT STARTOOL 1.3: SELECTION INTERVIEW PROCEDURE AND TYPES OF QUESTIONS Purpose

The selection interview procedure suggests that you identify at least three potential candidates for the role, have at least three people interview them, and interview candidates during three interactions (not all face-to-face interviews) before making a final decision. Clear guidelines are given on how to conduct selection interviews and what types of questions to ask to explore each candidate's attributes and competencies.

Content

1

The 3-step selection process

2

The selection interview process

3

Types of interview questions

4

The STAR model of behavioural questioning

a

Define the job clearly using STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p.10).

b

Decide on the best selection interview process for the position and the circumstances.

c

Select the interviewers for the process, agree on interview questions, conduct the series of interviews and complete the selection decision matrix after each interview.

d

Make your final selection decision regarding the appointment.

Application

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STARTOOLS: People Management Tools, Tips and Templates

STARTOOL 1.3: SELECTION INTERVIEW PROCEDURE AND TYPES OF QUESTIONS 1

THE 3-STEP SELECTION PROCESS THE 3-STEP SELECTION PROCESS

Step 1 Screening interview

¶

Step 2

Step 3

Culture and competence interview

Team fit interview

¶

15–20 minutes

60–75 minutes

30–45 minutes

Telephonic

Face to face

Face to face

Assessment of the candidate's qualifications, work experience and attitude relevant to the position. Also, to gauge the candidate's level of genuine interest in the job and the company

Assessment of the candidate regarding the company's culture and his/her level of competence against important job-specific competencies

Assessment of the candidate's team fit.

After the interview, complete Selection Decision Matrix 1

After the interview, complete Selection Decision Matrix 2

After the interview, complete Selection Decision Matrix 3

Who interviews?

Who interviews?

Who interviews?

HR representative, direct manager or senior employee

Direct manager, HR representative, technical specialist and/or senior employee

Senior employee, peers, team members (and clients, if appropriate)

1 person

± 3–5 people

± 3–5 people

This is the final interview before a selection decision is made and the job is offered to the successful candidate

Follow the Rule of Three: Find at least three potential candidates for the role, have at least three people interview them and interview candidates in three interactions before making a final decision.

– 20 –

SECTION 1: Selection Interview Procedure and Types of Questions

2

THE SELECTION INTERVIEW PROCESS

The following interview process should be used for all interviews: 1 Opening the interview ·

Make the candidate feel welcome and thank her/him for attending. Introduce yourself and other interviewers.

·

Outline the structure and format of the interview to the candidate.

·

Begin interviews 2 and 3 by asking starter interview questions. Refer to STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE (p. 29) for tips related to all interviews.

2 During the interview a

Step1: Screening interview. Ask questions to clarify and uncover evidence of the candidate's qualifications, work experience and attitude relevant to the position. Also, gauge the candidate's level of genuine interest in the job and the company.

OR b

Step 2: Culture and competence interview. Ask questions to uncover evidence from the candidate relating to the company culture and his/her competence against important job-specific competencies.

OR c

Step 3: Team fit interview. Ask questions to uncover evidence of team fit.

3 Closing the interview ·

Encourage the candidate to ask questions about the job, company and the market.

·

Explain the next steps of the selection process, and provide a realistic time frame for feedback.

·

Promote the company positively and realistically using STARTOOL 1.6: EMPLOYER VALUE PROPOSITION (p. 77). Bid a warm farewell and escort the candidate out.

4 After the interview ·

Review your interview notes.

·

Consult with any panel interview members.

·

Complete the appropriate SELECTION DECISION MATRIX (1, 2 or 3, pp. 25–27) in STARTOOL 1.4 to make your decision regarding the candidate (shortlist/employ, not suitable, future interest).

·

Conduct reference checks on the short-listed candidates.

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STARTOOLS: People Management Tools, Tips and Templates

3

TYPES OF INTERVIEW QUESTIONS

1 Open-ended questions These tend to open up the interview and encourage the candidate to speak freely. They start with words such as: What? Why? How? ·

What do you enjoy most about your current job?

·

Why do you want to move at this time? What are you looking for in your next move?

·

How have you resolved conflict with a client? And conflict between two staff members?

2 Best/worst questions They encourage the candidate to speak about both positive and negative issues, for example: ·

What is your biggest achievement in your career to date? Please elaborate.

·

What is the worst mistake you ever made in your career? What did you learn from it?

·

What is the most difficult technical problem you solved as an engineer?

·

What is your weakest area in terms of your technical knowledge?

3 Situational questions Their main function is to place the candidate in a situation that would typically manifest in the work environment: ·

What do you do when a client rejects your final proposal?

·

How do you onboard new recruits?

·

How do you become accepted in a new team? What did you do when you were not accepted?

4 Probing questions They explore an issue further, making a better selection decision more likely: ·

Elaborate on how you created a solid relationship with key clients.

·

You said you built up a strong team. How did you go about doing this?

·

Tell me more about your approach to managing your team as well as individuals.

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SECTION 1: Selection Interview Procedure and Types of Questions

4

THE S-T-A-R MODEL OF BEHAVIOURAL QUESTIONING

S

Situation: The situation or problem that will be explored in the interview.

OR

T

Task: The task at hand that will be explored in the interview.

A

Action: What the candidate did or said in response to a situation or task, and how they did or said it.

R

Result: The effects or outcomes of the candidate's actions.

A quick and easy way to remember the behavioural method of interviewing is to phrase your interview questions in the S-T-A-R sequence:

S-T-A-R Situation/Task Situation/Task Situation/Task Action Action Action Result Result Result

Interviewer question Describe a situation where you had to overcome extreme supplier resistance, to get a project delivered on time. What did you do to raise the morale of the project team? Tell me what you did to find new opportunities in the market. How did you respond to negativity about the product? What steps did you take to encourage the team to become more positive? How did you close the sale with this demanding yet valuable client? What was the result of your action? How did the team perform at the end of all of these interventions? How did the client respond to your suggestions?

– 23 –

STARTOOLS: People Management Tools, Tips and Templates

SECTION 1: ATTRACT AND SELECT

STARTOOL 1.4: SELECTION DECISION MATRICES

Purpose

Three decision-making templates feature the attributes, competencies and a simple rating scale for assessing and comparing candidates immediately after an interview. All interviewers can complete a matrix to compare their ratings.

Content

1

Selection decision matrix 1: Screening interview matched against relevant qualifications, work experience and attitude.

2

Selection decision matrix 2: Assessment against the company culture and competencies required for the job.

3

Selection decision matrix 3: Assessment against team fit.

Application

The goal is to take the time to select the best candidate for the job. a

Define the job using STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p. 10).

b

Decide on the best selection interview process for the position.

c

Select the interviewers for the process and agree on interview questions. Conduct the series of interviews and complete the relevant selection decision matrix after each interview.

d

Make your final selection decision regarding the appointment.

Please note: The matrices are also included in STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE (p. 29) and are repeated here for ease of use.

– 24 –

SECTION 1: Selection Decision Matrices

STARTOOL 1.4: SELECTION DECISION MATRICES SELECTION DECISION MATRIX 1: Screening interview Complete a separate matrix form for each candidate, and for each interview or interaction. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 1: Candidate screened against relevant qualifications, work experience and attitude Category of competence

Total score

Competence

1 Qualifications, work experience, 2 and attitude as applicable to the 3 job

Meets requirements

9

6

8

7

5

4

Does not meet requirements 3

2

1

Qualifications Work experience Attitude

4

Level of interest

1

Qualifications appropriate for the job

2

Work experience relevant to the job

3

Attitude appropriate for the job

4

Level of interest in or ‘hunger' for the job

Comments

Exceeds requirements

Total score:

Comments:

Recommendations:

Shortlist



Not suitable



Future interest



Reason why candidate is not suitable:

– 25 –

STARTOOLS: People Management Tools, Tips and Templates

SELECTION DECISION MATRIX 2: Culture and competence interview Complete a separate matrix form for each candidate, and for each interview or interaction. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 2: Candidate assessed against the company culture and the competencies required for the job Category of competence

Total score

Competence

Exceeds requirements

Meets requirements

Does not meet requirements

9

6

3

8

7

5

4

2

A Respect for people Assessment against the company culture

B Personal commitment C Teamwork and partnership D Dedication to quality and client service 1 Team leadership (people management positions)

Assessment against jobspecific competencies (delete irrelevant competencies)

2 Strategic orientation (more senior roles) 3 Entrepreneurship and profitable growth 4 Solving problems and getting results 5 Functional expertise 6 Interpersonal skills 7 Self-management Total score:

Comments:

Recommendations: Shortlist



Reason why candidate is not suitable:

Interviewer(s):

– 26 –

Not suitable



Future interest



1

SECTION 1: Selection Decision Matrices

SELECTION DECISION MATRIX 3: Team fit interview Complete a separate matrix form for each candidate, and for each interview. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 3: Assessment against team fit Category of competence

Competencies related to team fit

Total score

Competence

1

Team player

2

‘Can do' attitude

3

Flexibility

4

Client focus Total score:

Exceeds requirements

Meets requirements

Does not meet requirements

9

6

3

8

7

5

4

2

1

Comments:

Recommendations: Shortlist



Not suitable



Future interest



Reason why candidate is not suitable:

Interviewer(s):

– 27 –

STARTOOLS: People Management Tools, Tips and Templates

SECTION 1: ATTRACT AND SELECT STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE Purpose

This extensive guide, which is clearly referenced and user friendly, is based on behavioural interviewing techniques. Processes, tips, templates and many examples of interview questions are provided to enable managers and other professionals to plan and run an effective selection campaign, in order to hire the right person for the position and the company.

Content

1

The selection interview procedure

2

Step 1: Screening interview

3

Step 2: Culture and competence interview

4

Step 3: Team fit interview

a

Read the selection interview procedure for an overview of the entire selection process.

Application

– 28 –

b

Define the job clearly using STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p. 10).

c

Choose the interviewers for the selection campaign, agree on competencies and behaviours from the seven job-specific competencies and compile the interview questions (refer to suggested examples). Write your own questions, if preferred.

d

Conduct telephonic screening interviews to shortlist, followed by intensive culture and competence interviews to compile the final shortlist. Conduct ‘team fit' interviews before making the hiring decision. Complete the relevant selection decision matrix after each interview using STARTOOL 1.4: SELECTION DECISION MATRICES (pp. 25–27).

e

Conduct the reference checks of the final short-listed candidates (p. 75).

f

Plan and implement an effective onboarding programme for the new recruit.

SECTION 1: Selection Interview Resource Guide

STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE Index 1

The selection interview process (p. 21)

a

Three-step interview process: Number and sequence of interviews (p. 30)

b

Preparing for a selection campaign (p.31)

c

The selection interview process (p. 33)

d

Begin with starter interview questions to get off to a good start (p. 33)

e

During the interview (p. 34)

f

Closing the interview (p. 34)

g

After the interview (p. 35)

2

Step 1: Screening interview (p.36)

a

About interview 1 (p.36)

b

Questions to explore the job candidate's qualifications, work experience and attitude relevant to the position being filled (p. 37) SELECTION DECISION MATRIX 1 (p. 38)

3

Step 2: Culture and competence interview (p. 39)

About step 2 and starter questions for step 2 (p. 39) A Respect for people (p. 40) B Personal commitment (p. 42) C Teamwork and partnership (p. 44) D Dedication to quality and client service (p. 46) Questions to explore job-specific competencies (p. 48) 1

Team leadership (for people management positions) (p. 48)

2

Strategic orientation (for more senior positions) (p. 50)

3

Entrepreneurship and profitable growth (p. 52)

4

Solving problems and getting results (p. 54)

5

Functional expertise (p. 56)

6

Interpersonal skills (p. 58)

7

Self-management (p. 60) SELECTION DECISION MATRIX 2 (p. 64)

4

Step 3: Team fit interview (p. 65)

About step 3 and starter questions for step 3 (p. 65) A Team player (p. 66) B ‘Can do' attitude (p. 68) C Flexibility (p. 70) D Client focus (p. 72) SELECTION DECISION MATRIX 3 (p. 74) Reference check template (p. 75)

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STARTOOLS: People Management Tools, Tips and Templates

1

THE SELECTION INTERVIEW PROCESS

a

The three-step interview process: Number and sequence of interviews

Research into high-performing organisations emphasises the importance of taking candidates for a vacant position through a rigorous selection process. The successful candidate should realise that s/he has been especially selected for the position, thereby creating a positive expectation in the candidate that s/he will perform well in the new job. This applies to both internal and external candidates. Whereas external candidates should be taken through three interviews, two interviews are usually sufficient for internal candidates. It is strongly recommended that you follow the ‘Rule of three’, i.e., have at least three potential candidates, at least three people interviewing them, and that you interview the candidates during three separate interactions. The following table and explanation summarise the recommended selection interview process:

Step 1

Step 2

¶

Screening interview

Step 3

¶

Culture and competence interview

Team fit interview

Timing: 15–20 minutes

Timing: 60–75 minutes

Timing: 30–45 minutes

Telephonically

Face to face

Face to face

Assessment of the candidate's qualifications, work experience and attitude relevant to the position. Also, to gauge the candidate's level of genuine interest in the job and the company

Assessment of the candidate regarding the company culture and level of competence against important job-specific competencies

Assessment of the candidate's team fit.

After the interview, complete SELECTION DECISION MATRIX 1 and shortlist or reject candidates

After the interview, complete SELECTION DECISION MATRIX 2 and shortlist or reject candidates

After the interview, complete SELECTION DECISION MATRIX 3 and appoint or reject candidates

Who interviews?

Who interviews?

Who interviews?

HR representative, direct manager or senior employee

Direct manager, HR representative, technical specialist and/or senior employee

Senior employee, peers, team members (and clients, if appropriate)

± 3–5 people

± 3–5 people

1 person

– 30 –

This is the final interview before a selection decision is made and the job is offered to the successful candidate

SECTION 1: Selection Interview Resource Guide

Step 1: Screening interview The screening interview is usually conducted telephonically and takes approximately 20–30 minutes. The aim of the interview is to assess the candidate's qualifications, work experience and attitude relevant to the position being filled. In addition, the interview aims to gauge the candidate's level of genuine interest in the job and the company. The HR representative usually conducts this interview and produces a shortlist of candidates for the second interview. The direct manager or a senior staff member could also conduct the screening interview. Step 2: Culture and competence interview This interview is conducted face to face and lasts between 60 and 75 minutes (or longer for more senior positions). The aim of the interview is to assess candidates in terms of the company culture and their level of competence against important job-specific competencies. The direct manager and one or two senior colleagues or technical/professional experts do this interview. The candidate could be asked to prepare a brief presentation as part of this interview. Shortlisted candidates are invited to a final interview. Exit interviews in many companies show that staff members who voluntarily leave the organisation during the first few months of their employment do so mainly due to an inability to settle into the company culture. This is why it is vital, early on in the selection process, to assess the candidate's ability to fit the culture. Step 3: Team fit interview This final interview involves shortlisted candidates being interviewed by two or more team members, to increase the chances of finding the best team fit. This process is important for developing psychological buy-in from colleagues who will be able to support the new staff member – especially during the initial onboarding period. The client may also be involved at this stage if the position is to be dedicated or outsourced to a client.

b

Preparing for a selection campaign

Consider the following important aspects while planning your selection campaign and preparing for the selection interviews. You might want to use the guidelines as a checklist: ·

Have you considered other options to recruitment and selection? Can the job be reorganised or reallocated to current team members? Have you consulted your team to decide on the best option? Is this an opportunity to bring in a person with a different and more desirable set of competencies than the person who is leaving?

·

Remember to involve your HR representative in your recruitment and selection campaign. You will generally save on costs by using internal resources for hiring.

·

Have you decided who should be involved in all the interviews, but especially interviews two and three? Have all panel members been informed of their involvement, as well as the dates/times?

·

Is the Job Description Template well described, updated and relevant to the current position? Is each member of the interview panel familiar with the job description? If necessary, work with your HR representative to develop an accurate statement of the job requirements.

– 31 –

STARTOOLS: People Management Tools, Tips and Templates

·

Has the interview panel confirmed the key competencies and behaviours required of the position and have they prepared questions to explore in the interview? (Remember that the candidate is also interviewing the company.) Have the competencies been shared among the panel, preferably two or three each?

·

Other than choosing four universal company values, choose some (or all) of the seven job-specific competencies which are relevant to the position. The competencies can be prioritised in terms of level of importance (see Selection Decision Matrices, pp. 25–27). Also, consider which competencies are vital to the current position, and where it would be beneficial if the candidate ‘exceeded expectations'.

·

Use a selection of the questions provided in this SELECTION INTERVIEW RESOURCE GUIDE (p.29) or phrase your own and write them down in the spaces provided. Provide copies of the appropriate pages to all interviewers (Interview Guides 1, 2 or 3). The questions are set at a professional level, therefore the focus may be raised or lowered depending on the level of the position for which candidates are being interviewed.

·

Plan to allow 30 minutes after the candidate has left for panel members to discuss amongst themselves, complete the SELECTION DECISION MATRIX and agree on the next step for each specific candidate.

·

Have you booked a suitable meeting room? Is the room quietly positioned and well set out so the interviewee feels as comfortable as possible? Make sure there are no large barriers between the interviewee and the interviewers. Are fresh water and clean glasses available for use in the meeting room?

·

Are there clearly written name tags to identify interviewers?

·

Ensure that all interview panel members are aware of potential biases in selection decision making. Discuss such biases beforehand to raise awareness and minimise their influence on the outcome of the interview. Common biases include: ·

Primacy effect: first impressions

·

Recency effect: last impressions

·

Stereotyping: All Xs are Y!

·

Just-like-me effect: ‘mini me' syndrome

Pre-employment testing Candidates can be put through a battery of work-related tests, e.g., a case study, help-desk simulation, problem-solving tasks, technical troubleshooting or software application, as part of the screening process to assess relevant entry requirements for the position. Candidates should be informed of the results immediately or shortly after completing the tests or exercises. Ensure that the tests are applied fairly, and are valid and reliable.

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SECTION 1: Selection Interview Resource Guide

c

The selection interview process

Use the following interview process for all face-to-face interviews: 1 Opening the interview a

Make the candidate feel welcome and thank her/him for attending. Introduce yourself and other interviewers.

b

Outline the structure and format of the interview to the candidate.

c

Begin interviews 2 and 3 by asking selected starter interview questions. Refer to STARTOOL 1.5: SELECTION INTERVIEW RESOURCE GUIDE (p. 29) for tips related to all interviews.

2 During the interview a

Step1: Screening interview. Ask questions to clarify and uncover evidence of the candidate's qualifications, work experience and attitude relevant to the position. Also, to gauge the candidate's level of genuine interest in the job and the company.

OR b

Step 2: Culture and competence interview. Ask questions to uncover evidence from the candidate relating to the company culture and his/her competence against important job-specific competencies.

OR c

Step 3: Team fit interview. Ask questions to uncover evidence of team fit.

3 Closing the interview a

Encourage the candidate to ask questions about the job, company and the market.

b

Explain the next steps in the selection process and provide a realistic time frame for feedback pertaining to the outcome of the interview.

c

Promote the company positively and realistically using STARTOOL 1.6: EMPLOYER VALUE PROPOSITION (p. 77). Bid a warm farewell and escort the candidate out.

4 After the interview a

Review your interview notes.

b

Consult with other members of the interview panel.

c

Complete the appropriate SELECTION DECISION MATRIX (1, 2 or 3, pp. 25–27) in STARTOOL 1.4 to make your decision regarding the candidate (shortlist/employ, not suitable, future interest).

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STARTOOLS: People Management Tools, Tips and Templates

d

Begin with starter questions to get the interview off to a good start

Starter questions are aimed at getting the interaction off to a relaxed and engaging start, thereby setting the tone for the rest of the interview. Steps 2 and 3 include suggested starter questions. Please note: Do not give away too much information about the specifics of the role or situation too early in the interview. First allow the candidate the opportunity to respond regarding his/her style and approach to work without being unduly influenced.

e

During the interview

Ask the four types of interviewing questions It is the candidate's interview, so the role of the interviewer is to ask the right questions and then to listen carefully and take accurate notes. After beginning with the starter interview questions, ask many open-ended, best/worst, situational and probing questions to ensure you are collecting as much information as possible regarding the candidate's level of knowledge and skills, against the chosen competencies. ·

Open-ended questions tend to open up the interview and usually start with the words ‘What', ‘Why' and ‘How', three examples being: “What do you like most about your current job?” “Why are thinking of changing careers at this stage?” “How have you managed your career to date?”

·

Best/worst questions encourage the candidate to share information about positive and negative issues, e.g.: “What has been your greatest success with a client?” “What led to this success?” “Tell us about an instance where your project failed completely” “What did you do to salvage the damaged client relationship?”

·

Situational questions place the candidate in a situation that is typical of the position, e.g.: “How do you respond to a client who phones in a state of panic and says that his entire system is down?” “What do you do when your top-performing employee gives one month's notice?”

·

Probing questions explore issues in greater detail, thus making a better selection decision more likely, e.g.: “Tell us more about how you created a solid relationship with your key clients” (“What else do you do to engage your clients on an ongoing basis?”) “You said you have competent people on your team. How do you measure competence in others?”

Two or three questions per competency are generally enough to gain the information required to make an accurate assessment of the candidate, relative to the competency. During the second half of the interview, provide the candidate with more detailed background on the company and the role. If available, provide relevant company marketing material (to external candidates) when they leave the interview. Always remember to take good, accurate notes so that you can refer to this information when ranking and making comparisons between the candidates applying for the position.

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SECTION 1: Selection Interview Resource Guide

f

Closing the interview

Consider the following important aspects when closing the interview: ·

Check with the interviewers to ensure they have asked all the questions needed to evaluate the candidate against the competencies allocated to them.

·

Ask the candidate to voice any questions s/he may have regarding the role or the company.

·

Explain the next steps in the selection process, e.g.: “We have a number of strong candidates to interview, which will take another ten days. Follow-up interviews will be arranged for successful, shortlisted candidates within a fortnight. We will contact you before the end of the month with our decision. Please contact me at any time before then, if you have any queries.” Rather overestimate than underestimate the time required, so as not to disappoint a candidate.

·

Promote the company positively using the Employer Value Proposition statement. Refer to the STARTOOL 1.6: EMPLOYER VALUE PROPOSITION (p. 77) for information on how to formulate an appropriate statement. An example is: “Our company’s values of respect for people, personal commitment, dedication to quality and client service, teamwork and partnership are shared and demonstrated among all employees. These values are core to what we are, how we behave and how we conduct business, no matter in which office employees are located. One of our major drivers is a commitment to high standards of service to our clients and a supportive internal culture for our employees.”

g

·

Thank the candidate for his/her presence. Candidates may have taken a day's leave in order to attend the selection interview.

·

Accompany the person on leaving the office and bid him/her a warm farewell.

After the interview ·

All interviewers review their interview notes individually and complete the rating scale for their competencies. The panel members then discuss their opinions among themselves and agree on a rating for the candidate in terms of each competency. The competency rating scale has nine options to choose from, three each for the categories of ‘meets', ‘does not meet', or ‘exceeds' the requirements of the job. Do not select a candidate who exceeds standards in all competencies, because the role may lack challenge for him/her after a relatively short period. Prior to initiating a selection campaign, select those competencies where it would be desirable for the candidate to exceed expectations. Overqualified candidates often become frustrated employees, especially if the position is a specialist one which offers little flexibility.

·

The HR representative or recruiting manager should record the agreed rating per competency on the appropriate Selection Decision Matrix Form which will assist in deciding the shortlist or in making the final selection.

·

Note clearly the reasons for rejecting a candidate who is not suitable based on low competence and insufficient experience, so that you or the agency can give appropriate feedback to the candidate.

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STARTOOLS: People Management Tools, Tips and Templates

Please note: If you have involved several people in the selection process, collate all interview guides, notes and feedback for later retrieval, if and when required. These notes should be kept on record for a year, in case of a dispute arising from an unsuccessful candidate. Reference checks: Candidates should be asked to provide the names of their previous employers and other referees as a source of reference. Refer to STARTOOL 1.2: JOB APPLICATION FORM (p. 16) where references are requested from at least one previous employer, as well as a personal reference. ·

Usually only the references of the final short-listed candidates are checked. Telephonic reference checking is usually most convenient. Some organisations undertake reference checking prior to the manager interviewing the candidate, and after the first telephonic screening interview. Refer to the REFERENCE CHECK TEMPLATE (p.75) which precedes STARTOOL 1.6: EMPLOYER VALUE PROPOSITION (p. 77). This template guides the telephonic reference checking process. Always seek permission from the candidate to obtain information from a reference who is not included on the candidate's reference list. Choose a referee who is willing to give a forthright and accurate opinion, and has had the opportunity to work closely with the candidate. Ask questions of the referee that will uncover evidence of the candidate's competencies as they relate to the position being filled.

·

Security checks: If required of the position or by the organisation, candidates should be asked to sign a letter of permission for a security check to be done (as part of their job application). Candidates need to willingly permit the company to undertake any credit or criminal charge checks. The need for a security check should be justified by the nature of the position. Consult the laws of the land as regards security checks, to ensure compliance with the applicable legislation.

2

STEP 1: SCREENING INTERVIEW

a

About interview 1

A screening interview is usually conducted telephonically but can also be done electronically, if necessary. This is not a face-to-face interview, although it is always ‘live'. The HR representative, recruiting manager or a senior employee conducts this interview. The primary purpose of the screening interview is to assess the candidate's qualifications, work experience and attitude appropriate to the position, as well as to gauge his/her level of genuine interest in the job and the company. A successful candidate is shortlisted for a face-to-face interview. Note: Do not give away too much information about the specifics of the role until the candidate has had an opportunity to respond to the questions without being unduly influenced. Keep STARTOOL1.1: JOB DESCRIPTION TEMPLATE (p. 10) at hand, in which the job is clearly defined.

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SECTION 1: Selection Interview Resource Guide

b

Questions to explore the job candidate’s qualifications, work experience and attitude relevant to the position being filled

Name of candidate:

Date:

Ask the following eight questions of all candidates to ensure that the screening process is consistent. You may want to raise or lower the level of the questions, based on the position being filled. 1

(Work experience) In three minutes or less, walk us through your work history to date and tell us a little about each of your jobs. (Investigate reasons why candidate left certain jobs/ companies. Also, fill in any time gaps in his/her work history.)

2

(Qualifications and work experience) What education, training and experience do you have that make you the best person for this position?

3

(Attitude) What do you like best about your current or most recent position? What do you like least about your current or most recent position?

4

(Attitude) What are you most proud of having achieved in your current job/career to date?

5

(Level of interest) Why are you prepared to leave your current position?

6

(Attitude and level of interest) Describe some of the challenges or opportunities you are looking for in your next job.

7

(Level of interest) What do you know about this company? Why are you particularly interested in our company?

8

(Attitude and level of interest) Is there anything else you would like to tell us about yourself, as it relates to this job application?

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STARTOOLS: People Management Tools, Tips and Templates

SELECTION DECISION MATRIX 1: Screening interview Complete a separate matrix form for each candidate, and for each interview or interaction. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 1: Candidate screened against relevant qualifications, work experience and attitude Category of competence

Total score

Competence

1 Qualifications, work experience, 2 and attitude as applicable to the 3 job

Meets requirements

9

6

8

7

5

4

Does not meet requirements 3

2

Qualifications Work experience Attitude

4

Level of interest

1

Qualifications appropriate for the job

2

Work experience relevant to the job

3

Attitude appropriate for the job

4

Level of interest in or ‘hunger' for the job

Comments

Exceeds requirements

Total score:

Comments:

Recommendations:

Shortlist



Reason why candidate is not suitable:

– 38 –

Not suitable



Future interest



1

SECTION 1: Selection Interview Resource Guide

STEP 2: Culture and competence interview About the culture and competence interview The two sets of questions that make up step 2 are directly related to the culture or values of the company and the competencies required for the job. The first set of questions covers the four universal values and is written to be relevant to most organisations' cultures, even though different terminology may be preferred. Terms can be changed or customised to suit the company's culture. The second set of questions covers the seven job-specific competencies that are described in such a way as to cover most professional/technical positions in an organisation. These competencies are the same as those included in STARTOOL 1.1: JOB DESCRIPTION TEMPLATE (p. 10). The direct manager and HR representative should pre-select the competencies and behaviours (knowledge and skills) in this template for the position being recruited. All seven competencies could be relevant. Select those questions which suit the position being recruited for, as well as the interviewer's style. Alternatively, write preferred questions in the spaces provided. Generally, two or three questions per area are sufficient to gain the information needed to measure each competence. The direct manager, HR representative, technical specialist and/or senior employee conduct this vital face-to-face interview. Shortlisted candidates are invited to the final team fit interview. Please note: Do not give away too much information about the specifics of the role until the candidate has been given an opportunity to respond as regards his/her style and approach to work, without being unduly influenced. Also, ask one question at a time. Starter questions The purpose of starter questions is to get the interview off to an interactive start. Begin by asking a few starter interview questions to relax the candidate and ‘warm up' the interview. 1

Take two minutes to describe a typical day in your current or most recent position

2

What have been the major challenges in your current or most recent job?

3

How do you go about planning your day at work? Why do you use this method? What do you do if this method does not work?

4

Share your knowledge of the industry. What is your current assessment of the industry? What important industry trends have you noticed lately?

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STARTOOLS: People Management Tools, Tips and Templates

Questions to explore company culture (values)

A Respect for people a

Promote an environment of respect by valuing people and their opinions;

b

Encourage and recognise others for their contribution, knowledge and experience;

c

Treat people fairly and equitably regardless of job level or circumstance;

d

Collaborate with others by sharing information openly and honestly;

e

Treat people as they would like to be treated.

Suggested questions 1

It is common practice in our workplace to work with people from a range of multicultural backgrounds. What have you found to be the most challenging aspect of working in a multicultural environment? What have you found to be the most rewarding aspect of working in a multicultural environment?

2

How do you encourage others to share their ideas freely? What do you do when people seem afraid or reluctant to voice their opinions?

3

How can a lack of respect cause conflict among employees? How did you go about resolving conflict that arose from a lack of respect being shown?

4

Tell us about a time when you worked with people from varied backgrounds, cultures or experiences. How did you modify or change your behaviour when working with this group? What did you learn from the experience?

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SECTION 1: Selection Interview Resource Guide

5

Tell us how you included someone in your team who is perceived to be different from most of the other team members. What was successful and what did not work well? What advice would you offer a new manager who is faced with a similar situation?

Own questions, if preferred

Respect for people Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

B Personal commitment a

Demonstrate enthusiasm for and a strong commitment to the success of the company, to clients (internal and/or external) and teams;

b

Take accountability to execute plans and achieve results;

c

Meet commitments, get the job done consistently and see projects through to completion;

d

Take responsibility for own decisions and outcomes;

e

Speak positively about the company, its mission and objectives;

f

Identify and pursue learning and development opportunities to increase competence.

Suggested questions 1

Give an example of when you showed dedication to your work beyond what was generally required of you. Why did you do this? Can you give other examples?

2

Reflect on a time when you were particularly enthusiastic about and energetic in doing your work. What was it about the role or work that made you so enthusiastic?

3

How do you compare with your colleagues in terms of the personal commitment you show to your job and the company? How do you know this to be true?

4

Tell us about your current personal development plans. What actions have you taken to ensure that your knowledge and skills remain up to date?

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SECTION 1: Selection Interview Resource Guide

5

At times we find ourselves in situations where we realise some action is needed, but it does not form part of our job. Tell us about a time when that happened to you. What was the situation? What did you do? How did things turn out in the end?

6

(For internal candidates only) What do you generally say to outsiders about our organisation? How do they respond to what you say?

Own questions, if preferred

Personal commitment Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

C Teamwork and partnership a

Work in collaboration with clients, colleagues and other teams;

b

Take on additional tasks to assist in reaching team objectives;

c

Accept advice and feedback from others, and complete own share of work within specified time frames;

d

Share information with and learn willingly from others;

e

Make decisions that put the success of the company ahead of business unit or personal gains;

f

Enable stronger company performance by working together;

g

Build effective working relationships with colleagues in different functions or businesses in the company, to further the achievement of overall objectives;

h

Build effective relationships with clients, suppliers and others outside the company, to further the achievement of business objectives;

i

Create a social network and obtain input from a range of relevant business people who serve the needs of the business;

j

Project a friendly, engaging interpersonal style.

Suggested questions 1

Tell us how you get accepted into a new team. What did you do when you were initially not accepted into a team?

2

Tell us about a time when you had to work as part of a team. What did you enjoy about it? What was the most challenging aspect of the collaboration?

3

Almost all work situations require us to interact with people with whom we do not get on well. How did you handle such a situation?

4

Tell us how you built an effective team spirit in a group.

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SECTION 1: Selection Interview Resource Guide

5

What external business networks have you established? How did you do this?

6

Give an example of where effective collaboration resulted in significant business or project success. What was it about the team that enabled you to work together and achieve so much?

7

Describe the most demanding experience you faced, in having to manage a group in order to achieve a common goal. Why was this difficult? What tools and techniques did you use to encourage the group to work together? What was the final outcome? Describe your most recent experience of working in a group where participants had different or varied backgrounds. How did their backgrounds vary? How did you modify your approach? What was the reaction from the group? What did you learn from this experience?

8

As team leader, how do you encourage collaboration and genuine teamwork among team members?

Own questions, if preferred

Teamwork and partnership Exceeds requirements 9

8

7

Meets requirements 6

5

4

Does not meet requirements 3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

D Dedication to quality and client service a

Strive to achieve excellence in every task or project;

b

Focus on high-quality standards, balanced with consistent achievement;

c

Follow company policies and procedures appropriately;

d

Listen to the client's needs and work to satisfy these;

e

Deliver service in line with the client's expectations and follow up in good time to ensure client satisfaction;

f

Develop a reputation as a quality professional;

g

Check all written communication to avoid mistakes and misunderstandings;

h

Give fanatical attention to detail, when required.

Suggested questions 1

How do you measure the quality of your work? And the quality of your team's work?

2

Tell us about a time when you proactively identified a new way of working, or a new approach, that improved a work-related process. How did you promote your new approach? What was the positive impact of your new way of working?

3

How do you go about getting feedback on your work-related weaknesses? What feedback have you received? What actions did you take to overcome your weaknesses?

4

What is the most successful relationship you ever built with a client? How did you go about building and maintaining this relationship?

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SECTION 1: Selection Interview Resource Guide

5

Describe a situation where you had to perform while under extreme pressure. How did you prioritise tasks? How did you keep your focus and maintain quality standards?

6

Tell us of a time when a relationship with a client went sour, and it cost you the client's business. What caused the breakdown? What did you try, to win back the client?

Own questions, if preferred

Dedication to quality and client service Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

Questions to explore job-specific competencies 1 Team leadership (for people management positions) a

Influence others to achieve the organisation's mission and goals;

b

Organise the work and allocate roles and responsibilities to self and staff members;

c

Provide ongoing direction to individuals/teams in terms of roles, goal setting and performance standards;

d

Coach and assign/delegate tasks to develop the capabilities of others, finding satisfaction in knowing the impact made on an individual's work and career;

e

Lead from a position of influence, not only authority;

f

Create and reinforce a culture of teamwork and cooperation among all stakeholders;

g

Create a climate of sustainable motivation at work that empowers people to want to do their best;

h

Provide the information and other resources needed for staff to perform their tasks well;

i

Communicate results achieved on a regular basis, and realign focus and standards when needed;

j

Complete face-to-face staff evaluations and written appraisals;

k

Resolve conflict between and among employees constructively and fairly;

l

Manage poor performance in good time and decisively;

m Implement disciplinary procedures by following organisational policy and labour law.

Suggested questions (ask one question at a time) 1

How would you describe your primary leadership style? Why do you use this style?

2

Tell us how you use your leadership skills to motivate staff to achieve high performance. Where has your leadership not been effective in the past? Why was this and what did you learn from the experience?

3

We can't always make decisions that everyone agrees with. What unpopular decisions have you made in the past? How did you communicate the decision(s) to others?

4

How do you go about managing a staff member who is not achieving to the required standard? Give an example of where your management and leadership have influenced a staff member to improve his/her performance.

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SECTION 1: Selection Interview Resource Guide

5

Tell us about a time when you had to lead a team/group to complete a difficult task or objective. What was the objective? What did you do? What went well? What difficulties did you encounter? How did you overcome these obstacles?

6

Describe a time when you were working with a group whose morale was low and was having a tough time collaborating as a team. What did you do? How did things turn out?

7

What actions do you take, or activities do you arrange, to keep your staff motivated and focused throughout the business year?

8

Tell us how you built a team from scratch.

Own questions, if preferred

Team leadership Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

2 Strategic orientation (for more senior positions) a

Think beyond your own area of direct operation. Use complex strategic thinking and incorporate conceptual, analytical and intuitive abilities;

b

Apply strategic thinking to a function or process, product and market, business unit or corporate entity;

c

Formulate and communicate a clear vision for the future;

d

Develop clear, step-by-step strategies and tactics by analysing the company's competitive position and considering: industry and market trends; current and potential clients; and the organisation's inherent strengths and weaknesses;

e

Understand competitors' strengths and weaknesses;

f

Formulate policies and procedures to support the business;

g

Plan and implement changes and innovations in your own and in other areas of the business;

h

Identify and verify critical information and intelligence for formulating goals;

i

Set long-term objectives for your area of responsibility;

j

Build an appropriate image for your department, company and/or organisation.

Suggested questions (ask one question at a time) 1

Highlight a number of recent industry trends which you are aware of, as well as their impact on the business.

2

Would you describe yourself as being more logical or intuitive in solving problems? Give an example to highlight your problem-solving style.

3

Give an example of how you positioned yourself favourably in the marketplace in comparison to a variety of competitors. How did you achieve this favourable perception in the clients' eyes?

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SECTION 1: Selection Interview Resource Guide

4

Describe how you gain knowledge of your competitors' strategies, actions or developments. How do you learn about changes or trends in the marketplace that may affect your business and may require a change in tactics?

5

Describe a time when you were responsible for making an important business decision. What was the decision, and how did you approach the decision-making process? What were the potential risks? What did you decide to do? What was the outcome of your decision?

6

Are you the kind of person who likes to ‘experiment and try new things' or do you ‘stick to regular routines'? Give an example to illustrate.

Own questions, if preferred

Strategic orientation Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

3 Entrepreneurship and profitable growth a

Proactively look for opportunities to grow the current business and identify new business opportunities;

b

Act on your own initiative to identify new business opportunities;

c

Identify opportunities in clients' businesses to promote relevant solutions in your own business;

d

Determine, as soon as possible, the costs and benefits of a business proposition;

e

Understand the key performance indicators driving the market, in respect of clients' businesses and your own;

f

Conduct a meeting with a client of equal business stature;

g

Understand and manage the market dynamics (competition, the rules of the game and regulations);

h

Understand financial terms and conditions in the business process, including cash flow, discounts, credit terms, implementation costs, project funding, foreign exchange, tax, etc;

i

Formulate a budget;

j

Understand and work closely to that budget.

Suggested questions (ask one question at a time) 1

How have you added value to the bottom line of your current business?

2

Name three important industry changes that are happening right now. How are these changes affecting your current role in the organisation? What about their future impact?

3

Give an example of where you showed entrepreneurial thinking in your work and subsequently achieved excellent results.

4

Tell us how your level of business acumen benefited you during interaction with a client. What was the situation? How did you approach it? What was the result?

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SECTION 1: Selection Interview Resource Guide

5

Describe a time when you were responsible for an important business decision. What was the decision and how did you approach the decision-making process? What were the potential risks? What did you decide to do? What was the outcome of your decision?

6

(For a sales position) How have you used your broad understanding of financial terms and conditions in the sales process (including discounts, credit terms, implementation costs, project funding, etc.) to win an important account?

7

Give an example of where you used your innovation and initiative to achieve excellent business results.

8

What legacy (long-term results or impact) will you leave the team in your current position?

Own questions, if preferred

Entrepreneurship and profitable growth Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

4 Solving problems and getting results a

Accept responsibility for resolving a problem to its final conclusion;

b

Drive achievement and the on-going improvement of business results;

c

Show dissatisfaction with poor performance and drive processes to achieve business goals;

d

Strive to achieve agreed deadlines and standards, especially when the going gets tough or the anticipated situation changes;

e

Review and evaluate proposals in line with broader business strategies;

f

Know when to move on to the next opportunity and do not invest too much time in spent business opportunities;

g

Apply a systematic problem-solving approach to identify causes, explore alternatives and decide on the best course of action to resolve the problem now and in the future.

Suggested questions 1

Tell us about a business opportunity you identified and pursued. How did you know it was a good opportunity to take forward? What was the end result?

2

Tell us about the best business opportunity you ever identified. How did you identify it? What action did you initiate to take advantage of the opportunity?

3

What has been the greatest achievement in your career to date? What made it so? How did you manage to achieve it?

4

Describe a role you assumed, where you had to manage multiple tasks for multiple people. How do you manage expectations or deadlines and set priorities?

5

How do you go about planning and organising your time? (For example, managing tasks to be followed up monthly, weekly, daily, etc.) Provide a recent example of where these techniques worked well.

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SECTION 1: Selection Interview Resource Guide

6

What do you do when your schedule is upset by unexpected events?

9

Give an example of where you resolved a difficult problem and received praise for the outcome or results. How did you resolve the problem? What general problem-solving approach do you use when tackling a difficult problem?

10 Give an example of where you planned and exceeded client or project expectations. How did you manage to exceed expectations? Was this a good thing or a bad thing, in the long term?

11 How do you plan to ‘stay ahead of the game' in your job?

Own questions, if preferred

Solving problems and getting results Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

5 Functional expertise a

Remain up to date in your area of speciality or expertise;

b

Apply a body of knowledge and experience to current business situations in order to add value and improve business efficiencies and profitability;

c

Apply technical or specialist expertise and experience for the benefit of the organisation and consider the context in which these are applied;

d

Ensure that your functional expertise supports that of other experts, rather than being in competition with them (e.g., colleagues and clients);

e

Persuade or negotiate with others by relying on technical or specialist knowledge and experience;

f

Present documented material or proposals in a credible and professional manner;

g

Share the technical implications of a situation with non-specialists, or explain it to them.

Suggested questions 1

Tell us about the most valuable technical or professional expertise you bring to your current position. Give an example of how you used your functional knowledge to persuade someone to take an important action.

2

How do you stay marketable as regards your expertise or speciality, and how do you plan to improve your chances of job security?

3

Tell us how you plan, structure and write an important technical or professional proposal. Give an example of the best written proposal you have done thus far. What made it so successful? What did it achieve?

4

How do you ensure that you stay up to date with important knowledge and expertise in your field, in order to contribute optimally to the company?

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SECTION 1: Selection Interview Resource Guide

5

How do you go about obtaining and tracking market or competitor knowledge in order to understand their key advantages and disadvantages? How do you then use this information to your organisation's benefit?

6

Tell us of a situation where your expertise was placed in direct competition with a colleague's expertise. How did you deal with it? What was the end result?

7

How difficult would it be for your current organisation to replace your expertise if you decided to leave?

Own questions, if preferred

Funtional expertise Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

– 57 –

STARTOOLS: People Management Tools, Tips and Templates

6 Interpersonal skills a

Speak clearly and confidently, be articulate;

b

Listen actively to fully understand the other person's view or perspective;

c

Tailor feedback to the specific needs and communication styles of others;

d

Make effective presentations and concisely present/communicate a complete and accurate picture of the current situation or of the company's products and services;

e

Develop and maintain two-way communication with a variety of people at different levels both within and outside the organisation;

f

Suggest proposals to address your clients' most vital concerns and important business issues;

g

Structure meetings and presentations to create the desired impact and increase the chances of a favourable outcome;

h

Build a network of relevant role-players both within and outside the organisation;

i

Resolve customer complaints in a professional and confident manner;

j

Resolve unhappiness or conflict in a calm, objective and comprehensive way.

Suggested questions (ask one question at a time) 1

Evaluate your interpersonal skills generally: What do you do well, and what do you find more difficult to do?

2

Tell us about a time when you had to provide negative feedback to someone. How did you approach this in a sensitive manner? What was the outcome of the interaction?

3

How do your generally react to conflict? Tell us about a conflict situation you dealt with particularly well. Tell us about a conflict situation you handled badly. What did you learn from this experience?

4

Give an example of a time when you could not meet a commitment to a client. How did you handle the situation? What was the client's reaction?

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SECTION 1: Selection Interview Resource Guide

5

Describe the network you established within the company that allows you to stay up to date with company issues. What about your network outside of the company that allows you to stay up to date with industry issues?

6

Tell us about a time when you were able to arrive at a win-win outcome during an important negotiation. How did you approach the negotiation? Why did it work well?

7

How do you identify a client's needs most accurately? Give an example of where you did your homework to identify the client's needs and it paid off.

8

Give an example of when you were required to develop your direct reports. How did you approach their development? What coaching and mentoring skills did you use? What was the result of your coaching?

9

How do you plan and structure a presentation to an important client or for an important situation? What is the best presentation you ever made, and why do you think this?

Own questions, if preferred

Interpersonal skills Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

– 59 –

STARTOOLS: People Management Tools, Tips and Templates

7 Self-management a

Work effectively under pressure and proactively manage stress levels;

b

View change as an opportunity for growth or improvement;

c

Adjust your personal style to meet changing business demands;

d

Work productively in a high-pressure environment, maintain a positive outlook, handle criticism well and learn from it;

e

Focus on the issue, not the person;

f

Remain focused on the task at hand despite regular distractions and ongoing requests for service;

g

Identify your inner feelings and emotional state, and express those feelings to others in an appropriate manner;

h

Work hard when required and work smart whenever possible;

i

Manage your own time effectively by setting priorities and through productive time management;

j

Plan for shorter-term personal development and longer-term career development.

Suggested questions (ask one question at a time) 1

Why do people often resist change? Tell us about a situation in which you persuaded people to accept a significant change. What was the result?

2

Tell us about an important change you faced in your career to date. How did you react to it? What actions did you take? What was the final outcome?

3

How do you go about planning your work and your life when you know the pressure is going to be especially tough?

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SECTION 1: Selection Interview Resource Guide

4

What do you consider your three major professional strengths? How have you made the most of these strengths in previous roles?

5

What do you consider your major professional weaknesses? How have you worked to overcome or work around these weaknesses?

6

Think about the last time you had a stimulating day at work. What made it such a special day?

7

What kind of training have you completed recently? What work-related books are you currently reading?

8

Why do you feel that this role is a career opportunity which you would like to take?

9

What do you know about the company? How did you find this out?

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STARTOOLS: People Management Tools, Tips and Templates

10 What is the difference between pressure and stress? Give an example of where pressure allowed you to achieve more. And where stress affected you badly?

11 What current personal development plans do you have in place?

12 What career plans do you currently have in place? How did you decide on these plans? Where would you like to be during the later stages of your career?

13 What are your strengths as an individual? What are your weaknesses? How do you work around these weaknesses? How do you maximise your strengths?

14 How do you keep yourself motivated, especially when great demands are made on you?

Own questions, if preferred

– 62 –

SECTION 1: Selection Interview Resource Guide

Self-management Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

Notes:

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STARTOOLS: People Management Tools, Tips and Templates

SELECTION DECISION MATRIX 2: Culture and competence interview Complete a separate matrix form for each candidate, and for each interview or interaction. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 2: Candidate assessed against the company culture and the competencies required for the job Category of competence

Total score

Competence

Exceeds requirements

Meets requirements

Does not meet requirements

9

6

3

8

7

5

4

2

A Respect for people Assessment against the company culture

B Personal commitment C Teamwork and partnership D Dedication to quality and client service

Assessment against jobspecific competencies (delete irrelevant competencies)

1

Team leadership (people management positions)

2

Strategic orientation (more senior roles)

3

Entrepreneurship and profitable growth

4

Solving problems and getting results

5

Functional expertise

6

Interpersonal skills

7

Self-management Total score:

Comments:

Recommendations: Shortlist



Reason why candidate is not suitable:

Interviewer(s):

– 64 –

Not suitable



Future interest



1

SECTION 1: Selection Interview Resource Guide

STEP 3: Team fit interview a

About the team fit interview

This interview is held during the final stage of the selection campaign, to improve the chances of a successful culture and team fit. It is important to involve the relevant people in the final selection of candidates, so as to promote early commitment to their engagement. The candidates are interviewed by two or more team members to ensure team fit. This process is vital for gaining psychological buy-in from colleagues who will be able to support the new staff member as they commence their employment. A close-knit team may find it difficult to accept a new team member, if they are not directly involved in the final selection decision. The recruiting manager should shortlist two or more candidates and allow team members to make the final decision on whom to hire. A client may also be involved at this stage, if the new staff member is to be dedicated to the client or will be physically based at the client's place of business. The general tone of the interview is informal and conversational, although the interview is guided by clearly defined competencies and questions. Starter interview questions are provided to set the appropriate tone. The team fit competencies are: a.

Team player

b.

‘Can do' attitude

c.

Flexibility

d.

Client focus.

Starter questions Begin by asking a few starter interview questions to relax the candidate and create a welcoming, informal environment: 1

What kind of management style do you prefer to work under? How would you describe your own preferred working style?

2

What kind of work do you personally find most energising or motivating?

3

How would your colleagues describe you?

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STARTOOLS: People Management Tools, Tips and Templates

A Team player a

Lead by example and be a good team player;

b

Willingly engage with others and work closely with colleagues, employees or other stakeholders towards a common goal;

c

Generously share knowledge and expertise through coaching;

d

Offer help without being asked, thereby supporting a cooperative and high-performing team;

e

Participate effectively in meetings and other group efforts, thus serving to unify and engage all members in shared decision making.

Questions to explore team fit: One or two questions per competency should be enough. 1

Give an example of where you added value to your current team and clearly improved the team's results. How else do you add value to the team?

2

Give an example of where you supported the team without being asked. How did you realise that they needed your support? How did the team react to your support?

3

What is your usual role in team meetings? How do you participate in team meetings?

4

What is the best team you have ever been part of? What made the team so good? What roles did you play to contribute to this team's success?

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SECTION 1: Selection Interview Resource Guide

5

What is the worst team you have ever been part of? What made the team so ineffective? What actions did you take to try and improve the situation?

6

Describe a time when you experienced conflict with a team member. How did you attempt to resolve the conflict? What was the final outcome?

Own questions, if preferred

Team player Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

B ‘Can do’ attitude a

Do not wait to be told to do something or to resolve a problem – get on with it and do what needs to be done;

b

Use initiative confidently, when required;

c

Generate innovative, original and creative ideas and approaches;

d

Develop and implement new ways of dealing with problems or opportunities;

e

See the opportunity in problems with a view to getting them sorted or improving things.

Suggested questions 1

Tell us about a time when you used your initiative at work and achieved good results. What was the situation? What would have happened if you had not initiated this action?

2

Give an example of when you volunteered a new idea or suggestion for a change at work. What was the idea or suggestion? What impact did the new idea have on how work gets done?

3

Tell us about a time when you were required to present somewhat ‘dry and boring' information to a group. What approach did you take to engage their interest? What was their response?

4

How have you encouraged others to develop a ‘can do' attitude? How did your actions encourage others to use their initiative to achieve good results?

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SECTION 1: Selection Interview Resource Guide

5

In trying to achieve goals we often encounter obstacles. Tell us about an important goal, an obstacle you faced, and what you did to overcome the obstacle.

Own questions, if preferred

‘Can do’ attitude Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

C Flexibility a

Ability to work with ease and effectively in a variety of situations and with various individuals or groups;

b

Understand and appreciate opposing perspectives on an issue by being prepared to compromise and adapt your approach to the changes, when needed;

c

Try out new ways of doing ‘old things';

d

Prepared to work overtime, at short notice, when required;

e

Prepared to change direction or shift priorities from the current task when circumstances require it.

Suggested questions 1

How did you respond when a client or your manager changed his/her mind for the umpteenth time? Give an example of such a situation which you encountered. What did you do? What was the outcome?

2

Give an example of where you gave up ‘promoting your opinion' and accepted someone else's opinion. What was the result of the flexibility you showed?

3

How have you shown flexibility in your current job?

4

What would your colleagues say about your ability to be flexible?

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SECTION 1: Selection Interview Resource Guide

5

What are some of the issues you find difficult or almost impossible to compromise on?

6

What have learned from others in your current job? What have others learned from you?

Own questions, if preferred

Flexibility Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

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STARTOOLS: People Management Tools, Tips and Templates

D Client focus (The term ‘client' refers to both internal and external clients.) a

Talk to clients to find out what products and/or services they need and want;

b

Assess how satisfied clients are with the products and/or services they are currently receiving;

c

Discover clients' needs and find ways to meet these needs more effectively;

d

Engage with clients using their language and terminology;

e

Proactively take action to resolve a team member or a client's problem (without being asked);

f

Do whatever it takes to keep a business process moving forward;

g

Go beyond what a client asks or expects, when appropriate;

h

Enhance the reputation and credibility of the team through exceptional client service skills.

Suggested questions 1

Give an example of where you were able to turn a customer's complaint into a customer success story. What did you do? How did the client react to your actions?

2

Give an example of when you went the extra mile for a client. How did the client respond to this extra effort?

3

Tell us about a time when you were unable to resolve a customer complaint. What did you do in an attempt to resolve the issue? What did you learn from the experience?

4

Tell us how you go about building a solid relationship with a client. How do you then maintain that relationship?

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SECTION 1: Selection Interview Resource Guide

5

Being accessible and responsive to clients is a very important part of client service. How do you ensure that you are accessible and responsive to internal and external clients?

Own questions, if preferred

Client focus Exceeds requirements 9

8

7

Does not meet requirements

Meets requirements 6

5

4

3

2

1

– 73 –

STARTOOLS: People Management Tools, Tips and Templates

SELECTION DECISION MATRIX 3: Team fit interview Complete a separate matrix form for each candidate, and for each interview. Name of candidate:

Position applied for:

Date of interview:

Position location: Fulltime

Position status:

Parttime

Position's direct manager:

STEP 3: Assessment against team fit Category of competence

Competencies related to team fit

Total score

Competence

1

Team player

2

‘Can do' attitude

3

Flexibility

4

Client focus Total score:

Exceeds requirements

Meets requirements

9

6

8

7

5

4

Does not meet requirements 3

2

Comments:

Recommendations: Shortlist



Reason why candidate is not suitable:

Interviewer(s):

– 74 –

Not suitable



Future interest



1

SECTION 1: Selection Interview Resource Guide

REFERENCE CHECK TEMPLATE Introduction Candidate: Referee: Date:

Introduce yourself and say something like...

Question

The candidate (referred to as X) has given your name as a referee in support of his/her job application for the XYZ position at (give name of company). Were you aware that you were to be a referee? Are you prepared to act as a referee and answer some questions related to your opinion of the candidate? It will take about fifteen minutes. If the referee is prepared to talk, provide an overview of the requirements of the position. Say something like... The purpose of the position is to achieve sales targets by interacting telephonically with prospective students, providing relevant information on courses and using a persuasive customer-orientated sales approach.

Record referee’s answers

1. In what context do you know X, and for how long? 2. What words would describe X?

3. How well does X interact with others? 4. What are X's strengths?

5. What are X's weaknesses?

6. What does X enjoy doing most at work? Why? 7. What were his major achievements while working with you? 8. What role did X play in the team? 9. Tell me how X organises his time at work. Does X deliver on time? Give an example. Recruiter's personal comments: Any concerns identified by undertaking the reference check?

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 1: ATTRACT AND SELECT STARTOOL 1.6: EMPLOYER VALUE PROPOSITION Purpose

Attracting and keeping talented employees is a competitive advantage in business. An appropriate employer value proposition is used to promote the organisation to potential candidates and to guide leadership within the organisation, to create a congruent work environment. This tool provides guidance on how to decide on an appropriate value proposition.

Content

1

What is an employer value proposition and why it is important?

2

The components of an employer value proposition

3

How to become an employer of choice

a

Consult widely to define the organisation's value proposition. Complete the statements (see point 3) on how to become an employer of choice under the four components of quality of leadership, company image, the work itself and the work environment, and the total reward experience offered. Then agree on a succinct employer value proposition statement.

b

Communicate the statement to your employees, the market, in job advertisements and during all stages of the selection process.

c

Put in place action plans to ensure the employer value proposition remains congruent with the reality of working in the organisation.

Application

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SECTION 1: Employer Value Proposition

STARTOOL 1.6: EMPLOYER VALUE PROPOSITION 1

WHAT IS AN EMPLOYER VALUE PROPOSITION AND WHY IT IS IMPORTANT?

Many companies state that they want to attract the best talent and be an ‘employer of choice'. But to really mean what they say, a company needs to do more than just say it. To compete in business, attracting and keeping talented employees is vital. There has been a shift in the balance of power, from employers to employees. This means employers, if they want to attract and keep the best and the brightest, need an attractive employer value proposition; i.e., a unique or special value which the organisation offers employees. Just as the Internet increased competition for customers by allowing them to more easily compare prices and products, now many employees can instantly search the web to discover their value, along with other job opportunities. Another factor giving employees the balance of power is that companies have shifted from defined benefits to defined contribution plans, therefore lowering the moving costs associated with workers changing jobs. Employees now know their value in the employment market and realise that their moving costs have gone down. Therefore, in order to retain them, an organisation must have an attractive and competitive value proposition. Companies should not imagine that they can have a published proposition, yet manage the business in a way that is contrary to the offering. Today, newly recruited employees will leave an organisation quickly (experience shows often within the first 90 days of employment) if there is a contradiction between the promised value proposition that attracted them and the reality of the work environment. Employers need to be seen to deliver on the promise of their value proposition. They can no longer act as though any employee is replaceable. In addition, employers are beginning to find that they no longer have the upper hand when it comes to attracting and retaining talent. Greguras and Slaughter (2009: 17) write: “People seek to maintain a positive self-concept by joining organisations that they believe the public views favourably. When individuals work for an organisation that has a favourable reputation, they are proposed to bask in the reflected glory of the company's status.”

2

THE COMPONENTS OF AN EMPLOYER VALUE PROPOSITION

Four main components make up an employee value proposition: a

The quality of leadership;

b

The company's image;

c

The work itself and the work environment;

d

The total reward experience offered.

Companies can attract and retain the talent their organisation wants and needs to become or remain successful, by analysing, building (over a period of time) and managing the four components that constitute their value proposition. The worksheet given here raises awareness of the issues involved and offers a guide for developing a short but relevant employer value proposition statement for an organisation.

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STARTOOLS: People Management Tools, Tips and Templates

3

HOW TO BECOME AN EMPLOYER OF CHOICE

Employer value proposition components

Your company’s offering

a The quality of leadership Research shows that vibrant and supportive leadership is the single most important factor in employee motivation and retention. Employees know that poor leadership will negatively impact not only the financial viability of the company, but also the quality of the work environment. A poor work environment will hamper employees' ability to develop, be successful and build a career within a company.

How does your value proposition express the quality of the leadership in your organisation? And, importantly, is this leadership truly present and observable to the talented employees you wish to attract and retain? Complete the statements: Our leaders are… Our leaders demonstrate the following behaviours…

b The company’s image This includes everything about the company: image, written communications, marketing and advertising, reputation, values, culture, and the company's contributions to the community, nation and beyond. The company culture can be described by answering the question: “What is it really like working in the company? Do you feel welcome, respected, valued for your contribution, or not?” Employees will work harder and longer hours, or for less money, for a company with stronger corporate values or a more appealing image and status in the market. The extent to which a company is seen to make a difference to the social fabric of society is an increasingly important factor.

What can be said of your company's image and reputation? How is the company viewed locally, nationally and globally (if a global player)? Image is built step by step, month by month, day by day. Complete the statements: We are… Our company image is… Our company culture is… We share a passion for…

c The work itself and the work environment This includes many of the day-to-day aspects of the job. How inspiring is the work? Can employees grow and be fulfilled in their jobs? Is there room for creativity? Do they have the resources and training to achieve their goals? How much freedom, autonomy, growth opportunity and challenge do employees have? How does the work get done? Is there effective teamwork? What is the level of internal politics? How supportive are work relationships?

What is it like working in your company? How does the work get done? How much guidance and support are provided? How much training is given? What degree of appropriate autonomy, growth and challenge is offered through the work? How well do you work in teams? Complete the statements: The work we do is… We support employees by…

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¶

SECTION 1: Employer Value Proposition

d The recognition and rewards The total reward experience offered by the company includes salaries, benefits, short- and long-term incentives, career opportunities, development activities, quality of relationships among colleagues and managers, the status and reputation of the organisation, sophisticated/pleasant work environment, the company culture, etc.

What is the payback for working in your organisation? Are salaries competitive? Are there long-term incentives? How much ‘stretch and growth' are offered? How attractive is the work environment? Are people emotionally connected to the work environment? Do they feel they belong, are respected and valued? Complete the statements: We recognise and reward our employees by… Our employees feel strongly connected to our company because…

Examples of employer value proposition statements

‘With our strong focus on people, we are committed to seeking out the best talent in the marketplace and attracting them to our group. We ensure that we provide a challenging, stimulating and exciting work environment, with opportunities and resources for both ongoing personal growth and longerterm professional development.”

“As a global player, our company values are shared and lived among our employees around the world. These values are core to who we are, how we behave and how we conduct business. Our major driver is a commitment to innovative client service throughout the organisation, both internal and external. We strive to customise our solutions to our clients’ specific business needs, to help them achieve sustainable, profitable growth.”

“Our competitors view us with envy and acknowledge our superb achievements and inspiring values. We offer ambitious people a haven for growth and development. We expect our people to show a strong work ethic and actively support our customer-centric work environment. In return we reward results generously through both short- and longer-term incentives.”

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 1: ATTRACT AND SELECT STARTOOL 1.7: ONBOARDING Purpose

Onboarding is the planned process by which newly appointed employees acquire the necessary company-related knowledge, skills and behaviours to get settled and become productive as soon as possible. Research shows that effective onboarding leads to employees experiencing greater job satisfaction, performing better and staying on longer in the organisation.

Content

This tool includes four sections:

Application

– 80 –

1

Onboarding checklist

2

Draft letter of welcome from the CEO

3

Six-month onboarding programme template

4

Onboarding feedback questionnaire

a

Evaluate your organisation's onboarding processes using the onboarding checklist to identify areas with room for improvement.

b

Plan an onboarding programme by customising the generic example to match your company's needs. Introduce a ‘buddy' system for all new recruits, including rewarding buddies for their effort and commitment.

c

Survey new recruits on the effectiveness of the onboarding programme, using the onboarding/orientation feedback questionnaire.

SECTION 1: Onboarding

STARTOOL 1.7: ONBOARDING 1

ONBOARDING CHECKLIST

Begin by asking the following 12 questions to assess how well your organisation's onboarding process for new recruits is working: 1. Does the onboarding process begin at the final stages of the selection interviewing process, when some of the new recruit's team members meet in the final interview (hopefully someone among them is the new recruit's future ‘buddy')? 2. Are new recruits communicated with and made to feel they were specially selected and do they receive a warm welcome before they arrive for their first work-day? 3. Does the onboarding process inspire in new recruits a sense of pride in having joined the organisation? 4. Are new recruits given a strategic view of the organisation so that they understand the organisation's vision, mission, values and culture right from the start of their tenure? 5. Is there a ‘buddy system' in place where an existing staff member assumes the responsibility of playing a supportive role during the new recruit's induction into day-to-day organisational formalities and procedures? 6. Is compelling ‘story-telling' an important way to initially communicate the organisation's values, culture and other important qualities? 7. Is the company's orientation programme appropriately focused on the needs of the new recruit, designed and implemented in easy-to-understand modules, interesting in content and interactive in nature? 8. Is the induction programme scheduled at the correct time, i.e., neither too soon nor too late after the new recruit joins the company? 9. Is relevant supporting information readily available to the new recruit on the company intranet or other systems? 10. Is a mentoring programme in place where new recruits can choose (and be accepted by) a mentor to support their longer-term career development within the organisation? 11. Are practical mechanisms in place for new recruits to regularly and easily communicate how they are doing and feeling in their first six months of employment? 12. Are managers committed to the business case and the importance of onboarding new recruits, and in playing their supportive inducting role effectively?

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STARTOOLS: People Management Tools, Tips and Templates

2

DRAFT LETTER OF WELCOME FROM THE CEO (CUSTOMISE TO YOUR TASTE AND STYLE) Company letterhead Dear (Name of new recruit) A warm welcome to our company. We are very pleased to welcome you on board. We recognise that the first couple of months with us are very important, because there are so many people for you to meet and get to know, and there is so much to learn about the way we go about our business. This new recruit ‘onboarding passport' is designed to help you begin your journey in our company – a journey that will hopefully bring you a rewarding career with us. Onboarding will ensure appropriate support and a smooth transition for you into your job and into our organisation. The benefits you can expect of onboarding include · · · · ·

clarity regarding our organisation's vision, mission and values; a better understanding of and a smooth transition into the culture of our organisation; knowledge of our organisation's many systems and processes; role clarity, performance expectations, development and career opportunities; effective engagement with the organisation, leading to a higher level of job satisfaction and better retention levels in the longer term.

Listed here is key information which you should find most helpful during your first six months with us. This six-month schedule has been divided into four main time blocks for you to use as a guide to completion (Weeks 1, 6, 12 and 26). As you work through the information, please complete the passport as a way of ensuring that you have covered and passed the key orientation and learning milestones on your journey. Please direct any questions along the way to your manager, your ‘buddy', a colleague, or your HR representative. Your buddy has volunteered to support your induction and inclusion into the organisation. This important person is a colleague (preferably from the same department and location as you) who helps new recruits to settle in, especially during the first 12-week transition period. Your buddy will guide you in understanding day-to-day formalities and procedures, and will act as a ‘second port of call' when you require assistance and support, in addition to the vital support your manager gives you. We hope you will volunteer to be a buddy to a new recruit sometime in the future. We look forward to presenting you with our company desk toy after six months, as an important symbol that our relationship has become a mutually beneficial partnership. Good luck in your new job and have fun working with us! Sincerely Cedric Edward Oh CEO

– 82 –

SECTION 1: Onboarding

3

SIX-MONTH ONBOARDING PROGRAMME TEMPLATE

By the end of week one a

You have met your immediate manager who is managing your onboarding process and you have been allocated a workspace

b

You have met all your team members in your department

c

You know the security arrangements for entering and exiting the building, including out of hours or during an emergency evacuation (day one)

d

You have attended the health and safety briefing and/or read and confirmed in writing your understanding and acceptance of the company's health and safety policy

e

You have attended an initial orientation meeting with your HR representative and been given a copy of the employees' handbook

f

You are familiar with the benefits offered by the company, and have completed, signed and handed all relevant payroll documents to your HR representative

g

You have been allocated a volunteer ‘buddy' by your manager and s/he has introduced you around the office, shown you the facilities and been available for advice

h

You have met (or spoken with) your senior manager

i

You are familiar with the ‘who-to-see-for-what' list

j

You have been provided with the necessary equipment, tools and materials required for your role, have read and understood the policy on ‘acceptable usage' and attended an information technology orientation briefing (where provided)

k

You have access to all the necessary systems, databases and links relevant to your role

l

You are familiar with your company's/country's intranet

Signature on completion

m You have completed the company's online global orientation module (if available and relevant) n

You have a general understanding of the company's products, services, solutions, clients and business objectives

o

You have discussed your role and key responsibilities with your direct manager, having read and understood the job description for your position (where provided)

p

You have held a first week debriefing with your direct manager and HR representative to ensure that your initial expectations of the job, and your company's expectations of you, have been met

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STARTOOLS: People Management Tools, Tips and Templates

By the end of week six a

You have met with colleagues and others who are relevant to your role across the organisation

b

You are familiar with the performance requirements of your role and have an understanding of how the company uses performance management to drive a high-performance culture

c

You have attended the company orientation or induction programme (where available)

d

You are familiar with the company's strategic objectives and business plan, as well as your role in contributing to them

e

You have a good understanding of the company's values (and behaviours) and have clarified these with your manager

f

You understand the company's annual variable incentive plan (bonus or commission) (if applicable to you, and if available)

g

You have met with your manager to discuss and agree on your performance promise, i.e., the key responsibilities of your role and your immediate goals as part of performance management

h

You have had an interim orientation and performance review meeting with your manager (and the HR representative) and received feedback on your performance to date

i

You are beginning to know and feel that you made a good career choice by joining the company

– 84 –

Signature on completion

SECTION 1: Onboarding

By week 12 a

You have accessed the company's intranet or library and are familiar with the training and development opportunities available to you

b

You have discussed with your manager the range of appropriate learning and development opportunities available to you in the company, and appropriate to your position

c

You are familiar with the career development tools and processes available to you through the company

d

You have met with your manager and discussed and documented your personal development plan to support the achievement of your performance promise (role and goals)

e

You have a clear understanding of the impact of your role on your team

f

You have had a formal ‘end-of-probation' meeting with your manager and have completed probation documentation (where applicable)

g

You have completed an onboarding/orientation feedback questionnaire and/or had an end-of-orientation feedback interview with your HR representative

h

You have had a 12-week performance review meeting with your manager, received feedback on your performance to date and have discussed your experiences as a new recruit

Signature on completion

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STARTOOLS: People Management Tools, Tips and Templates

By week 26 (six months) a

You have completed the company's diversity programme (where provided)

b

You have attended at least one training programme, or undertaken a development activity, to implement your previously agreed personal development plan

c

You have considered and drafted an initial career development plan

d

You have actively supported a company-sponsored ‘outreach' project as part of the company's commitment to the broader community (where relevant)

e

You have a clear understanding of the impact of your role on your team, as well as on other areas in the business

f

You have had a formal six-monthly performance review meeting with your manager as part of performance management, received feedback on your performance to date, confirmed your role and updated goals where needed, and reviewed progress made against your personal development plan

g

You have met with your manager to discuss and document your career plan for the next 18 months to two years ahead

h

Congratulations! You have been successfully onboarded into the company. You have qualified to receive and enjoy a company desk toy as a sign of our mutually beneficial partnership

i

You feel proud to be ‘on board' and have a healthy sense of belonging in the organisation. The company has won over your ‘head' and your ‘heart' in that you clearly understand your role and feel good about playing that role in this organisation

j

You feel you want to serve the organisation, knowing that its people and processes serve you in return

– 86 –

Signature on completion

SECTION 1: Onboarding

4

ONBOARDING FEEDBACK QUESTIONNAIRE

It is recommended that a new recruit complete an onboarding/orientation feedback questionnaire and/or has an end-of-orientation feedback interview with the HR representative from the end of week 12 of an onboarding programme. In either case, the following questionnaire will guide the interview process. The questionnaire is based on the 12 pointers for effective onboarding included under point 1 at the start of this tool. INSTRUCTIONS: As a recently employed recruit, please tell us about your onboarding experiences. Assess how well the organisation's onboarding processes worked for you by answering ‘yes' or ‘no' to the following questions. ·

Tick (ü) for YES and make a cross (r) for NO.

·

Also, please provide comment on all areas to elaborate on or explain your ratings.

Onboarding best practice criteria 1

ü or r

Did the onboarding process begin during the final stages of your selection interviewing process, when some of your new team members met with you in the final interview (among them would have been your ‘buddy')?

Comments: 2

Were you communicated with and made to feel you were specially selected and were you warmly welcomed to the organisation before you arrived on your first work-day?

Comments: 3

Did the onboarding process inspire in you, as a new recruit, a sense of pride in having joined the organisation?

Comments: 4

Were you given a strategic view of the organisation, so that you understood the organisation's vision, mission, values and culture right from the start?

Comments: 5

Was there a ‘buddy system' in place where an existing staff member took responsibility for playing a supportive role in your induction into day-to-day organisational formalities and procedures?

Comments: 6

Was compelling ‘story-telling' used as an important method for initially communicating the organisation's values and other important qualities?

Comments: 7

Was the company's orientation programme appropriately focused on your needs as a new recruit, designed and scheduled in easy-to-understand modules, interesting in content and interactive in nature?

Comments:

¶ – 87 –

STARTOOLS: People Management Tools, Tips and Templates

8

Was the induction programme scheduled at the correct time, neither too soon nor too late after you joined the company?

Comments: 9

Was relevant supporting information available to you on the company intranet or via other systems?

Comments: 10 Was a mentoring programme in place where you could choose a mentor to support your career development in the organisation? Comments: 11 Were practical mechanisms in place for you to regularly and easily communicate how you were doing and feeling during your first months of employment? Comments: 12 Were all managers committed to the business case and the importance of onboarding new recruits, and in playing their supportive inducting role effectively? Comments:

AREAS WORTHY OF PRAISE What aspects of the organisation’s onboarding process deserve special praise?

AREAS REQUIRING IMPROVEMENT What can the organisation do to improve the effectiveness of the onboarding process?

– 88 –

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.1: ALIGNING THE TEAM AND INDIVIDUALS TO THE COMPANY'S BUSINESS PLAN ........................................................................... 97 STARTOOL 2.2: AGREEING THE ROLE AND SETTING GOALS ........................... 102 STARTOOL 2.3: QUESTIONS TO ENGAGE AND FOCUS THE TEAM ................. 109 STARTOOL 2.4: BUILDING AN EFFECTIVE TEAM ............................................... 116 STARTOOL 2.5: LEADING PEOPLE THROUGH CHANGE ................................... 124 STARTOOL 2.6: PERFORMANCE MANAGEMENT GUIDELINES.......................... 134 STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS ....................... 147

STARTOOLS: People Management Tools, Tips and Templates

INTRODUCTION TO ENGAGE, FOCUS AND CHALLENGE This section supports a manager's responsibility to engage, focus and challenge employees by making use of seven possible STARTOOLS: 2.1 ALIGNING THE TEAM AND INDIVIDUALS TO THE COMPANY's BUSINESS PLAN 2.2 AGREEING THE ROLE AND SETTING GOALS 2.3 QUESTIONS TO ENGAGE AND FOCUS THE TEAM 2.4 BUILDING AN EFFECTIVE TEAM 2.5 LEADING PEOPLE THROUGH CHANGE 2.6 PERFORMANCE MANAGEMENT GUIDELINES 2.7 PERFORMANCE MANAGEMENT DOCUMENTS.

Effective engagement and a consistent focus bring many advantages and benefits: ·

Individual employees understand their roles and goals in support of the company's strategic goals

·

All team members are aware of the need to synergise as a team, to achieve collective goals

·

Fully engaged employees are prepared to work harder and will ‘go the extra mile'

·

Committed employees are up to 87 per cent more likely to stay with the organisation

·

Performance management processes, effectively implemented, have the highest impact on inspiring performance and facilitating the retention of talented employees.

This introductory note covers the following topics: 1

The power of effective performance management

2

The elements of the performance management process and their benefits

3

How well is your organisation doing as regards performance management?

4

How to manage the five elements of performance management effectively: a

Element 1: Aligning the team and individuals to the company's business plan;

b

Element 2: Agreeing on each employee role and setting goals;

c

Element 3: Building a cohesive team;

d

Element 4: Leading your team and individuals through change;

e

Element 5: Reminding people of what is important and what needs to be done on an ongoing basis.

5

How to implement the guidelines for effective performance management

6

How to gain and retain competitive advantage through performance management

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SECTION 2: Introduction to Engage, Focus and Challenge

1

THE POWER OF EFFECTIVE PERFORMANCE MANAGEMENT

Are your employees your organisation's most valuable assets? Many companies say they are, but do they really mean it? A company's productivity and profitability depend on making sure that every employee is focused on doing the right things, in the right way, at the right time. A manager is required to align the team and individuals to the company's business plan on an ongoing basis, to facilitate team synergy and manage change effectively.

“People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine.” Brian Tracy

A recent study of high-impact performance management, conducted with more than 750 global organisations by Bersin and Associates (www.bersin.com) identified the highest impact talent practices. Of the top 22 highest impact talent practices, eight were related to performance management, thus demonstrating its critical nature as a foundation for managing and inspiring talent. A manager needs to use a number of tools and skills in different contexts and combinations to engage, challenge and focus teams and individuals on what needs to be done to achieve the broader goals of the company. Recent research by the Corporate Leadership Council (Corporate Leadership Council 2004 Employee Engagement Survey) indicates that managers should focus on winning the ‘heads and hearts' of their staff, i.e., allowing employees to clearly understand (head) the business plans and their role in achieving them, while feeling included (heart) as an important part of the organisation. This section provides ideas on which approaches work best to fully engage, focus and challenge employees.

2

THE ELEMENTS OF THE PERFORMANCE MANAGEMENT PROCESS AND THEIR BENEFITS

What is an effective process to follow to engage, focus and challenge employees? There are generally five important elements in performance management that a manager needs to consider:

“As a leader you’re responsible for other people’s time, as well as your own.” Unknown

1

Cascading the company business plan to teams and individuals to ensure alignment

2

Agreeing on each employee's role and setting clear goals

3

Building a cohesive team of engaged and committed people

4

Leading the team and individuals through important changes

5

Reminding people what is important and what needs to be done, on an ongoing basis.

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STARTOOLS: People Management Tools, Tips and Templates

There are many benefits for managers who give serious attention to the abovementioned elements: ·

Increasing the chances of successfully executing the company's strategy and business plans, by ensuring that everyone in the organisation is committed to working towards the same end results and in living the company values.

·

Recent research shows that three key factors, all related to performance management, drive employees' motivation and empowerment:

·

–

Shared clarity of performance expectations and standards;

–

Learning or development opportunities that stretch employees (on-the-job development);

–

Opportunities for continuous development and growth (life-long learning).

Being able to lead and/or support an important change initiative by following a practical yet comprehensive approach improves the chances of the change being successful.

3. HOW WELL IS YOUR ORGANISATION DOING AS REGARDS PERFORMANCE MANAGEMENT? An organisation that is effective in implementing strategy through performance management has most of the issues listed below, in place. Evaluate how well your organisation measures up against the seven-point checklist. All employees

– 92 –

·

have an agreed and up-to-date performance promise, with a clearly stated role (key responsibilities) and measurable goals – the document is completed early in the business year;

·

are aware of their contribution to the overall company and team goals, and focus their efforts on supporting these goals;

·

have an agreed and documented personal development plan to support individual performance in terms of their role and goal achievement;

·

receive regular informal feedback on their performance as measured against the role, goals and company values (over and above any formal review processes);

·

are encouraged to evaluate their own performance rather than solely relying on feedback from their managers or others;

·

who are not performing to standard are managed quickly and fairly through a poor performance counselling process;

·

feel that their performance is recognised and rewarded according to what they have measurably achieved.

SECTION 2: Introduction to Engage, Focus and Challenge

4. HOW TO MANAGE THE FIVE ELEMENTS OF PERFORMANCE MANAGEMENT EFFECTIVELY Element 1: Aligning the team and individuals to the company business plan The successful implementation of the company strategy to achieve organisational goals relies on all employees, business units and divisions being aligned, and employees working towards common and complementary outcomes. Refer to STARTOOL 2.1: ALIGNING THE TEAM AND INDIVIDUALS TO THE COMPANY’s BUSINESS PLAN (p. 97) for ideas on how to execute strategy by cascading roles and goals. The process makes it possible to implement strategy in a relatively structured way through “If you chase two rabbits, both a performance management process, to ensure escape.” that team goals are aligned with the company's Chinese proverb strategies and business plans. Team goals, in turn, must be aligned with the individual's goals so that everyone is in synergy and focusing on the same issues and priorities.

will

Do you see the need to implement a complete performance management system in your organisation? For ready-to-use performance management templates with comprehensive tips and guidelines, refer to STARTOOL 2.6: PERFORMANCE MANAGEMENT GUIDELINES (p. 134) AND STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS (p. 147).

Element 2: Agreeing on each employee’s role and setting goals Shared clarity of performance expectations and standards is achieved through a discussion and agreement between manager and employee. The ‘performance promise' contract cascades “What gets measured gets done.” down from the organisational and team goals, and is the starting point for effective performance Edward Deming management. Learning or development opportunities that stretch employees (on-the-job development) also need to be agreed on and documented. The employee's role is defined in terms of key responsibilities and goals, i.e., what is required of the person in the job. Values and behaviours describe how the person must behave when doing the job or achieving the goals. Typical company values include self-management, leadership, interpersonal relationships, product and service quality, innovation and teamwork. REFER TO STARTOOL 2.2: AGREEING THE ROLE AND SETTING GOALS (p. 102) for a useful template and process.

Element 3: Building a cohesive team Many managers build teams because that is what they think they should do. But the first question a manager should consider is: Do you need a team or a group? Did you believe they were one and the same?

“Effective team leaders do not coerce people to follow; rather, they invite them on an inspiring journey.”

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STARTOOLS: People Management Tools, Tips and Templates

A group is a collection of individuals who do not rely on other members to do their work, so it is virtually impossible to ‘build' a group. You will save yourself a great deal of time by asking (and answering) this question whenever you think you need a team to get the work done. By contrast, a team is a collection of individual parts (people or units) that cannot be successful without the close input and support of the other parts. What are the steps in building an effective team? The well-known, five-stage team development model of Forming, Storming, Norming, Performing and Transforming remains a useful framework. Understanding how and why the stages happen provides the manager with a practical and effective approach to building a successful team. Each of the five stages has two aspects to it, i.e., task achievement and relationship building. Problems will be avoided if these two aspects occur in a relatively balanced and complementary way, as the team develops in stages. The task achievement aspect of team building includes all of the content aspects, i.e., understanding the team's goals; organising the work that must be done; setting standards; allocating and monitoring the budget; procuring the equipment and materials needed; knowing clearly what is required of team members; acquiring the relevant technical expertise, etc. The overall objective of the team leader is to achieve team members' rational commitment to what needs doing. The relationship-building aspect of teambuilding includes all the people components, i.e., their relationships, feelings, expectations, needs, commitments and interpersonal preferences. It also includes people's approach to conflict and interpersonal problems with other team members. The overall objective of the team leader is to create emotional commitment between and among team members, for the team leader and for other members of the team. Refer to STARTOOL 2.4: BUILDING AN EFFECTIVE TEAM (p. 116) for additional information on how to build a robust team that is both rationally and emotionally committed to the team's performance goals.

Element 4: Leading your team and individuals through change Change management guru and Harvard Business School Professor Emeritus, John P Kotter, writes “Good management is the art of that he has seen many companies trying to making problems so interesting and remake themselves into more competitive their solutions so constructive that organisations. He states that the general lesson everyone wants to get to work and to be learned from those organisations that have deal with them.” managed change more successfully, is that the Paul Hawken change process goes through a series of specific and sequential phases over a period of time. Kotter warns that skipping steps seems expedient to impatient executives, but in reality this seldom produces a satisfactory end result. The HR professional or trainer can facilitate a discussion with the senior management team, by answering the following ten questions. This helps him/her become more aware of the conditions needed for successful change and the requirements of his/her active role in it: 1

Why are we changing? Is the logic crystal clear on why we want to change?

2

Have we clearly defined the outcomes of the change as it relates to the business strategy?

3

Do we have a credible and influential champion to lead the change initiative?

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SECTION 2: Introduction to Engage, Focus and Challenge

4

Do we have a willing and competent team which is ready to plan and lead the change?

5

Do we have an agreed practical change management process or model to follow that includes measurable gains for short-term wins?

6

Are we properly structured or organised as an organisation to implement the change?

7

Are we appealing to both the ‘heads' (logic and rational side) and ‘hearts' (feelings and emotions) of our people when encouraging them to support the change?

8

How will we show our people that the change is working during and throughout the change process?

9

How will we reinforce the change at various points along the way?

10. How will we ensure that we learn and adapt as we progress through the change? For a comprehensive and step-by-step change model and worksheets, refer to STARTOOL 2.5: LEADING PEOPLE THROUGH CHANGE (p. 124).

Element 5: Reminding people of what is important and what needs to be done on an ongoing basis When roles and goals have been clearly defined, the leader needs to engage with the team regularly, over a period of time, to reinforce and continually shape and reshape focus. Many questions should be asked of and answered by the team and individuals, to establish and maintain the correct focus.

“The first responsibility of a leader is to define reality. The last is to say thank-you. In between, the leader is a servant.” Max DePree

Examples of relevant questions for the team are: ·

Why do we exist (our true and clear purpose as a team)?

·

Where are we going in the future (our vision)?

·

How will we work together (according to values and behaviours)?

·

What do our clients and partners expect of us in terms of supporting the company strategy?

·

What are our performance gaps (the difference between expectations and our current performance)?

·

What are our priorities and goals?

·

What major challenges do we currently face?

·

What do we need to improve?

·

What are some of our strengths?

·

What are some of our short-term wins?

·

What skills do we need to develop?

·

How will we measure and monitor our performance?

– 95 –

STARTOOLS: People Management Tools, Tips and Templates

Remember, engaging people in ways that create both rational and emotional commitment, means they need to understand what must be done (rational commitment) and should feel excited, valued and involved in doing it (emotional commitment).

“Talent without discipline is like an octopus on roller skates. There’s plenty of movement, but you never know if it’s going to be forward, backwards, or sideways.”

H. Jackson Research shows that emotional commitment is four times more powerful that rational commitment in encouraging superior performance and employee retention.

Brown Jr

Refer to STARTOOL 2.3: QUESTIONS TO ENGAGE AND FOCUS THE TEAM (p. 109) for tips on how to engage the team and for the relevant templates.

5

HOW TO IMPLEMENT THE GUIDELINES FOR EFFECTIVE PERFORMANCE MANAGEMENT

Collectively, the tools in this section will allow you to implement a comprehensive performance management system and process that will align the team and individuals to the company business plan, and to agree on staff members' roles and set goals. Also, the tips and templates guide you on how to build an effective team and the vital steps to follow when leading people through an important change.

6

HOW TO GAIN AND RETAIN COMPETITIVE ADVANTAGE THROUGH PERFORMANCE MANAGEMENT

To do well in today's business environment, small to medium-sized companies especially “Leaders keep their eyes on the need to find ways to be and remain smarter, horizon, not just on the bottom line.” better integrated and more productive than their Warren G. Bennis larger competitors. Research shows a significant increase in both employee and business performance when an organisation effectively sets and directly connects an employee's goals to the company's overall strategy. Surprisingly, fewer than eight per cent of employees surveyed fully understand their company's business strategies and what is expected of them in support of achieving company goals. Your challenge as a manager is to increase this percentage in your organisation, in order to gain a competitive advantage.

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SECTION 2: Aligning the Team and Individuals to the Company’s Business Plan

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.1: ALIGNING THE TEAM AND INDIVIDUALS TO THE COMPANY’S BUSINESS PLAN Purpose

This three-part tool is designed to support overall company alignment and ensure that the goals of all teams and all individuals support the company strategies and business plans. Management practices to support the implementation of performance management are described in a convenient-to-use checklist.

Content

Application

1

Executing strategy.

2

Aligning team and individual goals (including setting S-M-A-R-T goals).

3

General assessment of performance management practices.

a

Understand the process to follow in implementing strategy.

b

Follow the guidelines to align your team to the company's goals and set S-M-A-R-T goals for both the team and individuals.

c

Evaluate the leadership of your work team against the seven management and leadership practices. Then decide what needs improvement.

STARTOOL 2.1: ALIGNING THE TEAM AND INDIVIDUALS TO THE COMPANY’S BUSINESS PLAN This tool consists of three parts: 1

Executing strategy

2

Aligning team and individual goals (including setting S-M-A-R-T goals)

3

General assessment of performance management practices.

1

EXECUTING STRATEGY

A company's broadly stated strategic objectives or goals are usually set at executive level and require cascading and alignment throughout the organisation. Team goals need to support the company's strategic objectives and business plans. Some companies begin with a bottom-up approach whereby business plans are initially built up from the question asked of all teams: “How can your area contribute to the strategies and goals of the organisation during this business year?” Once summarised (and often adapted), these goals are cascaded and aligned throughout the organisation. The successful execution of the company strategy to achieve organisational goals is reliant on all employees, business units and divisions being aligned and working towards common and complementary outcomes. The flowchart, Figure 2.1a, illustrates how strategy can be developed, formulated and implemented in a business.

– 97 –

STARTOOLS: People Management Tools, Tips and Templates

Figure 2.1a: Developing and implementing a strategy

– 98 –

SECTION 2: Aligning the Team and Individuals to the Company’s Business Plan

Figure 2.1b: Cascading direction and alignment throughout the organisation

2

ALIGNING TEAM AND INDIVIDUAL GOALS (INCLUDING SETTING S-M-A-R-T GOALS)

There are three steps to this process: i

Review and understand the company and divisional strategies and goals, study any information available and discuss this with relevant senior people, experts and colleagues;

ii

Together with your team, develop a set of key responsibilities (4 to 8) and goals (4 to 8) for the team. Be sure to align these with the company's/divisional strategies and goals. Ensure that all team members have clarity on what is expected of the overall team for the year ahead.

iii

Individual team members can be encouraged to draft their four to eight individual key responsibilities (my role) and a maximum of four goals (my goals) in support of the team's goals. This draft should be discussed in a one-on-one session with the direct manager. Later, all team members can share their individual focus in a team setting to encourage collaboration among team members and offer support during execution. Development plans are also discussed and agreed on in support of individual goal achievement. Refer to STARTOOL 2.2: AGREEING THE ROLE AND SETTING GOALS (p. 102).

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STARTOOLS: People Management Tools, Tips and Templates

iv

All goals should be set as S-M-A-R-T goals to ensure clarity and completeness. Clarity on what is expected of staff at the start of the business year ensures a greater likelihood of success and guarantees a more constructive review process, as the outputs will be clearly specified and measurable. S-M-A-R-T goals are: ·

SPECIFIC: They describe a single desired output or result (ensure that you do not have several goals combined into one) and must be understandable to those who will help you meet your goals. Your goals should also be challenging and stretching, in order to encourage above-average performance. The goals can be arrived at by answering the six ‘W' questions: Who? What? Where? When? Which? Why?

·

MEASURABLE: Goals should provide for a number of performance indicators. Quantitative performance indicators may specify dates, percentages, quantities or numbers to be achieved. Qualitative performance indicators may specify a standard required, or may refer to processes, customer surveys, checklists or responses.

·

ACHIEVABLE: This is made possible with the resources available and with certain circumstances prevailing. Gaining agreement between the manager and employee is the best way to ensure that the appropriate space, support and resources are provided to support the achievement of identified goals.

·

REALISTIC: Goals should be sensible and should take into account the time available, along with any constraints or challenges. They should be achievable through or by a defined process, e.g., through an established procedure, with good time planning or by using an outside resource. Individual goals should be relevant to both organisation-wide and team goals.

·

TIME BOUND: Goals require a defined schedule (including milestones) which must be achieved by a specified date. Working towards a goal should also be undertaken at the right time, which is when the completion of a project is possible and preferable.

Specific goal

¶

Method

¶

Standard or measurement

Reduce investment in all inventory (Operational excellence)

by streamlining lead time between orders and installations

for a successive 90-day period, and totalling R5m for the financial year.

Identify four new clients in the manufacturing industry (Customer satisfaction)

and build the relationship by adding value through developing targeted business solutions

thereby closing business to the value of R5m in GP per client by September 201X.

Research, develop and provide relevant training to 400 sales staff (People and culture)

by consulting with a variety of sales managers to identify specific learning needs

piloted in June and available from 1 July, at a cost of R500 per person, and receiving a participant rating averaging 80% or above.

Figure 2.1c: The three-step formula and examples of how to write S-M-A-R-T goals

– 100 –

SECTION 2: Aligning the Team and Individuals to the Company’s Business Plan

The following positive or active verbs can help you get started in writing your S-M-A-R-T goals. Table 2.1c: Positive and action verbs

3

Achieve

Build

Develop

Manage

Propose

Action

Choose

Direct

Manufacture

Reduce

Address

Communicate

Identify

Monitor

Reengineer

Adjust

Conduct

Implement

Offer

Research

Align

Consult

Increase

Organise

Resolve

Analyse

Contribute

Investigate

Participate

Review

Assess

Coordinate

Liaise

Process

Service

Assist

Create

Maintain

Produce

Support

GENERAL ASSESSMENT OF PERFORMANCE MANAGEMENT PRACTICES

Evaluate the leadership of your work team against the seven management and leadership practices. Use a rating scale of 1 to 5, with 1 being a definite No and 5 a definite Yes. Circle the rating that you feel most closely represents the current situation in the team.

Management and leadership practices

No 1

2

? 3

Yes 4

5

1. All employees have an agreed on and up-to-date performance promise, with a clearly stated role (key responsibilities) and measurable goals, which is completed early in the business year 2. All employees are aware of their contribution to the company's strategic objectives and team goals and focus their efforts on supporting these 3. All employees have an agreed-on and documented personal development plan to help them perform effectively in their role and achieve their goals 4. Employees get regular informal feedback on their performance as measured against the role, goals and company values (over and above any formal review process) 5. Employees are encouraged to evaluate their own performance rather than solely relying on feedback from their managers or others 6. Any poor performance problems are managed quickly, fairly and supportively

7. Employees believe that their performance is recognised and rewarded according to what they have measurably achieved

Which practices can you improve, in order to ensure that you build a high-performance team by effectively implementing a performance management system?

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.2: AGREEING THE ROLE AND SETTING GOALS Purpose

Use these templates when discussing and agreeing an employee's role, goals and behaviours. The four forms are the same as those in STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS (p. 147) and are replicated here for ease of use and convenience.

Content

1

FORM 1a: Performance Promise Agreement (my role)

2

FORM 1b: Performance Promise Agreement (my goals)

3

FORM 3: Employee Values and Behaviours – 360° Assessment (my behaviours)

4

FORM 4: Leader Values and Behaviours – 360° Assessment (my behaviours)

a

Set the context by summarising the organisational and team goals that inform the individual's role, goals and behaviours.

b

Define the job purpose and key responsibilities using the guidelines provided.

c

Discuss and agree on the important goals that need to be achieved and record the confirmed goals by following the S-M-A-R-T format.

d

Discuss and agree the behaviours that need to be lived on a daily basis. Choose either the employee or the leader values and behaviours assessment form.

Application

STARTOOL 2.2: AGREEING THE ROLE AND SETTING GOALS Research shows that three key factors drive employee motivation and empowerment: a.

Shared clarity of performance expectations and standards;

b.

Learning or development opportunities that stretch employees (on the job);

c.

Opportunities for continuous development of competencies, i.e., lifelong learning and growth (Corporate Leadership Council Research 2004).

This tool brings practical life to the abovementioned three factors through: a.

FORM 1a: Performance Promise Agreement (my role) (p. 104)

b.

FORM 1b: Performance Promise Agreement (my goals) (p. 105–106)

c.

FORM 3: Employee Values and Behaviours - 360° Assessment (my behaviours) (p. 107)

d.

FORM 4: Leader Values and Behaviours - 360° Assessment (my behaviours) (p. 108)

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SECTION 2: Agreeing the Role and Setting Goals

Please note that the four forms are the same as those in STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS (p. 147) and are replicated here for ease of use. Refer to the diagramme below for the overall role and goal-setting process:

ESSENTIAL STEPS

Figure 2.2a: Steps in the role definition and goal-setting process

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STARTOOLS: People Management Tools, Tips and Templates

FORM 1a: PERFORMANCE PROMISE AGREEMENT (my role)

1. Job title 2. Job purpose (State the purpose of the job in two to three lines only)

3. Key responsibilities – mention between four and eight Start each responsibility with an action verb, e.g., follow, produce, set, calibrate, build, manage, plan, monitor, control, liaise, resolve, advise, identify, implement, investigate, design, facilitate, analyse, coach, develop, etc.

4. Development plan Consider the development required to support performance in the role (key responsibilities)

– 104 –

SECTION 2: Agreeing the Role and Setting Goals

FORM 1b i: PERFORMANCE PROMISE AGREEMENT (my goals) Employee: Choose a maximum of four key responsibilities in your role, from which to set goals

Date of agreement: Weight

Summary development plan

S-M-A-R-T-E-R goals S = Specific and stretching

Total 100%

M = Measurable A = Agreed and achievable R = Realistic and relevant T = Timed E = Exciting and energising R = Recorded well and in writing

Only some goals require a development plan. Devise plan in STARTOOL 4.1: TWENTY LEARNING OPPORTUNITIES FOR PERSONAL DEVELOPMENT (p. 213)

1

2

Values and behaviours (FORMS 3 and 4) Key responsibilities and goals define WHAT is required of the person in the job. Values and behaviours describe HOW the person should behave or perform when doing the job. The generic company values are:

Selfmanagement

Leadership and interpersonal relationships

Product and service quality

Innovation and initiative

Teamwork and cooperation

All employees should strive to live the values and behaviours in all activities relating to their work. Feedback on the values and behaviours assessment (FORM 3) p. 155 should be coordinated by the direct manager. A score and comments can be documented during feedback reviews. If preferred, only some behaviours need be selected to support specific key responsibilities and goals. Managers are assessed against the leader behaviours (FORM 4) (p. 156).

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STARTOOLS: People Management Tools, Tips and Templates

FORM 1b ii: PERFORMANCE PROMISE AGREEMENT Employee: Choose a maximum of four key responsibilities in your role, from which to set goals

Date of agreement: Weight

S-M-A-R-T-E-R goals S = Specific and stretching

Total 100%

M = Measurable A = Agreed and achievable R = Realistic and relevant T = Timed E = Exciting and energising R = Recorded well and in writing

3

4

Comments on performance promise agreement process Employee’s comments:

Manager’s comments:

Employee’s

Manager’s

signature

signature

– 106 –

Summary development plan Only some goals require a development plan. Devise plan in STARTOOL 4.1:TWENTY LEARNING OPPORTUNITIES FOR PERSONAL DEVELOPMENT (p. 213)

SECTION 2: Agreeing the Role and Setting Goals

FORM 3: EMPLOYEE VALUES AND BEHAVIOURS - 360° ASSESSMENT (my behaviours) PERSON ASSESSED

ASSESSED BY

Self

Manager

Staff

Peer

Customer

DATE

Rate the employee's behaviour with 1 being the lowest, 3 being average and 5 the highest. Add the scores to get a total out of a maximum 100 (%). Choose three strengths to maximise and three development needs to improve. Comment in the spaces to justify high and low scores. VALUE

BEHAVIOURS 1

Selfmanagement

Leadership and interpersonal relationships

Product and service quality

Displays competence in the skills required of the position

1

2

3

4

5

2 Takes personal responsibility for all actions

1

2

3

4

5

3 Keeps projects and tasks well organised

1

2

3

4

5

4 Shows a cooperative ‘pitch-in' attitude

1

2

3

4

5

5 Modifies behaviour to suit particular situations

1

2

3

4

5

Shows personal leadership in working with others

1

2

3

4

5

1

2

3

4

5

6

7 Openly discusses issues with others 8

Benefits from constructive criticism without being defensive

1

2

3

4

5

9

Shares knowledge willingly with others by coaching

1

2

3

4

5

10 Overall, delivers quality completed work

1

2

3

4

5

11 Shows appropriate concern for quality control

1

2

3

4

5

12 Meets deadlines in a timely manner

1

2

3

4

5

13 Reliable and consistent

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

14

Responds quickly to customers'/others' requests or problems

15 Seeks continual self development Innovation 16 Takes initiative to improve things and initiative Looks for creative or innovative solutions to 17 problems

Teamwork and cooperation

ASSESSMENT RATING SCALE

18

Builds and generously rewards teamwork and cooperation

1

2

3

4

5

19

Treats customers, internal and external, as the most valuable asset

1

2

3

4

5

20

Works enthusiastically with colleagues and others to resolve issues

1

2

3

4

5

COMMENTS

Sub-totals Total as %

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STARTOOLS: People Management Tools, Tips and Templates

FORM 4: LEADER VALUES AND BEHAVIOURS – 360° ASSESSMENT (my behaviours) PERSON ASSESSED

ASSESSED BY

Self

Manager

Staff

Peer

Customer

DATE

Rate the leader's behaviour with 1 being the lowest, 3 being average and 5 the highest. Add the scores to get a total out of a maximum 100(%). Choose three strengths to maximise and three development needs to improve. Comment in the spaces to justify high and low scores. VALUE

Selfmanagement

Leadership and interpersonal relationships

BEHAVIOURS Looks after personal wellbeing, paces self and 1 manages stress proactively

1

2

3

4

5

Keeps up to date with technical knowledge/ trends and applies knowledge

1

2

3

4

5

Takes personal responsibility to achieve own, 3 team and business objectives, as well as ensure personal growth

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

2

Manages and engages people in a proactive 4 manner, thereby producing results and creating a great working environment Sets and agrees clear expectations of report's 5 role, goals, values and behaviours at the start of the business year, and on an ongoing basis Discusses, agrees and follows up on individual 6 development plans and longer-term career plans with employees Communicates openly and honestly and listens carefully, thereby creating an environment 7 which allows others to express their opinions freely Positively encourages and supports 8 organisational change and effectively deals with resistance to change Takes personal responsibility for resolving issues 9 or conflicts Shares knowledge willingly with others by coaching and debating Actively encourages and supports staff to 11 explore possible business opportunities and improve profitability/productivity 10

12 Product and service quality

Responds to clients' calls/queries in a prompt, efficient and correct way

Communicates with clients on a regular basis to keep them fully informed Delivers on promises, or communicates in good 14 time if unable to deliver on time 13

Works to improve the delivery of services and ensure continuous improvement Innovates and improves in important strategic/ 16 financial/operational/service areas and Innovation encourages others to do the same and initiative Identifies opportunities in the marketplace that 17 will yield the best return strategically and/or financially 15

Teamwork and cooperation

Sub-totals Total as %

– 108 –

RATING SCALE

18

Works cooperatively with reports, colleagues and cross-functional teams

1

2

3

4

5

19

When necessary, takes on tasks to assist in reaching team objectives

1

2

3

4

5

20

Recognises supportive team players and continually builds team spirit

1

2

3

4

5

COMMENTS

SECTION 2: Questions to Engage and Focus the Team

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.3: QUESTIONS TO ENGAGE AND FOCUS THE TEAM Purpose

A team leader is responsible for ensuring that the team remains focused, cohesive and productive. The idea behind this tool is that teams need to continually ask themselves a variety of questions in order to remain focused, energised and relevant. The manager also needs to make persuasive presentations to the team and others within and outside of the organisation.

Content

a

Checklist 1: Questions to engage the team. These questions require fierce concentration and a good deal of mental energy to answer comprehensively over an extended period of time.

b

Checklist 2: General assessment of meeting effectiveness. Research shows that much time is wasted during unproductive or badly coordinated meetings.

c

Checklist 3: Assessment of team effectiveness. The characteristics of effective teams are assessed here.

d

Checklist 4: How to brainstorm as a team. This structured process ensures that many ideas are generated, analysed and filtered before priority issues are confirmed.

e

Planning and delivering a persuasive presentation to the team and others.

Application

The team leader, in collaboration with the team, can use these four checklists from time to time to assess how well the team is doing. It allows the team leader to plan how to enhance or improve the team's performance going forward. The C-O-NT-R-A-C-T presentation format and template can be used to plan and deliver any presentation to the team or others.

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STARTOOLS: People Management Tools, Tips and Templates

STARTOOL 2.3: QUESTIONS TO ENGAGE AND FOCUS THE TEAM a

Checklist 1: Questions to engage the team

The following set of questions can help newly formed teams come together and become productive quickly, or can help existing teams to remain focused or renew themselves. The idea is to engage with the team in answering these questions over a period of time, so as to direct and reinforce their focus. The questions should be posed throughout a team's existence.

Questions to engage the team 1

Why do we exist (our true and clear purpose as a team)?

2

Where are we going in the future (our vision)?

3

How will we work together (according to values and behaviours)?

4

Whom do we serve (internal and/or external clients and/or partners)?

5

What do we expect of ourselves, and of our clients and partners, in support of the company's strategy?

6

What are our performance gaps (difference between expectations and our current performance)?

7

What are our priorities and goals?

8

What are our major challenges at this time?

9

What do we need to improve on? What skills do we need to develop?

Date explored

10 What are some of our clear strengths? 11 What are some of the short-term wins we can achieve? 12 What actions do we need to stop as a matter of urgency? 13 With whom can we partner to be more effective? 14 What support is available to us? 15 How will we measure and monitor our performance? 16 How and when will we review and assess our performance? 17 How regularly should we meet to ensure that we remain focused? 18 What do we need to do to become a stronger team? 19 How are we maximising the individual strengths of our team members? 20 When will we celebrate our success and refocus on the future?

Please note: It is preferable to deal with no more than four questions during any one session.

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SECTION 2: Questions to Engage and Focus the Team

b

Checklist 2: General assessment of meeting effectiveness

Choose a meeting that you facilitate or attend on a regular basis. Evaluate each statement using the score (10, 5 or 0) that best matches your opinion of how the statement applies to that meeting. Next, consider how to improve the lowest scores.

Usually 10 1

The purpose of our meetings is clear, with well-stated agenda items

2

We always decide beforehand what we want to achieve during the meeting

3

People are well prepared for our meetings

4

We frequently review our progress during meetings

5

We allocate meeting time well

6

We decide which agenda items have priority

7

We keep to the relevant points and are seldom diverted from the issue at hand

8

We listen attentively to each other

9

We review and confirm what has been agreed on and what action to take at the end of the meeting

Sometimes 5

Seldom 0

10 We take the agreed action after the meeting Totals:

ACTION PLAN A score of 80%+ is excellent. A lower score requires at least some improvement. Choose the four lowest scores and record what action you could take to improve or enhance your team's effectiveness.

Item number

What and how to improve or enhance

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STARTOOLS: People Management Tools, Tips and Templates

c

Measuring the team leader’s effectiveness

Evaluate your own effectiveness as a team leader, or evaluate your team leader, against the characteristics of effective team leadership. What could be done to improve the team leader' s performance? Note any actions to improve in the column provided.

Characteristics of an Effective Team Leader

1

Clearly communicate and reinforce the purpose and goals of the team on-going

2

Ensure the team, and all its members, are accountable for the team' s results

3

Encourage team members to take risks in pursuit of personal growth

4

Work with the team to determine work assignments and priorities

5

Let go of control when the team is ready and able to accept accountability

6

The team is allocated the type of work where team work is essential and required

7

Facilitate effective team decision making

8

Rotate work so that team members can multiskill in a variety of areas

9

Help the team to evaluate itself

10 Trust and believe in the team's purpose and in the people who make up the team 11 Support the team through difficult times without apportioning blame 12 Coach team members and the team as a whole

– 112 –

Rating 1 = Poor 2 = Good 3 = Excellent

Actions to improve or enhance

SECTION 2: Questions to Engage and Focus the Team

d

Checklist 3: Assessment of team effectiveness

Assess your team's effectiveness using the following ten-point checklist. Preferably ask all your team members to do the same assessment, so as to gain a broader perspective. Identify the three lowestscoring items to improve on.

Task aspects of a team

Good 5

Fair 3

Poor 1

Good 5

Fair 3

Poor 1

1. The purpose or goal of our team is perfectly clear to all team members 2. We are able to clearly measure the progress and effectiveness of the team in our work assignments 3. The team has the necessary knowledge, skills and attitudes to perform the tasks effectively, i.e., to the right standard or level 4. All members of the team are able to handle the demands of the team's work 5. We make good decisions as a team and consider all the necessary information and circumstances before doing so

Relationship aspects of a team 6. I feel that I make a meaningful contribution to the team's goals and activities. I add value 7. I enjoy being part of this team

8. I feel free to express my opinions in the team without fear of negative criticism from other members 9. We all share the leadership role at times and no member attempts to dominate the team 10. I feel that we achieve more as a team than we could as individuals working alone Team effectiveness (number of ticks per rating): Scores: Total score: Minimum = 10; Maximum = 50

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STARTOOLS: People Management Tools, Tips and Templates

e

Checklist 4: How to brainstorm as a team

What is brainstorming?

·

Generating many ideas or possible alternatives from which to make a team decision.

Ground rules for brainstorming

· · · · ·

Never criticise ideas, even if they seem outrageous or impractical. Never edit what is said. Record statements exactly as they are voiced. Initially, go for quantity in terms of ideas. Later, the filters will sort for quality for quality. Encourage wild, exaggerated and humorous ideas, as creativity is key here. Build on the ideas of others, because one idea tends to spark off another.

When to brainstorm as a group

· · · ·

When you want the involvement and commitment of the team. To explore a deeper understanding of the issues and alternatives. To determine possible causes of and/or solutions to problems. When a decision requires some degree of creativity or innovation.

Six steps to brainstorming 1

Prepare for the brainstorming session

·

State the issue to be brainstormed as clearly as possible, e.g., “What can we do to reduce churn?” “How can we attract the right people to our organisation?”

· · · 2

Set a time limit for the session: 45–60 minutes is usually sufficient. Appoint one or two recorders (to write down ideas on a flipchart). Agree the ground rules for the session.

Determine which brainstorming method to use

·

Choose either free-wheeling or round robin: –

Free-wheeling: All team members share their ideas in no particular order or sequence. All ideas are listed as they are called.

–

Round robin: Everyone takes a turn to propose an idea. Anyone wishing to skip a turn says: “Pass”. Continue until no more ideas are forthcoming. All ideas are listed as offered.

3

Generate ideas

· · 4

Record ideas until the group runs out of suggestions. Take a break (incubate for approximately ten minutes) and begin with the ‘second flush'.

Create filters

·

Filters help the group evaluate a collection of ideas. The criteria for selecting filters depend on the nature of the issue. Some common filters are cost, time, availability, resistance to change versus acceptance, within our authority, practicality, impact on client, resource availability, level of Interest in the topic, etc.

5

Apply filters

· · · 6

Choose no more than four appropriate filters. Apply one filter at a time. Cross off any ideas that score lowest on the filter test. Apply filters until the desired number of options remains.

Wrap up the brainstorming session

· · ·

– 114 –

Review the ideas that made it through the filtering process. Define each idea clearly to ensure common understanding and agreement. Collate the information for the next step, e.g., for action planning.

SECTION 2: Building an Effective Team

f

C-O-N-T-R-A-C-T presentation format and template

The following template is an easy and effective way to plan and deliver a presentation to the team or others, be they within or outside of the organisation. The template will be used to structure any presentation.

The CONTRACT Presentation Format and Template C - Catch immediate attention and interest: Pose a question or two. Use an appropriate quotation. Make a provocative statement that attracts attention. Tell a relevant story or anecdote. Show a short video, diagram or share some facts and statistics. O - Objective or reason for presentation stated clearly: State your purpose clearly. Tell the audience what they will be able to do or how they will think after the presentation. Provide a roadmap with timing. Say when questions will be answered.

N - Need for the topic established or promoted: Tell the audience why the topic is important to them and success in their work/lives. Say what can happen if the topic is not achieved well. Say what competitors are doing and provide benchmarks.

T - Test current level of understanding or interest and/or encourage audience to reflect: For an informal presentation, ask the audience to share their experiences and concerns regarding the topic. In a formal setting, ask a reflective question, e.g. I would like you to think about your current information needs during my presentation?

R - Reveal the content, step by step: Start by giving the road map - the journey the audience will take with you. Find the natural structure. Can you divide the presentation into two clear sections? Can you use a time sequence? Can you use a research structure? Is there a logical structure? Can you use numbers? Is there an appropriate mnemonic? Start with the easy, then the more difficult. Use relevant examples to illustrate important points. Use learning or visual aids to stress key points. Use the CONTRACT format a few times over during the body of the presentation.

A - Ask questions along the way - interactive, i.e. “Tell me why you don't like this system?” or reflective, i.e. “While I do my presentation, I would like you to think about why many companies still use this system that you want to change?” C - Conclude strongly and summarise the key issues briefly: Restate at the end what you said you would say at the start. In an informal presentation, ask someone to summarise the key points. Or summarise yourself. Check back to the initial quotation or statistic, or show a new statistic. Repeat any mnemonic. End clearly and confidently. T - Test new level of understanding or interest and encourage audience to reflect on the next step: If informal, conduct a group discussion to gauge reaction. In a formal presentation, ask for and gather questions, answer them in turn. Refer inappropriate questions for after the presentation. End with a short, strong summary statement.

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.4: BUILDING AN EFFECTIVE TEAM Purpose

The step-by-step techniques to build a team are presented as a practical guide. Topics include the debate around the need to build a team or to operate as a group, how to build an effective team in a systematic way, and measuring team effectiveness.

Content

1

Do you need a group or a team?

2

Steps to building an effective team in a systematic way.

3

Measuring your team's effectiveness against the characteristics of successful teams.

a

Analyse the characteristics of groups and teams and decide which you need.

b

Follow the guidelines as you facilitate a team through the various stages of team development.

c

Evaluate the team you lead, or a team of which you are a member, against the characteristics of effective teams. Then decide what can be done to enhance or improve the team's performance.

Application

STARTOOL 2.4: BUILDING AN EFFECTIVE TEAM This tool has three parts to it: 1

Do you need a group or a team?

2

Steps to building an effective team in a systematic way.

3

Measuring your team's effectiveness.

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SECTION 2: Building an Effective Team

1

DO YOU NEED A GROUP OR A TEAM?

Groups and teams are not the same thing. Compare the characteristics of each, and then decide what you need by considering the work that needs doing.

Characteristics of groups

Characteristics of teams

·

A group is defined as two or more individuals who are committed to the enterprise's objectives and are willing to be held accountable by the manager. They interact in a group primarily to share information to help one another perform independently within given areas of responsibility.

·

Team members are committed to a common purpose, have a set of specific performance goals and hold themselves mutually responsible and accountable for the team's performance and results.

·

Members of a group have no need to engage in collective work that requires joint effort. Often members of a group are able to walk away from the group when their services or inputs are no longer necessary.

·

The primary force that moves a work group towards a high-performing team is its emphasis on joint performance. One team member's absence can seriously hamper the abilities of other team members to perform.

·

A group's performance is merely the sum of the group members' individual contributions.

·

The synergy of a team and their complementary skills should produce outputs greater than the sum of their individual parts.

·

In a group, each member is responsible for only his/her individual contribution. S/he achieves outcomes or makes a contribution to the company in relative isolation. A group of specialists or experts with consulting rooms or offices in the same building is an example of a group.

·

A team is made up of a small number of people who work together in a coordinated way to improve poor quality and low productivity, and who compete with external competitors in the marketplace. Members of a team appreciate that their own success is determined by the collective performance, e.g., a soccer team.

When do you need a team?

When will a group do?

a

Members rely on receiving work from others, to be able to do their particular share of the work. For example, a retail researcher delivers research results to the promotions manager who then priortises promotional spend based on market trends, to support the retail manager's sales targets that will influence the merchandise buyer's budget.

b

A project team is made up of specialists who need to coordinate their work carefully, take a consistent approach and meet a single, agreed project deadline. Members willingly coach and support one another for the benefit of the team.

c

Teambuilding is tough, so build a team only when it is worth the time and effort.

a

The work of an individual does not rely on the work of others. The starting point, work in progress and final outcome are under the control of the same individual.

b

A sales team is made up of individual salespeople with their own set of clients whom they service independently. They are individually accountable to the sales manager.

c

Group members sometimes need to communicate their plans to others before going off and doing their work independently. You cannot ‘build a group'.

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STARTOOLS: People Management Tools, Tips and Templates

2

STEPS TO BUILDING AN EFFECTIVE TEAM IN A SYSTEMATIC WAY

The team development model below has five stages. An understanding of how and why the stages unfold provides the manager with a powerful approach to building a successful team. Each of the five stages has two aspects to it, namely task achievement and relationship building. These two stages need to happen in a relatively balanced and complementary way, as the team develops. Problems often arise if only one aspect is developed at the expense of the other.

a

The task achievement aspect of team building

This includes all content aspects, e.g., understanding the team's goals, organising the work that must be done, setting the required standards, allocating and monitoring the budget, procuring the necessary equipment and materials, knowing clearly what is required of team members and acquiring the relevant technical expertise. The overall objective of the team leader is to obtain ‘rational commitment’ from team members.

b

The relationship-building aspect of team building

This includes all the ‘people' components, e.g., their relationships, feelings, expectations, preferences, commitments and interpersonal preferences. It also includes each individual's approach to conflict and interpersonal problems with other members of the team. The overall objective of the team leader is to encourage ‘emotional commitment’ among members, to the team and to one another.

c

How teams move through the five stages

All groups move through the five stages to some degree (see Figure 2.4a). Sometimes the stages are evident, at other times not. This model suggests that a team needs to develop through each of the five stages sequentially, therefore the progress and problems in one stage affect and influence progress in the others. The following descriptions illustrate how teams typically move through the five stages. Many teams show the characteristics described in the five stages, although some may show different characteristics. Read the descriptions and keep an open mind as you try to identify how teams you have been part of, displayed the behaviours or experienced the emotions outlined here.

Relationship-building aspects 1 Including all team members 2 Roles are allocated or chosen 3 Cohesion begins to happen 4 Commitment to the team and its work 5 Sadness and regret

Five stages

5

1 Forming 2 Storming 3 Norming 4 Performing 5 Mourning and Transforming

4 3 2 1

Task-achievement aspects 1 Orientate themselves to the task 2 Organise themselves for the task 3 Information sharing – facts and opinions 4 Problem solving for optimum performance 5 Lethargy towards the tasks

Figure 2.4a: The five stages of team development

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SECTION 2: Building an Effective Team

Stage one: FORMING (Let’s get together) The task achievement aspect Regarding the tasks of the team, members attempt to ORIENTATE themselves to the task, defining the scope and range of the work to be done and generally how they plan to approach it. Members are often cautious about expressing strong views but are keen to make a favourable impression on the other members.

The relationship-building aspect In the first stage, group members are dependent as far as relationship aspects go. People tend to practise ‘safe' behaviours and look to the team leader for direction. They watch and listen until they feel comfortable and INCLUDED enough to assert themselves within the team. This stage can be short or long, depending on the status of the relationships and the level of competition among members.

Stage two: STORMING (Let’s sort out the issues) As group members ORGANISE themselves for the task, conflict may arise when team members push for their preferred process of getting the work done, which clashes with the preferred approach of another individual or sub-group. Tension can arise, especially when personal preferences are compromised.

Conflict can arise when people choose their ROLES in the group. Such conflict may be overt or covert. However, some degree of conflict or tension is natural and is usually present. Allow time for it to brew sufficiently. Individual members usually have to change their personal preferences and need to compromise, to align with the group's preferences.

Stage three: NORMING (Let’s make sure things are working according to plan) The major task function of this stage is the INFORMATION SHARING process. The group shares data in the form of facts, opinions and ideas. Brainstorming can happen and synergy starts to develop.

When members get to know one another better and accept individual differences, trust develops. A sense of group COHESION is felt as relationships begin to form and people bond. Interactions become more open, honest and genuinely supportive.

Stage four: PERFORMING (Let’s acknowledge our achievements and work to improve) The task achievement aspect becomes genuine PROBLEM SOLVING, which leads to optimal group performance. Team processes, i.e., decision making and problem solving, run smoothly and easily, because they have been practised many times before.

If the group reaches stage four, the capacity and depth of personal relations lead to the development of a strong sense of COMMITMENT to both task and relationship aspects. People work individually, in sub-groups or as a single group with equal ease. Celebrating successes and team-based incentives cements this stage.

Stage five: ADJOURNING, MOURNING and TRANSFORMING (Let’s move on) A previously successful team may lose the ability to generate energy for a new set of conditions and LETHARGY can result. The period of ‘mourning' varies, but it should not be rushed as members need to decide for themselves when it is time to move on, reform the team and recommit. A sense of loss may be felt when adjourning upon completing a project.

Today's dynamic and competitive business environment means effective teams are often broken apart or disbanded through changes such as restructuring, mergers and acquisitions. Stage five occurs when a previously effective team loses some of its members or is totally reconstituted. Team members experience a sense of SADNESS AND REGRET (even anger, at times).

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STARTOOLS: People Management Tools, Tips and Templates

d

How to use the team development model to build teams

A manager can purposefully develop a team in terms of both the task achievement and relationshipbuilding aspects. Also, if a group is not performing well, the leader can identify the stage in which the group finds itself and guide members sequentially through the stages, in an attempt to build a more solid team spirit and outline effective task or working arrangements.

Stage one: FORMING (Let’s get together) THE TASK ACHIEVEMENT ASPECT

THE RELATIONSHIP-BUILDING ASPECT

ORIENTATION - Ensure that the purpose of the team is clear to all. Emphasise the objectives and the importance of the work, provide relevant background information and communicate broadly. Highlight any time deadlines or budgetary constraints. Allow the team to clarify and confirm their understanding of the tasks to be performed. Provide background research.

INCLUSION - Allow the members to introduce themselves to one another. Even if they know everyone, ask them to share information that is not known to the team. Emphasise the special talents or strengths of individuals in the team. Say why these talents or special skills are particularly important to the success of the team, relative to the task at hand.

Stage two: STORMING (Let’s sort out the issues) ORGANISING - Use a practical framework such as problem solving. Agree on how the problemsolving process will work and the sequence of steps to be followed. Schedule meetings and set up an agreed agenda. Agree on how agenda items must be submitted and included in the agenda, etc.

ROLES - Allocate roles to team members and change these from time to time, or allow members to choose their roles. Encourage honesty in expressing differences of opinion and resolve any conflict that arises. Reward openness and assertive behaviour.

Stage three: NORMING (Let’s make sure things are working according to plan) INFORMATION SHARING - Encourage quality questioning and attentive listening. Keep communication channels open and discourage any domineering/withdrawing behaviour. Ensure that information is recorded in a relevant and practical way.

COHESION - Show trust, express appreciation and give encouragement for good teamwork behaviours. Reward good performance, saying what was done well and why it is important to the success of the team.

Stage four: PERFORMING (Let’s acknowledge our achievements and work to improve) PROBLEM SOLVING - Encourage creativity and analysis (critical thinking). Use a variety of problemsolving processes, test relevance all the time and challenge opinions. Introduce new processes from time to time, to maintain freshness and relevance.

COMMITMENT - Emphasise and publicise group achievements. Encourage the team to express appreciation for one another, and ensure that it is genuine. Be generous in celebrating successes.

Stage five: ADJOURNING, MOURNING or TRANSFORMING (Let’s move on) Expect a period of inactivity or LETHARGY before moving ahead and once again starting the process of FORMING (TRANSFORMING). This happens when one project is concluded and another starts taking form. Go back and ORIENTATE the team to the new circumstances. Provide clear reasons why changes were needed and state what might happen if the changes do not occur.

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SADNESS AND REGRET - Allow people to talk about the past. Don't be tempted to push or rush the team into a new situation by encouraging them to forget the ‘old way' and ‘embrace the new'. Explain the opportunities which the change may hold. Take what was ‘good' about the old team and carry it over into the new team.

SECTION 2: Building an Effective Team

e

Worksheet for team development

Choose a team that you lead or belong to. Using the five stages of team development, decide what stage the team is currently in. Then list ways in which the team could be made to operate more effectively by revisiting all five stages. Make notes on what should be done at each stage, and how it could be done to build a truly effective and sustainable team.

Name of team: Current stage:

Stage

Actions to improve team effectiveness Inclusion: How included do you and others in this team feel? Is every member given equal status? Do members feel emotionally committed to the work and to maintaining the dynamics of the team?

Forming (Let’s get together)

Orientation: Why are we a team? Do we need to be a team? What is our aim? What is our mission as a team? Could we do the work as a group of individuals? What is the extent of the work needed?

Organisation: How well do we organise ourselves? How well is work allocated? How is information processed? Do we record and communicate the right information well, on time, to the relevant people?

Storming (Let’s sort out the issues)

Roles: Are we clear about our roles in the team? Are they relevant and important? Are they equitably assigned? Do we play roles that favour our strengths?

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STARTOOLS: People Management Tools, Tips and Templates

Information sharing: Do we share information openly? Is everyone able to or asked to share? Are our meetings run in a way that involves everyone and builds the team?

Norming (Let’s make sure things are working according to plan)

Cohesion: Do you and others feel a sense of synergy and comfort as a member/members of the team? Is there a healthy team spirit? Is there chemistry in the team?

Problem solving: Do you use effective problem-solving and decisionmaking methods or processes, e.g., brainstorming?

Performing (Let’s acknowledge our achievements and work to improve)

Commitment: How committed are you all to the outputs of the team, especially when times are tough? Do you celebrate successes? Do you bounce back after failures?

Lethargy: Have you lost the ability to generate energy for the new situation affecting the team? How much time do you need to mourn? It is important to close the door on a competed project before opening the next door.

Adjourning, mourning and transforming (Let’s move on)

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Sadness, regret or a sense of loss: Have you had enough time as a team to get over the loss of the now defunct or altered team? Are you ready to transform and move ahead in consolidating or building a new team? Disband the project team and move on to the next project.

SECTION 2: Building an Effective Team

3

MEASURING YOUR TEAM’S EFFECTIVENESS

Evaluate the team you lead, or a team in which you are involved, against the characteristics of effective teams. What could be done to improve the team's performance? Note any actions.

Characteristics of Effective Teams

Rating 1 = Poor 2 = Good 3 = Excellent

Actions to improve or enhance

1 Small size ·

Effective teams are usually small (5–12 members). If the natural working unit is larger than 12 members and you want a team effort, consider breaking the group into sub-teams.

2 Complementary skills of team members ·

A good degree of technical expertise.

·

Excellent problem-solving and decision-making skills to identify problems, generate alternatives, evaluate those alternatives and make competent choices and decisions.

·

Assertive interpersonal skills, plus a degree of healthy competition and challenge among team members.

3 Common purpose ·

Effective teams have a common and meaningful purpose that provides direction, momentum and commitment.

·

Team members put tremendous effort into discussing, shaping and agreeing on a purpose which they take collective ownership of.

4 Specific goals ·

Successful teams translate their common purpose into specific, measurable and realistic goals and milestones.

5 Agreed working approach ·

Planning, monitoring and communication processes are well established and implemented.

·

Meetings are scheduled regularly and run consistently. Agendas and action items form part of all meetings.

·

People know what roles to play in the team and good discipline prevails.

6 Mutual accountability ·

Successful teams make members individually and jointly accountable for the team's purpose, goals and approach.

·

Members understand their individual and joint responsibilities.

·

Projects are structured in such a way that individual team members are required to work together to achieve results as a team.

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STARTOOLS: People Management Tools, Tips and Templates

SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.5: LEADING PEOPLE THROUGH CHANGE Purpose

Successful change management involves a series of well-considered sequential steps that require considerable time and effort. This tool provides a way to assess how ready an organisation is to embark on a change initiative, as well as what sequential steps need to be planned and executed.

Content

This tool consists of three parts:

Application

1

A checklist to assess your state of readiness for change.

2

An eight-stage change model that can be used as a guide for most changes that you manage or experience as a manager/professional in your organisation.

3

Quick application of the eight-stage change management model.

a

Provide the opportunity for a selection of stakeholders to assess the readiness of the organisation for change, using the 12-point checklist. Then work on improving weak aspects.

b

The change management team works systematically through the eight-stage change model to plan and implement the actions required. It is not usual for the team to revisit previous steps and take alternative actions where issues are not in place or were unsuccessful the first time round.

STARTOOL 2.5: LEADING PEOPLE THROUGH CHANGE Change management is an organised, systematic set of management actions that enable an organisation to make a change in the way it does business – on target, on time, and on budget, and with the clear commitment of all stakeholders. And what are these management actions? 1.

Communicate a COMPELLING VISION of the new way you want to do business

2.

Alter your WORK PROCESSES to produce that vision

3.

Alter your TOOLS, EQUIPMENT, TECHNOLOGY to enable the altered work processes

4.

Alter JOBS, GOALS AND INCENTIVES; then train until people are ready, willing and able to use the work processes and tools as a matter of course.

All four management actions are needed every time you want to make a change! John Kotter (Harvard Business Review on Change 1998: 1–2) writes that he has watched at least a hundred companies trying to remake themselves into more competitive organisations. According to him, their efforts can be categorised under many different banners, for example, total quality management, re-engineering, turnarounds, the XYZ Way, right-sizing, etc. In almost every situation the objective is the same, namely to deal with a new and more challenging market by changing how business is done. However, only some of these change efforts have proven to be effective. Several have been terrible failures. Most fall somewhere in-between.

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SECTION 2: Leading People Through Change

Kotter further states that the general lesson to be learned from those organisations that have managed change successfully, is that the change process comprises a series of steps which, in total, usually takes considerable time. Skipping steps may seem expedient, but it creates only the illusion of speed and seldom produces a satisfactory end result. Also, critical mistakes in any of the steps can have a devastating impact later on, often minimising hard-won gains. Every manager in an aspirant high-performing organisation should aim to develop the requisite knowledge and skills to effectively manage change in his/her area of responsibility. This tool aims to provide you with some of this knowledge. In most organisations, increasing the capacity to lead change has become a core competency for managers. Managers and professionals who understand the benefits as well as the pitfalls of dealing with change, and who are able to initiate and lead meaningful and purpose-driven change in their personal lives and in the workplace, are the ones who continue to thrive and excel in the modern world of work. A useful way to understand the types of change, and how much time and effort are needed to implement them, is to describe change in terms of four main categories. In terms of the size of the change, these include fine-tuning, incremental adjustment, modular transformation, and corporate transformation. ·

Fine-tuning involves tuning the match between the organisation's strategy, structure, people and processes. Changing a job to a more complex and responsible position is an example of fine-tuning.

·

Incremental adjustment involves definite changes (but not radical change) to business strategies, structures and management processes. Changing the focus of the offering to clients in a company is an example of incremental adjustment; implementing a different IT platform; changing the philosophy of how staff members are managed and lead, e.g. through a performance management system.

·

Modular transformation involves the important realignment of one or more departments or divisions. The radical change is focused on these parts of the organisation only, rather than the entire organisation, e.g. one department may be closed or transferred back to a partner.

·

Corporate transformation involves organisation-wide, often revolutionary change. Radical shifts in strategy are undertaken. An example is when a company merges with another, leading to massive structural changes and reorganisation. Reassignment and retrenchment often result.

The three parts to the tool are: 1

Checklist: Are you ready for change?

2

The eight-stage change management model

3

Quick application of the eight-stage change management model.

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STARTOOLS: People Management Tools, Tips and Templates

1

CHECKLIST: ARE YOU READY FOR CHANGE?

Before beginning to implement the change initiative, consider the following checklist as a way of assessing your readiness for change.

Are you ready to implement change?

P

If you are not, take serious actions to prepare the environment or the people for the intended change. 1. Do we have a powerful and committed champion to drive the change initiative? 2. Do we have a competent and credible team to plan and execute the change? 3. What are we trying to achieve through the change initiative? Why are we doing this? 4. Is the logic crystal clear on why we want to change? 5. Are we united in the need for and the direction of the change? 6. Have people bought into the change plan and do they understand the rationale behind it? 7. Are we ready and willing to lead the change? Are we organised correctly? 8. Are we clear on the responsibilities individuals will assume before, during and after the change? 9. How do we get started? How do we build momentum? 10. How will we encourage and reward commitment to change? 11. How will we show and communicate clearly that the change is working? 12. How can we get relatively quick results? What are the short-term wins?

2

THE EIGHT-STAGE CHANGE MANAGEMENT MODEL

Although the eight-stage change model is sequential, it is usual for the change management team to revisit previous steps and to take alternative actions where issues were not in place the first time. 8. Evaluate and communicate the results of the change after implementation 7. Maintain enthusiasm for the change through ongoing reinforcement and institutionalise it. Consolidate gains. Anchor new approaches in the company culture

1. Clearly define the area for change 2. Identify and invite all and reasons for it important internal and external stakeholders to become involved early on. Create a guiding coalition

6. Implement the plan. Create the opportunity for shortterm wins 5. Develop a detailed plan to bridge the gap. Communicate widely for feedback and to generate understanding and interest

3. Set clear objectives for the change by: • Getting a clear picture of the present • Visualising the desired future state • Quantifying the gap to bridge

4. Identify potential barriers to achievement of change objectives and plan to remove barriers or reduce their impact. Do a forcefield analysis

Figure 2.5a: The eight-stage change management model

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SECTION 2: Leading People Through Change

Step 1: Clearly define the area for change, its importance and provide the reasons for it ·

Create a sense of urgency and describe what should change (and what should not) and provide clear reasons why.

·

Ensure that the intended change is relevant and that there is a good chance it will work.

·

Focus primarily on process improvements, rather than cost reduction. You are unlikely to get commitment from people if they suspect that change will threaten their job security.

·

Categorise the type of change in terms of its size and impact, e.g. fine-tuning, incremental, modular or corporate transformation.

Actions to take

Step 2: Identify and invite all internal and external stakeholders to become involved Do this by ·

Invite all who will be affected by the change to participate in the change process from the outset, or as early as possible. Anticipate where politicking may occur.

·

Elect a smaller group to manage the change if the number of stakeholders is large. Ensure that this smaller group represents the full range of stakeholders and that feedback mechanisms back to the larger group are agreed on, in place and implemented.

·

Collaborate with a group of people who form an influential ‘guiding coalition'.

Actions to take

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STARTOOLS: People Management Tools, Tips and Templates

Step 3: Set clear objectives for the change Do this by a

getting a clear picture of the present;

b

visualising the desired future state;

c

quantifying the gap needing to be bridged.

·

Gather, analyse and interpret data from a wide variety of sources to gain a clear picture of the present situation and to identify priority problems. Ask: “What would happen if we did not change and did nothing?”

·

Create a vision of what the situation would be like after successful change. Make the vision as tangible and realistic as possible.

·

Set clear and comprehensive objectives to bridge the gap between the present and the desired future state.

Actions to take

Step 4: Identify potential barriers to achieving change objectives, and plan to remove the barriers or reduce their impact ·

Flowchart the work processes to assist in identifying barriers.

·

Be alert to any resistance to change on the part of individuals and groups. Look beyond the obvious and engage with people on a regular basis.

·

Anticipate problems and resolve them proactively.

·

Complete a force-field analysis to decide on the best actions to take to overcome barriers to change (refer to the explanation and example of the force-field analysis on p. 131).

Actions to take

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SECTION 2: Leading People Through Change

Step 5: Develop a detailed plan and communicate widely for feedback and understanding, and to generate enthusiasm ·

Use the ‘start, continue, stop' technique (see p. 131) to brainstorm ideas for inclusion in the plan. Involve a group in listing what actions must start, continue and stop in order to support change.

·

Communicate a change vision. Launch the change plan with clarity and enthusiasm. Promote the benefits of the proposed change.

·

Ensure that key stakeholders visibly and actively support the change.

·

Present solutions, not problems. Show people how they can contribute to the success of the plan. Ask for support and show appreciation when support is given.

·

Include training and up-skilling plans for staff when necessary.

Actions to take

Step 6: Implement the plan. Create an opportunity for short-term wins ·

Use a pilot area to test the change (where appropriate and practical).

·

Start with easier actions to convince sceptics through successful results.

·

Plan for short-term successes and then emphasise the positive results.

·

Use the 3Cs change tool (see p. 132) to measure the level of understanding and commitment to the change.

·

Create a ‘status-free' implementation team that is representative of all stakeholders.

·

Manage the plan closely. Hold regularly scheduled implementation meetings to monitor the implementation of the changes.

·

Answer questions fully to resolve issues as they arise. Set up a helpline, an information email service, and hold face-to-face Q&A sessions.

Actions to take

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STARTOOLS: People Management Tools, Tips and Templates

Step 7: Maintain enthusiasm for the change through ongoing reinforcement and institutionalisation. Consolidate gains. Anchor new approaches in the company culture ·

Plan for regular communication throughout the change process, so as to share progress.

·

Plan for short-term successes and emphasise positive results. Provide a balance between written and face-to-face communication.

·

Run short update workshops or communication sessions to encourage debate and deepen understanding. Use supporting promotional materials such as posters, notices and videos. Introduce relevant training or coaching to facilitate the changes required.

·

Make the change a part of what you do every day by institutionalising it in systems and processes.

Actions to take

Step 8: Evaluate and communicate the results of the change once implementation is complete ·

Take time to evaluate how the change initiative went. Be open and honest when evaluating the plan. Encourage others to give their feedback and evaluation of the results.

·

Acknowledge any mistakes openly and show people what was learned for future implementation.

·

Recognise the champions of the change and be generous in celebrating successes.

Actions to take

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SECTION 2: Leading People Through Change

Force-field analysis template Apply the force-field analysis technique to Stage 4 of the change model, i.e., identify potential barriers to achieving the change objectives and plan to remove or reduce their impact. ·

List all forces supporting the change on the left-hand side (driving forces), and all forces acting against change (restraining forces) on the right.

·

Assign a score to each force, from 1 (weak) to 5 (strong) and record the scores alongside.

·

List some ways in which to reduce the strength of the forces opposing/resisting a project or change.

·

List some ways in which to increase the forces pushing for the desired change.

The objective is to simultaneously reduce the restraining forces and increase the driving forces through a common action. Refer to the example of a completed force-field analysis (below), where the change revolved around improving staff productivity. Change Plan: To Improve Staff productivity Driving Forces

Restraining Forces

5 • Performance management 4 • Setting of standards and benchmarks 5 • Performance incentive bonus 4 • Skills training 4 • Improved systems 3 • Streamlined processes 5 • Supportive management style 3 • Client feedback 2 • Threat of redundancy

Weak

1

2

3

3 • Resistance to development of new skills 3 • Lack of honesty in performance evaluation 5 • Autocratic management style 5 • General complacency 3 • Low self-esteem of staff 4 • Unreliable systems to measure performance

4

5

Strong

Strength of Forces

Figure 2.5b: Force-field analysis

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STARTOOLS: People Management Tools, Tips and Templates

The ‘Start, continue and stop’ model Use this technique during Stage 5 of the change model to brainstorm ideas for inclusion in the plan. Involve a group in listing what actions must start, continue and stop, in support of the change efforts, e.g.: 1.

What must we start doing to achieve our business objectives?

2.

What must we continue doing that is serving our strategy well?

3.

What must we stop doing that is no longer serving our needs?

Figure 2.5c: The ‘Start, continue, stop’ model

The 3 Cs Change Tool Use this tool to encourage people to represent their view of the change. Discuss among the relevant stakeholders and ask them to rate their perception of the change effort in terms of the 3Cs of: ·

Concept: How clearly do you understand the rationale and implications of the change?

·

Competence: How knowledgeable and skilled are you to make the changes and do what needs doing to achieve the challenges of the change?

·

Commitment: What level of commitment do you feel regarding implementing and supporting the change efforts?

The rating scale of 1 to 10 is used where 10 = high and 1 = low: This tool is used at Stages 6 and 8 of the eightphase Change Model.

Figure 2.5d: The 3 Cs tool

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SECTION 2: Leading People Through Change

3

QUICK APPLICATION OF THE EIGHT-STAGE CHANGE MANAGEMENT MODEL

Use the following summary to begin to plan for a change initiative. Refer to the details included in the change management model (pp. 126 to 132).

Stages 1 to 8

Best practice actions to lead people through change

1

Clearly define the area

Write a statement to clarify the area for change. What will change? What

for change, stress its

will not change? Why is the change imperative?

importance and the reasons for it 2

Identify and invite all

Which stakeholder groups must be included?

external and internal stakeholders to become involved early on. Create a guiding coalition 3

Set clear change

What will be seen when the change has been successful? Where are we

objectives: Show the gap

now? What is the clear gap that needs bridging?

between the present and the desired future 4

Identify potential barriers

Complete a force-field analysis for the change. Plan and take proactive

and plan their removal or

action to reduce powerful barriers.

reduction. Do a force-field analysis. 5

Develop a detailed plan

Sketch some of the steps in the plan. Then extend with detail, preferably

and communicate widely

by involving others.

for feedback and to generate understanding and interest 6

7

Implement the plan and

How should you implement the plan: Pilot first? Adapt as you progress?

schedule short-term wins

Incrementally? Short-term wins?

Maintain enthusiasm

What methods will be used to maintain enthusiasm and reinforce the

for the change through

change? How can you remind people of the importance of the change?

ongoing reinforcement and

How can you make the change part of what you do every day?

then institutionalise it in the company culture 8

Evaluate and communicate

How should you show the results of the change? When and how will

the results of the change

you celebrate? Who and how will you reward?

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SECTION 2: ENGAGE, FOCUS AND CHALLENGE STARTOOL 2.6: PERFORMANCE MANAGEMENT GUIDELINES Purpose

These comprehensive guidelines will support the introduction of performance management into your organisation.They should be read in conjunction with STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS (p. 147). The guidelines are written for the commencement, duration and end of the performance management year. Also, advice is given on the approach to follow when supporting performance improvement and how to introduce a 360° performance feedback process.

Content

a

Discussing the performance promise agreement, which includes outlining development plans and agreeing on behaviours.

b

Holding the mid-year review meeting to evaluate and assess progress and support performance improvement, where needed.

c

Conducting the annual review and rating performance.

Application

The guidelines are written sequentially to guide you through the performance management year. The spirit of a truly energising and dynamic performance management process is achievable through the implementation of this comprehensive and participatory approach.

STARTOOL 2.6: PERFORMANCE MANAGEMENT GUIDELINES These guidelines should be read together with STARTOOL 2.7: PERFORMANCE MANAGEMENT DOCUMENTS (p. 147). The business case for performance management Your employees are your organisation's most valuable assets. The company's productivity and profitability depend on making sure that every employee is focused on doing the right thing, in the right way, at the right time. A company's strategic goals, developed by the senior team and others, are usually the starting point for performance management. The management challenge is to ensure that strategic goals are cascaded to every level and to all employees, so that goals are aligned throughout the organisation. Each employee's goals should add value to the strategic goals in some way, be it directly or indirectly. Therefore, an effective performance management system aligns team and individual performance to organisational strategy and performance. In many companies, performance management primarily consists of annual appraisals. The spirit of an energising and dynamic performance management process that drives the company and inspires employees, is lost. Effective performance management is the single-most important process for providing energy and focus, clarifying goals, boosting development and outlining appropriate rewards for managers and employees alike.

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SECTION 2: Performance Management Guidelines

1

INTRODUCTION

These guidelines in the performance management process are written for managers and employees.

1.1

Important definitions The overall purpose of the performance management process is to a. implement company strategy in a focused and integrated way, by ensuring employees at all levels know what is expected of them in their role and that they understand their priority goals for the year ahead; b. encourage managers and their employees to communicate more openly, positively and regularly about performance and development issues;

Overall purpose of the performance management process

c. encourage managers and employees to work together to enhance the overall performance of the organisation. d. ensure the company remains competitive and quality focused by making continuous performance improvements; e. discuss and agree on specific development plans to help employees meet the requirements of the job, and to develop so that they are able to compete for other jobs (where practical); f.

provide a sound basis for performance recognition and reward.

Align with the company's business year. The performance promise agreement (my role and my goals) should be set within the first month or six weeks of the new business year.

The performance promise year

Job purpose The ‘outputs’ of the job; the overall definition of why the job exists

The mid-year review (MYR) should be done after six or seven months of the start of the business year. An annual review is done no longer than one month after the business year has ended, or when the business results are finalised. An additional interim review can be done where performance requires it, or with a new employee. This should be a brief and accurate statement of why the job exists, from the organisation's point of view. Often a single sentence is enough, e.g., for an HR manager position the purpose of the job could be: “Recruit, develop and retain the quality and quantity of employees needed for company requirements by developing, recommending and implementing sound and innovative human resources policies and practices.” These are statements describing the results required from the individual in a job. The statements should describe what is required and why, but not how the job should be done. They should

Key responsibilities

·

be precise and realistic;

·

describe a separate and distinct end result;

·

be worded to emphasise the action that leads to an end result (therefore, start with an action verb, e.g., follow, produce, set, calibrate, build, manage, plan, monitor, control, liaise, resolve, advise, identify, implement, investigate, design, facilitate, analyse, coach, develop, etc.);

·

Most jobs can be described by outlining between four and eight key responsibilities.

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STARTOOLS: People Management Tools, Tips and Templates

Goals are set for some of the key responsibilities, to show where special achievement or focus is required. Goals should be discussed and agreed on between the manager and the employee. A maximum of four goals should be set. A well-written goal that can be more easily measured should be S-M-A-R-T-E-R, that is:

S-M-A-R-T-E-R goals

·

S = specific and stretching

·

M = measurable

·

A = agreed and achievable

·

R = realistic and relevant

·

T = timed

It is possible to add E-R as follows: ·

E = exciting and energising

·

R = recorded well (in writing)

Examples of goals include: ·

Reduce wastage from 18% to