Transcript NVQ IN Management Session 5: Personal Development

NVQ IN Management
Session 5: Personal Development
Kate Fairweather
CMCAust Marketing
(c) Auth K Fairweather 08/01/14 07802
250508
1
Management Programme
• Leadership and setting the direction
• Operational Planning and managing change
• Working relationships and effective
communications
• Team performance management and
development
• Personal development and managing yourself
(c) Auth K Fairweather 08/01/14 07802
250508
2
Session Objectives
• By the end of this session you will be able to –
–
–
–
–
–
–
–
Seek constructive feedback on your performance
Produce a Personal Development Plan
Plan, implement and evaluate new ways of working
Agree and prioritise targets for your work
Identify suitable time management techniques
Describe situations where you need to be assertive
Explain how you can deal with day to day pressure and
setbacks
(c) Auth K Fairweather 08/01/14 07802
250508
3
Links to other sessions
Other sessions cover:
• Working relationships
• Effective communications
• Operational planning and cascading objectives
• Leadership
• Developing people
• Managing change in your workplace
This session looks at how you manage your own
performance effectively to meet your objectives
(c) Auth K Fairweather 08/01/14 07802
250508
4
Getting feedback
•
•
•
•
•
•
Why is it important to get feedback on your work?
Who can give you constructive feedback?
360 Feedback
Advice to managers on giving constructive feedback:
–
–
–
–
–
–
Ask the person to self assess first
Give praise before criticism
Limit what you cover
Concentrate on what can be changed
Give the appraisee time to think and respond
Be clear and specific not vague
Important not to be defensive – ask for comments about specific behaviours and
achievements, things you can learn from, ideas on how you could improve
It is a good thing to give and receive help
Note down examples of good and poor feedback you have had and how you could
seek constructive feedback.
An action plan for getting 360 feedback may be something you want to put into your
Personal Development Plan at Activity 2
(c) Auth K Fairweather 08/01/14 07802
250508
5
Activity 1
Complete the Learning Style assessment with this workshop to determine what sort of development activity
will suit you best
List some of the options available to you for training and development in your organisation that match your
Learning Style.
(c) Auth K Fairweather 08/01/14 07802
250508
6
Personal Development
• You have resources that you need for your job – knowledge,
understanding, skills and time – and aspirations for yourself for the future
• You need to manage these resources
– Evaluate your skill levels and where you need to improve
– Develop your knowledge and understanding, keep up with trends and
developments to do your job better
– Develop your skills within the workplace through projects and work
assignments, or by in-house or external training to do your job better
– Undertake development activities for your longer term aspirations
– Manage your time effectively
Use the format at Activity 2 to think about your career to date, what
motivated you to take the direction you have, what aspirations you have
for the future – this gives you a Personal Development Plan that you can
use as an ongoing tool to keep your Learning and Development on track,
review regularly and update/action as you go along
(c) Auth K Fairweather 08/01/14 07802
250508
7
Activity 2 Personal Development Planning
How have you come to be in this job today, what motivated you to take this job?
What aspirations do you have for the next year? Where do you need to develop yourself to do your job better?
What aspirations do you have for 5 years time? What job would you like to be doing, any career changes or plans
outside work?
What training or development activities do you need to undertake to achieve your longer term aspirations?
Complete the Personal Development Plan Form with this Workshop or look at how you can use your organisation’s
appraisal/supervision process to develop a Personal Development Plan
(c) Auth K Fairweather 08/01/14 07802
250508
8
Finding New Ways of Working
•
•
•
•
•
•
•
Change is continuous and unavoidable
Your job – your patch
Pitching ideas for new working methods
Plan the change
Implement the change
Monitor and evaluate
Adjust and improve
(c) Auth K Fairweather 08/01/14 07802
250508
9
Activity 3
Provide two examples where you have or could make changes to the way you work – this may be something
completely within your own job, or things that affect colleagues: What did you have to consider when planning
this change, how were other people affected, what support did you give them, how did you agree the change,
what was the outcome – did it work?
(c) Auth K Fairweather 08/01/14 07802
250508
10
Agreeing Targets
• What is the job – Job Description, annual
objectives, pile of stuff that arrives on your
desk?
• Talk to your manager – what are the priorities,
what are the nice to do’s
• Agree key targets and priorities, in writing,
SMART
• When new things arrive ask the question –
what goes?
(c) Auth K Fairweather 08/01/14 07802
250508
11
Activity 4
Provide two examples where you have agreed targets and/or changes to priorities in your role – these can be at annual appraisal
or as a result of ongoing work:
(c) Auth K Fairweather 08/01/14 07802
250508
12
Time Management
•
Know what is important - write down the key goals you are working towards. (This can apply
to all parts of your life.)
•
Consciously plan your time : using monthly and weekly plans
•
Choose how you communicate for best use of time: phone, memo, meeting or e-mail.
•
Write in your diary in pencil, then you won't feel bad about changing your plans.
•
Avoid being driven by your diary. Just because something has already been entered, doesn't
mean that you can't do something else with the time.
•
Know when you are at your best, and schedule work that is important but not yet urgent for
that time.
•
Make the most of 10 minutes - many tasks can be done in a "spare" 10 minutes, including
taking a relaxation break.
•
Periodically review your time effectiveness against the quadrant map, and against your goals.
(The TEAL Trust)
(c) Auth K Fairweather 08/01/14 07802
250508
13
Time Management - The Quadrant
Map
Urgency
Importance
Quadrant 1 Fire Fighting
Urgent and important
Quadrant 2 Quality Time
Important but not yet
urgent
Plan time so most of work stays in 2!
Quadrant 3 Distraction
Urgent but not important
Quadrant 4 Time Wasting
Neither urgent nor
important
(c) Auth K Fairweather 08/01/14 07802
250508
14
Activity 5 Time Management
Consider these time management problems – how could they be resolved?:
We always have to pick up work from the previous shift that should have been finished by them. This means we
always have to hand work on to the next shift.
My manager comes into my office and asks me to deal with things immediately, then I am behind on everything
else for the rest of the day.
We seem to spend more time in meetings with managers talking about how to improve what we do than
actually being able to put improvement ideas into practice.
Write down what time management issues you have in your workplace.
Can you come up with ways that you could manage time more effectively? Write down some ideas.
(c) Auth K Fairweather 08/01/14 07802
250508
15
Being Assertive
• Being assertive means that you balance your needs and
the needs of others, respecting both
• See Transaction Analysis section of the
Communications Workshop for techniques to maintain
a rational attitude in the workplace
• Assertiveness is important – you have a point of view,
you have your job to do, you have the facts, no-one
knows what your priorities are as well as you
• If there is a problem discuss it with the person, explain
your point of view, listen to theirs, come to an agreed
way forward – if agreement not reached follow
grievance procedures (See Performance Management
Workshop)
(c) Auth K Fairweather 08/01/14 07802
250508
16
Activity 6
Describe two situations where you need to be assertive with colleagues:
(c) Auth K Fairweather 08/01/14 07802
250508
17
Dealing with Pressure and Setbacks
• Anything that can go wrong will go wrong
• Pressure will turn to stress if you can’t cope so:
– Identify the problem, exactly what has gone wrong
– Take control of the problem and find a solution, there will be
one
– Learn from mistakes, allow others to learn from mistakes
– Many issues come down to better time management
– Talk to your manager and colleagues about issues to get ideas
for resolving them, or ask for help
– Take time out to regain perspective
– Accept the things you can’t change and move on
IF YOU FEEL YOU CANNOT COPE WITH STRESS THEN SEEK HELP –
YOUR EMPLOYER SHOULD HAVE SUPPORT AVAILABLE
(c) Auth K Fairweather 08/01/14 07802
250508
18
Activity 7
Provide two examples where you have identified you were under pressure, made a mistake or suffered a
setback at work – how did you resolve these situations?
(c) Auth K Fairweather 08/01/14 07802
250508
19
Review of this session
• We covered –
–
–
–
–
–
–
Getting constructive feedback
Personal Development Planning
Reviewing working methods
Agreeing and prioritising work
Time management techniques
Ways of dealing with daily pressure and setbacks
• If you are taking a Management NVQ with CMC Aust then
now email your work from Activities 1 to 7 to Kate
Fairweather at [email protected] for assessment
of learning and feedback
Places to find out more – search internet on any subject or theorist, these web sites are useful
Time Management www.teal.co.uk Giving and Getting Feedback www.mindtools.com
www.businessballs.com ACAS Model Workplace, advice and all employment legislation
www.acas.org.uk Assertiveness www.success-dynamics.org/assertiveness
www.moodjuice.scot.nhs.uk Stress Management www.nhs.uk/Conditions/stress-anxietydepression/Pages/understanding-stress.aspx
(c) Auth K Fairweather 08/01/14 07802
250508
20
Management NVQ
•
•
•
This workshop provides the underpinning knowledge for Units 4,11,22 of the
Management NVQ Diploma at Level 5 and Units 401, 402 of the Business Administration
Diploma at Level 4 – Management Option, plus NVQs at Level 3 and 2 in Management
Business Skills and Business Administration
For the Units you will need to produce for your NVQ Assessor:
– Your Personal Development Plan and Learning Style assessment
– Evidence of your own appraisals/one to ones and copies of team meeting notes,
showing how you have agreed objectives, monitored and developed your
performance
– Evidence of 360 feedback from your manager, colleagues and your team – if this is
not formally in place in your organisation you should ask for feedback on your
performance, which they should sign and date as a witness statement
– Answers to knowledge questions
If you would like to take a Management or Administration NVQ please contact me, Kate
Fairweather 07802 250508, email [email protected] or go to our website
www.cmcaustmarketing.co.uk/nvq_qualifications.htm where you will find details
(c) Auth K Fairweather 08/01/14 07802
250508
21