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1 This template is filled in as a guide to assist you completing this unit. You can change or add to the content in these columns to suit your needs. A complete assessment guide is included in the Guide to Assessment booklet however, you can also make relevant notes regarding assessment evidence in the last column If you need help with your training plan you should contact the College. START DATE Module 3 DURATION (Insert Study days/time here) END DATE Study Timetable Module Three: Work Relationships & Teams In today s complex organisations, very few things can be accomplished alone and, for the HR Professional everything is done with and for others. The HR Professional and, in fact the entire HR team provides support and services to staff and management across an organisation. There is no such thing as an independent and separate HR Professional or HR Team the HRP is located at the hub or in the middle of an organisation where everyone within the organisation is a customer. In the 21 st century workplace typically, work is done in teams or through partnering with colleagues, suppliers, and customers and so, we, the HR team are part of a web of relationships within, across, between, and among many teams and organisations. These relationships must develop quickly and productively to allow for high trust and creative collaboration. A successful HR Professional is one who has strong, positive work relationships with everyone in the organisation from the general manager or CEO and all managers to the staff and shop floor. Most people need to work with others to achieve results. The good working relationships HR Professionals have with their work teams and managers and with people from across and outside their organisation makes it much easier to get things done. The ability to build and nurture strong work relationships is critical to HR Professionals and their professional success. HR Professionals and managers alike can only succeed in getting the best out of their people if they can relate to them, understand them and, most importantly, if they are trusted by them. This learning module will give you a broad range of interpersonal and practical skills that will enable you to: - Build and develop strong & honest work relationships - Understand how teams develop and grow to highly productive units - Understand the theories of motivation and how you can use these theories to ensure the people you work with are highly motivated in their work - Take on a leadership role that suits your personal style and preferred approach to people management - Give and receive effective feedback in a positive environment - Understand the differences between and the need for performance coaching and mentoring and how each should be used - Recognise & respond to the early warning signs of work related conflict and implement strategies to minimise conflict - Become more assertive in your work relationships so you will be able to say no without shame or anger and finally to - Become a facilitative listener who listens to and interprets the whole message to ensure open, honest and trustworthy communications! In order to build effective working relationships, we must be able to engage with others, beginning our relationships in a positive and productive way. We need skills in collaboration and negotiating, fair agreements with others when vested interests are in competition. We need to be able to manage or resolve the conflicts that inevitably arise among those in close working relationships and help to solve problems while at the same time encouraging the innovation that productive conflict can bring. Building Working Relationships offers participants a rich variety of tools and processes to prevent, manage, and resolve conflict and to build strong and lasting agreements. Over the course of this learning module we will look at all these things and more including how to build effective working relationships based on trust and personal integrity. The roles people play at work and in a team, how to recognise and build on individual strengths and compensate for weaknesses, manage disputes and conflict and how to build highly productive teams. We ll look at motivation, Leadership and feedback as well as a mentoring and coaching for performance. This learning module contains a wide range of tutorials all designed to help you to work more effectively with your colleagues and staff in the workplace. It will build your confidence as well as give you the skills you need to

2 - Identify the roles people play in teams and how to put together a team to work effectively together get people onside and to ensure that they want to work for you! Tutorials (10) ALL must be completed Tutorial Précis Activities & Assessment Tasks 1. Building Work Relationships In today s tutorial we ll briefly explore workplace relationships and teams and then we ll focus on the importance of trust and confidence in workplace relationships and the values and behaviours and org instils in its workers. Complete the trustworthiness profile that you can find below this tutorial and then do the reflections exercise after it. Supporting documents for download & Assessment notes & Guidelines Top Tips for Building Effective Relationships with Line Managers Trustworthiness Profile. (You need to download and complete this profile for.) For quality relations to flourish people need to understand themselves and others and this requires well developed interpersonal skills along with the ability to build trust and confidence. 2. Roles People Play This tutorial is the first of two that together will provide you with the knowledge and skills to effectively manage teams and today we will introduce you to the people who make up the teams the roles they play and the various key functions they need to perform and to do this we ll look at 2 type indicators. We ll briefly review the MBTI personality types and then we ll spend a longer time looking at the different roles people play in teams using the Belbin type indicator. In the next tutorial we ll focus more on the functional nature of a team its structure and composition, goals, norms and rules and we ll also look at the various stages a team evolves through from initial start-up to high functioning. Belbin Team Roles download and complete the self-assessment then answer the questions: 1. Identify each type for your team 2. What sort of mix do you think you have? 3. How effective does this make your team? 4. What is missing and how important is it? Belbin team roles A Belbin team roles B (You need to download 2 documents on the team inventory required for ACTVITY 1)

3 3. Building the High Performance Team This tutorial, the second of 2 on teams will introduce you to teams and team management and give you some tips, tools and techniques to ensure your team can indeed be a real and effective team! So today we ll look at the differences between a group and a team and what s special about a team then we ll go onto to look at team composition and then we ll go onto to look at the stages a team goes through as it forms up and the importance of the team charter in team productivity. Download the worksheet and answer these questions: 1. What do we mean when we talk about teams? How is it different from a workgroup or a department? What special meaning does team hold for you. 2. And then when you ve done that I d like you to think about team building. What do we mean by team building, and why should we take the time from our work and make the extra effort together to build the team? What s the point? What do we really want to achieve? Just how important is it. 3. Then I want you to think about team roles, what do we mean by team roles? Does this mean we all play different roles in a team and what sort of roles do people play? Give some examples. 4. And then once you ve come to grips with that I want you to think about team management why is team management so important or is it? Surely teams manage themselves and work together to get things done, why do they need to be managed? And if they don t then how do they work together to get things done. How do the team dynamics work? How does the team function? ACTIVITY 2 And what I d like you to do is to stop this tutorial and take a moment or two and think about What does a team need to ensure it can perform effectively Jot the main points down and then when you ve finished come back to this tutorial. ACTIVITY 3 - What stage of development is your project team in? think of 2 or 3 teams you are a part of and that you know well. Download the doc Team Development and complete the questionnaire to see what stage your ownteam is in. This document lists 5 stages of team development, ACTIVITY Booklet - What is a Team? (You need to download this booklet and complete all the questions to complete.) Team assessment (You need to download this booklet and complete all the questions to complete ACTIVITY 3.) Team development model (This handout summarises the key aspects of the stages of team development as tasks & behaviours & provides a list of action steps to take for each stage. A really useful summary!)

4 4. Motivating Individuals & Teams Motivation plays a critical role in the management of human capital and it is an important area of knowledge for both managers and HR Professionals. This tutorial will introduce you to some of the key theories of motivation as well as their benefits and shortcomings in the workplace. forming, storming, norming, performing and (one we haven t discussed today) high performing and you can measure your team s performance to see what stage it is in. ACTIVITY 4 short video by Tom Wujec from Autodesk who presents the research done with the marshmellow problem a simple team building exercise. It discussed the results and what these tell us about teams and performance. Tom Wujec: Build a tower, build a team. Download the self inventory developed by Michael Meere and from the 16 workplace motivators listed decide on how well your current workplace is providing you with these motivators. You also need to rate the 16 motivators in order of importance or priority to you. 1. How effective is your current workplace? 2. What order did you rate the 16 motivators? 3. What do you think this tell you about your own personal motivations? Don t forget to put your results and your reflection of these results into your learning journal. ACTIVITY 2 What drives you to work? Think about your motivation to work and the internal/ external motivators. Record your thoughts in your Learning Journal ACTIVITY 3 What strategies does your organisation use to motivate employees? Now that you know a little more about the theory behind motivation, what else could it do? Motivation self inventory (You need this inventory to complete.)

5 5. Leadership You may have heard the saying good leaders are born not made but fortunately that s not entirely true and in this tutorial I am going to share with you a few key points that you can quite easily and with practice incorporate into your current people Mgt style to become an HR leader that inspires and motivates the people around you to superior performance. Complete the leadership questionnaire below this tutorial. Tally your score and develop a list of actions you can take to change/improve your project leadership. Leadership Questionnaire (You need to download this questionnaire to complete.) This tutorial will also provide you with a brief overview of leadership and the various leadership theories and styles of leadership that you need to understand and be aware of as you work with others. As an HR Professional you may be called upon to assist with leadership development and perhaps even to mentor or coach potential leaders so you need to have a good understanding of leadership theory and practice. 6. Giving & Receiving Feedback Giving and receiving feedback is another key skillset for HR Professionals and indeed all managers and team leaders in fact this skill is an essential skill for all employees as they work in more collaborative work relationships and teams. So today we are going to focus our attention on the skills of giving and receiving feedback and, in order to do this we also need to look briefly at some of the key points about workplace communication. In this tutorial we ll look at feedback more generally in the workplace then, in later learning modules dealing specifically with performance management we ll revisit feedback and look at how it s used in the 1. Select which style is your dominant/preferred style? 2. When you are under pressure what style do you use? 3. Conversely, when people are talking to you what style do you like them to use? ACTIVITY 2 Reflect on the experience you have had with giving and receiving feedback. Think of examples of both good and bad. 1. In your experience describe an eg. of good feedback and explain what made it good 2. Then think about bad examples and describe one or two what made it bad and how could it have

6 7. Mentoring & Coaching Individuals performance interview. More and more organisations are discovering the value of mentoring and coaching as a strategy for training and developing their people. This tutorial will introduce you to mentoring and coaching and the benefits of both and then give you the knowledge and skills to implement mentoring and one-to-one coaching in your workplace. been improved. 3. Then think about the culture of your organisation does it make giving & receiving feedback a positive or negative process? How is it used i.e. What for? And what changes would you make to improve it? Now if you re not currently with an organization then use one you ve worked with in the past or you could even use a community or religious group your involved with and where feedback is prominent. ACTIVITY 3 - Download the Giving and receiving feedback colleague relations survey found underneath this tutorial. In the Relationships Survey there are ten questions which deal with your receptivity to feedback from your colleagues and ten questions which are concerned with your willingness to self-disclose, be open, or give feedback to your colleagues. Complete the survey and the questions at the end. And record your answers in your learning journal. Download the exercise and complete (part A Case study mentoring; part B case study Coaching; Part C who would you choose to be your mentor/ and what skills do you have for coaching and what skills/knowledge do you need to improve to be an exceptional coach.) 8. Workplace Conflict In this learning module we have explored many of the processes involved in developing and maintaining effective work teams and healthy work relationships however, and despite our best efforts, we cannot cover this topic adequately without dealing with conflict Download the Common Causes of Conflict worksheet from below this tutorial. Take some time now to consider the 23 common causes of conflict outline on the screen. 1. Which ones have you experienced?

7 as despite our best efforts, conflict will occur and when it does we need to know how to manage it but, even more importantly, when conflict is brewing, we need to be able to recognize it for what it is and the potential it has to cause disruption and then implement strategies to nip it in the bud so the potential conflict dispels before it can do any real damage to individuals, teams and work relationships. This tutorial will explore conflict, what causes it, how to recognize it and implement strategies to stop potential conflict from escalating and damaging work and team relationships. 9. Assertiveness Assertiveness is, of all the communication skills, a skill all too often misused or perhaps it is a skill that is just not that easy to teach or learn? Used well assertiveness is a critical skill to have in the workplace it can assist you to become a better leader or to manage your team more effectively and to achieve your goals and manage your to do list and certainly it can assist and ensure you engage with your peers equally as colleagues. However, used badly, these same skill sets can turn a previously passive person into at best an annoying person to be around (especially at meetings) or at worst a laughing stock or dislikeable person. This tutorial will consider assertiveness in the workplace - its importance and its place. And, in doing so we will briefly touch on the misuse of assertiveness techniques and the 2. For each of the 23 causes see if you can think of and identify any of the underlying causes of the conflict and 3. Consider what could be done differently to reduce or take away the cause of conflict. ACTIVITY 2: Download the Conflict resolution self-assessment and complete the grid. The answer these questions. What is your style? How do you think this helps or hinders you when managing others? Download the 2 assertiveness tests or inventories from below this tutorial. The first one is a very simple tool that enables you to see at a glance what you probably already know about how assertive or not you currently are, while the second inventory is a little more detailed and it will give you a more precise score for how you react to others at work. Now for this second one please read the instructions carefully as you have to allocate a score of 9 points across the 3 options provided. ACTIVITY 2 - Journal Exercise on 10 Assertive Rights - download the question sheet below this tutorial and answer the 10 questions in your journal. They are designed to help you assess your level of assertiveness. Assertiveness self Assessment PART A. (This is the first part of an assertiveness inventory required for.) Assertiveness inventory (detailed) PART B (This is the second part of an assertiveness inventory required for.) ACTIVITY 2 Assertive Rights (This is the journal exercise you need to complete for ACTIVITY 2.)

8 damage they can do and then we ll look briefly at how to implement a simple process to become more assertive at work which will of course also help you in your personal life. 10. Listening Skills Poor communication is a major organisational problem and carries a high cost. It is a consistent top 5 organisation climate survey problem and a significant cause of waste and rework. Listening is one of the most important communication skills you can have. How well you listen has a major impact on your job effectiveness, and on the quality of your relationships with others. We listen to obtain information; We listen to understand; We listen for enjoyment and, We listen to learn. This tutorial will review how we listen, the different types and styles we use and the effectiveness of each, we ll look at message filters and then we will introduce a no. of techniques to ensure you listen most effectively as an HR Professional, finally we ll briefly explore the role questions play in effective and active listening. Take some time to jot down your thoughts. How are you listening? What parts of your body are you using as you listen and, as you listen are you engaged, if you answered yes, then what do you mean by this? ACTIVITY 2 What sort of a listener are you? Download the table from below this tutorial that lists the 8 styles or types of listening that we ve just been through, read them again and think about your style. 1. Which style or styles of listening do you use at work and why? ACTIVITY 3 Okay so, I d like to close with a very short video by BNET.com called listening well. And you can download it at the address on your screen or, if this doesn t work for you then just do a search in ytube for listening well by Savola food academy. This video focuses on 3 simple techniques that we ve not covered today to engage your mind and not just your ears by controlling your body language, making eye contact and asking for more details. Savola Foods Academy Listening Well by CASE STUDY QUIZ Case Study outline & notes Assessment task 3 Assessment task Assessment cover sheet