HR Planning

Competencies for HRD Practitioners

There are five fundamental skill that need to be mastered by Human Resource Development
(HRD) practitioners: (1) needs assessment, (2) program design, development, and evaluation
(including individual evaluation), (3) marketing of HRD programs, (4) cost/benefit analysis, and
(5) facilitation of learning.

A Great Place to Work

The following description section explores four key elements to create a great place to work.
Element one is : A Friendly Place. It may sound trite, but friendliness appears to be one of the
distinguishing characteristics of good workplaces. People seem to enjoy each other's company.
This is not an insignificant issue. Work for an organization is, after all, work in a group setting.

Four Dimensions of A High Performance Organization

A high-performance organization is comprised of four interdependent dimensions that must be
designed so they complement and support one another. These elements are : work process and
technology, culture, structure, and people. One clear finding is that the greater the number of the
key elements of a high-performance organization that were present and congruent, the bigger
the pay-off.

8 Steps to Higher Performance

The following eight steps will help you and your employees interact in ways that make you work
more efficiently and effectively. These steps will help you help your employees feel more
motivated on the job and build the connection between their own interests and the interests of
the organization.

Redefining The Role of Strategic HR

Redefining the role of strategic HR can be challenging. Here are some reasons. HR may not
have credibility with senior managers. Many executives do not view HR as a business. They are
used to thinking of HR as an organizational support department and accustomed to telling them
what to do. HR will need to achieve the credibility to be accepted in the new role.

Training Scorecard
When implementing a training scorecard it is important to track, collect, compile, analyze, and
report six different types of training data collected over different time periods. These types of
data are indicators, reaction, learning, application, business impact, and return-on-investment.
Competency-based Career Planning
Career pathing involves making a series of job-person matches, based on the demands of the
job system in the organization, that enable the person to grow into greater levels of
responsibility, thus providing the organization with the talent that it requires to meet goals.

Selection+ Recruitment

Key Indicators for Recruitment Process

A number of factors exert an influence over the kind of recruiting plan an organization enacts.
These factors include (1) organizational policies regarding recruiting; (2) type of labor to be
recruited; (3) conditions of the labor market; and (4) cost and time constraints.

Types of Selection Methods

Selection methods or screening devices include employment interviews and personality test. The
employment interview is a vehicle for information exchange between applicant and interviewer
regarding an applicant's suitability and interest in a job the employer seeks to fill.

Recruitment and Job Analysis

Job analysis provides important inputs to the recruiting function in two ways. First, job analysis
provides job specifications, the personal requirements deemed necessary to perform each job in
an organization. This tells planners and recruiters exactly what skills, abilities, experience, and
other physical characteristics will be needed for certain jobs.

Validity of Selection Method

If selection methods are invalid, employee selection decisions are no more accurate than
decisions based on a toss of a coin. Validity is the degree to which a measure accurately
predicts job performance. Selection methods are valid to the extent that predictors measure or
are significantly related to work behavior, job products, or outcomes.

Realistic Job Preview (RJP)

The realistic job preview (RJP), a new concept in recruiting and selection, is a method of
communicating to an applicant or new employee what it will be like to actually perform a certain
job. RJPs perform a valuable function in employee orientation, reducing reality shock and thus
speeding the socialization process.

Selection Error
There are two types of selection error. In the "false positive error," a decision is made to hire an
applicant based on predicted success, but failure results. In the "false negative error," an
applicant who would have succeeded is rejected based on predictions of failure. An organization
that makes a false positive error incurs three types of costs. The first type of costs are those
incurred while the person is employed.

Validity of Appraisal Instrument

Regardless of an organization's specific needs for performance appraisal, five general
requirements must be met by an appraisal system if it is to accomplish its objectives: reliability,
validity, practicality, fairness, and impact. Reliability is the consistency of a measure over time
and across different raters. Consistency over time means that at any two points in time, an
instrument should yield the same findings or results.

Utility of Selection
Utility refers to the overall usefulness of a personnel selection or placement procedure. The
concept encompasses both the accuracy and the importance of personnel decisions. Moreover,
utility implies a concern with costs?costs related to setting up and implementing personnel
selection procedures and costs associated with errors in the decisions made.

Talent Brand
The challenge to attract attention by differentiating yourself is not a new one, of course. When it
comes to their product or service brands, organizations, especially large companies, generally
"get it." In hotly competitive industries, such as retail, companies spend millions establishing their
name and creating a strong brand image that compels consumers to reach for their products.
Unfortunately, many times companies have not put the same effort into making sure the overall
brand is carried through in their efforts to communicate with Great Talent.

Training + Development
Types of Training Program

Types of learning can be categorized into three groups. The first type is cognitive learning or
knowledge learning. It not only includes the knowledge per se, but also what to do with it or
how to apply it. Thus the investigative process and the principles of problem solving and
decision making are part of this group.

Training Need Analysis

There are three types of training need analysis : organizational need analysis, job need
analysis, and person need analysis. Organizational need analysis begins with an examination
of the short and long-term objectives of the organization and the trends that are likely to affect
these objectives.

Four Ways to Maximize Learning Retention

As you design your presentation, remember that your instructional goal is to maximize the
participants' understanding and retention of the subject matter. Ultimately, the participants will
learn more if they can focus their attention on the subject matter and make the ideas relevant
to themselves. Four ways to maximize understanding and retention follow; try to use some or
all of them as you present your lecture.

Designing Lesson Plan

Designing the course involves actually deciding on a plan of action, i.e. a lesson or session
plan. This provides you with the orderly procedures for conducting or facilitating a session
efficiently. It should not be long (two pages at the most) but should be complete and practical.
It should be written or sectioned in a format that is helpful and meaningful to you, the trainer,
and it should give you confidence— not only is it proof that you have prepared adequately, but
it is your 'prop' if you need it.

Learning Objective and Training Content

Learning objectives have also been called performance objectives and behavioral objectives.
Whatever the terminology, objectives must be clearly defined. An objective is a precise goal
stated in measurable quantitative or qualitative terms. It is of little use to you in designing a
course if vague, woolly terminology is used in defining the objectives.

Optimizing Learning Process

Following employees' exposure to training and development experiences, the environment

needs to support the transfer of new behaviors to the job, and their maintenance over
time.The following learning principles should be undertaken to increase the success of
training. First, providing clear Expectations. If task instructions are unclear or imprecise,
learning is hampered. Employees must know what is expected in order to perform as desired.
Training expectations should be stated in specific terms.

HRD Learning Activities

HRD or Human Resource Development can best be described as a comprehensive learning

system designed to enhance individual performance for the purpose of improving
organizational efficiency. As such, HRD includes three types of learning activities: on the job,
off the job, and through the job.

A Model for Great Mentoring

Great mentoring process requires four core competencies, each of which can be applied in
many ways. These competencies form the sequential steps in the process of mentoring. All
four have been selected for their ability to blend effectively with. Not accidentally, the first
letters of these four competencies (and steps) spell the word SAGE — a helpful mnemonic as
well as a symbolic representation of the goal, the power-free facilitation of learning.

Andragogy Learning Method

The term andragogy was used to differentiate it from the theory of youth learning, pefagogy.
This term was used by Malcolm Knowles in his work of developing a unified system of adult
learning. It is essentially a process model and is based around the premise that, as an
individual matures, his/her need and capacity to be self-directing, to utilize his/her experience
in learning, to identify his/her own readiness to learn, and to organize his/her learning around
life problems, increases steadily from infancy to pre-adolescence and then increase rapidly
during adolescence.

The Qualities of Great Mentoring

Great mentors are not immune to traps; great mentors recognize the traps they are likely to
fall into and work hard to compensate for them. How do they do that? They do it by
understanding the qualities of a mentor-protege relationship focused on discovery and learner
independence—and then learning to be living, breathing models of those qualities. First and
foremost, great mentoring is a partnership. And partnership starts with balance.
Experiencing Work-based Learning

How can we introduce learning as an organizational property that extends to all managers?
The answer lies in making learning arise from the work itself. Learning has to become natural,
even fun. Unfortunately, we have become conditioned to a classroom model hat separates
theory from practice, making learning seem impractical, irrelevant, and boring. But what if we
make our worksite a perfectly acceptable location for learning?

Assertiveness Training

The goal of A.T. is assertive behavior and clean communications among people. Nothing
more, nothing less. Assertive behavior is simply a technique for clearly expressing one's
needs, thoughts, hopes, opinions and dreams. The need for assertive communications arises
when people are in honest disagreement, in conflict. When any training— be it assertiveness
training, transactional analysis or tap dancing— helps people face conflict, confront
disagreement and walk away with their self-respect intact, without bad feelings or bitterness,
what more could we ask?

Behavior Modeling in Training

Monkey A sees Monkey B dig up a red root and eat it. Monkey B smacks his lips, jumps about
excitedly, begins digging again. Monkey A "gets the picture," does some digging of his own,
finds a red root, eats it, likes it, and digs for more. Simple as it may seem, this scenario
captures the essentials of an emerging approach to the development of training. This new
approach, based on the principles of social-learning theory, is known as behavior modeling.

New Conclusions on Why and How Adults Learn

How do adults learn? On their own mostly, or so suggests Alien Tough, professor of adult
education, Ontario Institute for Studies in Education, Toronto. In an adult learning research
review that appeared in a recent issue of Adult Education, Tough suggests that most adults
are a) continually involved in some sort of a major learning project and b) involved alone.

Performance Appraisal
Performance Appraisal Methods
There are many types of performance appraisal method. Some of them are job
results/outcome; essay method; ranking; forced distribution; graphic rating scale; behavioral
checklist; behavioral anchored rating scales (BARS); and management by objectives.

Evaluation Criteria in Performance Appraisal

In choosing an appraisal system, HR professionals should consider their own organization's

needs for performance appraisal. Key considerations are (1) whom the company should
evaluate, and (2) what criteria should be used to evaluate.

Performance Coaching Process

There's no one single script you can develop that will ensure productive, effective performance
appraisal interviews. But avoiding the following five common interviewing errors will give you a
good margin for success : 1) Failure to prepare for the interview. This is the number one
reason why appraisal interviews fail. You and the employee should know what the job
requirements are, and how the employee is meeting them, before you even schedule the
interview.

Developing Peak Performers

Extensive research into peak performers in all walks of life shows that they have very similar
ways of thinking about themselves and others. They share other similar mindsets, too.
Because of this, they operate in similar ways. This article explains what we know about peak
performers, whether in business, public service, private life, school, athletics, or team pursuits.
People who adopt these four mindsets and approaches to life become peak performers, too.

Developing Feedback Skills

The purposes of this article are to show you the importance of providing both positive and
negative feedback and to identify specific techniques to help make your feedback more
effective.Positive feedback is more readily and accurately perceived than negative feedback.
Furthermore, while positive feedback is almost always accepted, negative feedback often
meets resistance.

Giving Negative Feedback

When negative feedback is necessary, the best time to give it is now before the problem gets
any worse. Early attention to developing problems lets you turn the painful experience of
negative feedback into the more constructive process of corrective feedback.

Appraising Team Performance

The primary dilemma with performance appraisals and teams is that appraisal forms and
processes were built with individuals in mind. Using an individually based instrument to
measure the performance of a team is difficult. Where does the work of the individual stop and
the team begin? The appraisal job gets even tougher when the teams are cross-functional, not
homogeneous.

Personal Characteristics in Performance Appraisal Process

Does a relationship between the personal characteristics of the rater and the ratee affect the
favorability of the rating? Rand and Wexley used a simulated employment interview to help
answer that question. Although the employment interview and performance appraisal are two
separate aspects of the human resource function, they have a similarity that seems
appropriate to the question.

Seven Roles of Managers in the Performance Review Meeting

Performance review is the final phase of an effective performance management system. It
involves the individual and the manager discussing the performance appraisal document that
the manager has created. The performance management process both ends and begins anew
with the performance review meeting. At the beginning of the meeting, the individual's past
year's performance is reviewed and the success of the development plan is evaluated. At the
end of the meeting, the appraiser and the individual set a date to create the plan for next
year's goals, objectives, and development.

The Attributes of a Good Coach

A good coach is positive, enthusiastic, supportive, trusting, focused, goal-oriented,

knowledgeable, observant, respectful, patient, and clear. Let's look at how each characteristic
comes into play in the workplace. A good coach is positive. Your job is not correcting mistakes,
finding fault, and assessing blame. Instead, your function is achieving productivity goals by
coaching your staff to peak performance.

Six Roles of Employees in the Performance Review Meeting

Wise managers ask each of their subordinates to create an accomplishments list to begin the
performance assessment phase. This list is intended to provide the manager with a record of
those achievements and accomplishments that the individual felt were the most important
during the appraisal period. In the meeting, the individual should review the accomplishments
list he prepared to make sure that the appraiser has appropriately incorporated his
achievements during the review period.

Executive Coaching and Business Strategy

Successful executive coaching requires sophisticated understanding of organizations as well

as of individuals. Nowhere is that more apparent than in the intersection of business strategy
and the executive coaching that supports it. Senior leaders play a critical role in setting
direction, defining strategic positions, and providing focus for the business operations needed
for successful execution. Through executive coaching, a leader can be more effective, as an
individual, in guiding the execution of the strategy.

Framework for the Strategic Executive Coaching Process

This article describes the process component of executive coaching by breaking it down into
five key steps. The exact determination of dividing lines between the individual steps is less
important than the approach to issues that arise during the process as a whole. In step one:
Careful Contracting, we should create a trusting environment in which open dialog can occur
and underlying issues can be brought to light. A great deal of honest communication and
feedback will set the parameters of the executive coaching process.

Traps to Avoid in Mentoring Process

There are countless traps along the path of mentordom. Mentoring can be a power trip for
those seeking an admirer, a manifestation of greed for those who must have slaves. Mentoring
can be a platform for proselytizing a cause or crusade, a strong tale told to an innocent or
unknowing listener. However, the traps of power, greed, and crusading all pale when
compared with the subtler description listed below. There are other traps, of course, but these
are the ones that most frequently raise their ugly heads to sabotage healthy relationships.

Career Management
Career Development Program
Has your organization seriously considered implementing a career development program? If
not, perhaps this is a good time to do so. The following description of several, widely used
career development interventions and case studies can be used to stimulate discussion on
various career development practices.

Career Management Best Practices

Here are some of best practices in the field of career plan and development. First, providing
employee assessment and career planning workshops. Companies such as Apple Computer
and Sun Microsystems hold on-site workshops where employees learn to take charge of their
careers, beginning with assessing their abilities, interests, and values.

Elements of Career Planning Programs

Though programs differ, four distinct elements of career planning programs emerge. They
include (1) individual assessments of abilities, interests, career needs, and goals; (2)
organizational assessments of employee abilities and potential; (3) communication of
information concerning career options and opportunities with the organization; and (4) career
counseling to set realistic goals and plan for their attainment.

Key Steps in Career Development Initiatives

To "hit the bull's-eye," you need to talk with employees to find out what's missing. Is it lack of
perceived opportunity, not enough training, too little communication, diversity issues? Exit
interview analysis, employee surveys, and focus groups can help you become clearer about
employees' views on these issues.

Career Anchor and Career Stage

Schein's career anchors represent aspects of work that are especially valued or needed by
people for their personal fulfillment. Career planning and development activities allow
employees to grow in any of these desired anchors.

Building A Competitive Talent Organization

To build a competitive talent organization, the talent leader needs to be closely aligned with
other senior managers in organization. Here are five ways that senior managers can
contribute to your organization's talent goals. First, plan vigorously. Senior managers should
partner with the talent leader and hiring managers in their division to create a written plan for
how they will meet your current and long-term talent needs.

Self Assessment of Career Interest

Do you need to develop some new skills or abilities to improve your potential for your next
step ? If so, what skills or abilities would you develop ? Summarize what you personally want
and what you can do and will do to satisfy your wants. These are some examples of self
assessment questions to explore your career interest.

The Rules for Corporate Career Resilience

Rule #1: The company is not in charge of your career—you are. Your people can no longer
wait for you to come to them with a new assignment or opportunity; they must seek out such
opportunities themselves. Your relationship with them is no longer one of parent-to-child, but
adult-to-adult. They share the responsibility for initiating career discussions.

Fast-tracking Career : Pros and Cons

Fast-tracking high potential management and technical talent is a strategy many organizations
are using to ensure that the good people they are able to attract are properly developed,
effectively utilized and retained. The scenario goes like this: Sammy Starr is top dog of his
MBA class at Famous University. Before "B" school, Sammy was a Phi Beta Kappa and swim
team captain. From 650 Fortune 500 job offers, Sammy finally accepts an offer from Big City
Bank
Organization Analysis
Organization Development Audit Checklist

Are there vision and mission statements? Does the mission reflect the organization's current
requirements and desires and the environment in which it operates? Is there consensus on
what the vision and mission are? Does the company's long-range plan support the vision and
mission?

Types of OD Intervention

Interventions that define is delivered when people are unclear, disagree, or have different
expectations; there are conflicting objectives; or people do not have a shared understanding.
Examples: holding sessions to create vision statements; confirming market direction and
market niche; mutually setting performance goals.

Five Steps for Effective Change Process

Organizational change involves moving from the known to the unknown. Because the future is
uncertain and may adversely affect people's competencies, worth, and coping abilities,
organization members generally do not support change unless compelling reasons convince
them to do so.

Overcoming Resistance to Change

Resistance can be reduced through communicating with employees to help them see the logic
of a change. This tactic basically assumes that the source of resistance lies in misinformation
or poor communication: If employees receive the full facts and get any misunderstandings
cleared up, resistance will subside. Communication can be achieved through one-on-one
discussions, memos, group presentations, or reports.

Job Satisfaction

What work-related variables determine job satisfaction? An extensive review of the literature
indicates that the more important factors conducive to job satisfaction are mentally challenging
work, equitable rewards, supportive working conditions, and supportive colleagues.

Employee Satisfaction and Customer Loyalty

Virtually all of the studies that tested the satisfaction mirror concept have identified some
linkage between employee satisfaction and customer satisfaction, between employee
satisfaction and customer loyalty, or both. The discovered linkages, however, have ranged
from negative to positive, and a few studies yielded no correlation at all. The necessary
conclusion? Employee satisfaction does not universally nor unambiguously create customer
loyalty.

Four Elements to Empower Employees

Much has been written about empowering employees—to the point of becoming a cliche—but
far too many companies pay little more than lip service to the subject or else give employees
more responsibility but little compensation or strategic direction from leaders. Why? Despite all
the literature and conferences on this subject, top management still has little understanding of
delegation and even little desire to delegate authority/power to fully empower employees.

Leading Corporate Transformation

Successful corporate transformations share a few fundamental attributes. First, they are vision
led. Transformational change, as contrasted with incremental change, requires a projection
into a dimly lit future. It involves the creation of goals that "stretch" the organization beyond its
current comprehension and capabilities.
The Major Families of OD Interventions

Not all OD programs contain all the possible intervention activities, but a wide range of
activities is available to the practitioner. As we see it, the following are the major "families" or
types of OD interventions.

OD Intervention Success Indicators

Institutionalizing an OD intervention concerns refreezing. It involves the long-term persistence

of organizational changes: to the extent that changes persist, they can be said to be
institutionalized. Such changes are not dependent on any one person but exist as a part of the
culture of an organization. This means that numerous others share norms about the
appropriateness of the changes.

Individual and Organizational Resistance

As human beings, we're creatures of habit. Life is complex enough; we don't need to consider
the full range of options for the hundreds of decisions we have to make every day. To cope
with this complexity, we all rely on habits or programmed responses. But when confronted with
change, this tendency to respond in our accustomed ways becomes a source of resistance.

Critical Characteristics of OD

The essential point in calling OD a process is to characterize it as a dynamic, moving,

changing thing. People learn new skills and forget old ones; the structure of the organization
changes, and then another change is put on top of that; problems are solved and new ones
develop; a sick subsystem gets well and a heretofore healthy one develops bad symptoms.

Keeping a Corporate Culture Alive

Once a corporate culture is in place, there are practices within the organization that act to
maintain it by giving employees a set of similar experiences. For example, many of the human
resource practices reinforce the organization's culture. The selection process, performance
evaluation criteria, reward practices, training and career development activities, and promotion
procedures ensure that those hired fit in with the culture, reward those who support it, and
penalize (and even expel) those who challenge it.

Change Management: The Need for Action

The why question is not always easy to answer, particularly if the company is profitable and
there are no apparent problems. You have to convince people that you are preparing for the
future, not attempting to remedy the past. In addressing this first priority, how you choose to
launch your action program is a critical decision. In most cases, the longer-duration
decathlons and marathons are best launched in a low-key way. Because of the often lengthy
time between the start of actions and the point at which actions actually pay off, it is better not
to raise interest and expectations too high if no immediate steps are required.

The Characteristics of a Learning Company

Since a Learning Company seeks to delight its customers, it will engage in a number of
mutually advantageous learning activities. Joint training, sharing in investment, in research
and development, job exchanges - these are just some of the ways in which this takes place.
The corollary, of course, is that it also joins with its suppliers in these activities. We can also
learn from companies in other industries - a process often known as "benchmarking".

Clarifying Vision for Change

The key questions you must address as you begin communication to clarify the vision for your
action include the following: 1) What exactly is the vision, why this vision and not another? 2)
How does this action fit with our strategy and with other initiatives going on? and 3)How will
our work be different?
The Delphi Technique

Used within an organization or company, the Delphi can uncover breakthroughs in new ideas
and techniques, solve areas of long-term planning and generally impinge on all the issues of
the managerial process. It can even uncover hidden knowledge. Powell has found that in
"fairly closely knit groups" some people "withhold information from each other or top
management." During the course of one Delphi, Powell found that nearly everyone felt their
company was going in the wrong direction on a project, but nobody had told the decision
makers. The result? Post-Delphi, the company turned its efforts completely around.

Personal Development
Seven Communication Principles

To compose effective message you need to apply certain specific communication principles.
They tie closely with the basic concepts of the communication process and are important for
both written and oral communications. Called the “seven C’s”, they are: completeness,
conciseness, consideration, concreteness, clarity, courtesy, and correctness.

8 Qualities of Success Person

The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon Hill
wrote, "Whatever the mind of man can conceive and believe, the mind can achieve." A burning
desire is the starting point of all accomplishment. Just like a small fire cannot give much heat,
a weak desire cannot produce great results.

Dealing with Different Personalities

There are four major archetype of personalities: dominance, influence, steadiness, and
conscientiousness style. People of the Dominance Style like to control their environment by
overcoming opposition to accomplish desired results. They enjoy moving people around in
their favor. They are direct, forceful, impatient, and opinionated. They enjoy being in charge,
making decisions, solving problems, and getting things done. They tend to thrive on power,
prestige, and authority, and they can be extremely demanding.

Developing Active Listening Skills

The ability to be an effective listener is too often taken for granted. We confuse hearing with
listening. Hearing is merely picking up sound vibrations. Listening is making sense of what we
hear. Listening requires paying attention, interpreting, and remembering sound stimuli.

Managing Conflict
The ability to manage conflict is undoubtedly one of the most important interpersonal skills a
manager needs. Over the years, three differing views have evolved regarding conflict in
organizations. One view argues that conflict must be avoided, that it indicates a malfunctioning
within the organization. We call this the traditional view of conflict.

Why We Fail?

When problems seem insurmountable, quitting seems to be the easiest way out. It is true for
every marriage, job and relationship. Winners are struck but not destroyed. We all have had
setbacks in life. Failing does not mean we are failures.

Visualize for Success

When you see yourself in your mind's eye doing something, do you imagine accomplishments,
tributes and triumphs or flops, failures and fiascos? Visualizing can work for us or against us.
It depends on what we picture-success or failure. We've all heard the saying 'Practice makes
perfect'. Actually, only perfect practice makes perfect. And where is the only place we can
practice perfection? In our mind's eye.

Goals and Focus for Success

We've seen that, to generate more of what we want, we first need positive, empowering
beliefs about ourselves and others. We need clear and specific goals to aim for. And we need
to take action aimed at achieving the results we want.

Leaders as Team Builder

Nothing influences behavior more than your behavior at the top. You are the role model and
your actions, not the slogans on the wall, will influence how others behave. A collaborative
environment that encourages working together for a common purpose, within and among
teams, is important to your organization's success.

Effective Delegation Skills

Managers get things done through other people. This description recognizes that there are
limits to any manager's time and knowledge. Effective managers, therefore, need to
understand the value of allocating task (delegating) and know how to do it.

Building Productive Communication

Productive communication is problem-oriented, not person oriented. Person-oriented
communication focuses on the characteristics of the individual, not the event, and it
communicates the impression that the individual is inadequate. One problem with person-
oriented communication is that, while most people can change their behavior, few can change
their basic personalities.

The Elements of a Good Coaching Session

To conduct a good coaching session, you need to (1) establish a purpose, (2) establish ground
rules, (3) keep focused, (4) avoid monologues, (5) speak clearly and simply, and (6) stay open
to new ideas. Let's look more closely at each of these six elements of a good coaching
session.

Building a Sense of Competence

To develop you member’s performance, you need to build a sense of competence among your
team members. There are five strategies to accomplish this: providing knowledge, giving
positive feedback, skill recognition, challenge, and high, non comparative standards.

Leaders as Inspiration Stimulator

What exactly does it mean to inspire others? It means creating conditions that cause people
around you to feel excited and energized about being part of your team. Although you can't
"install" inspiration in others, you can plant the seeds and create the right conditions for it to
grow.

How to Deal With Plateauing?

Plateauing is a concept that says when a major aspect of life has stabilized, as it ultimately
must, we may feel significantly dissatisfied. The essential source of the dissatisfaction is that
the present is not engrossing and the future is not clear. There is not yet an answer to the
question "What will I do next?" People who are plateauing are at a level—they are neither
rising nor falling.

Leading for Meaningfulness

To become a great leader, you should be able to build a sense of meaningfulness among your
members. There are four core strategies that can be deployed to instill a sense of
meaningfulness : clearly identified passions, exciting vision, relevant task purposes and whole
tasks.

HR Powerpoint Slides
service delivery in the eyes of its customers (employees).

Examples of Performance Essay Review

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