Irwin Management Book Presentations

VALCO

HOLDING PEOPLE ACCOUNTABLE FOR HIGH PERFORMANCE STANDARDSVALCOOBJECTIVES OF THE PROGRAMMETo reinforce managers knowledge and skills required to hold task performers accountable for high performance standards.VALCOIntroduction Role/Role Expectations: WORK entails roles related to one anotherROLEKey concept in the VALCO organizationVALCO goals and unique personality and needs of individual employees are integrated into their rolesRoles ensure realization of VALCOs goals and employee rolesRoles are the position one holds in the organization e.g. Assistant Manager, Carbon OperationsAssistant Manager, Electrical Shop Production Technician (Cell Operator) Maintenance Technician (Electrician, Mechanic, etc.) Every role in VALCO goes along with the expectations of position and expected ies of the Role holderManagers occupy managerial positions with certain expectations

VALCOTASKAssignment to produce specific output (quantity/quality) within a Targeted completion time. With allocated resources. Within specified limits.e.g. - clean four butts by 12:00 p.m. Remove burned-off anodes from Room 3A (by 3:00 p.m.). VALCOAUTHORITY, ACCOUNTABILITY AND RELATIONSHIPS Authority:The right to act, decide and/or recommend. Recommend the veto of selection Assign tasks/Review performance Reward behaviour, and/or Recommend removal Accountability:Team-leaders and team-members account for resources assigned to them so that others may judge the quality of their performance.You can delegate work to team-members but cannot absolve yourself of the final accountability.A manager is accountable for:His/Her personal effectivenessThe outputs of his team-members

VALCOMANAGERS/TEAM-LEADERS MUSTAdd VALUE to the work of their team-members, i.e., support, delegate work, trainSolve problems, schedule efficiently, etc.: Follow instruction until assigned tasks are completed or problem arises.Improve work methods through practiceGive effective leadership to the team to produce outputsIndicate clearly the goals, expectations to his crew members so they know/understand work expectations If problems arise use previously experienced methods to resolve or tell managers VALCOACCOUNTABILITIES - MANAGERReviews with his employees for understanding of goals and objectives of Department, Section and ManagerReviews for understanding of employees performance requirements of their roles and procedures to measure performanceGives regular feedback on performance and keeps documents of notable achievement or incidents of employeeKeeps appropriate records of all performance discussionsEnsures employee has reasonable opportunities to develop skills necessary to complete tasksAssigns tasks effectively (CPQQRT) so that performance can be reviewed fairlyEnsures fairness and consistency to achieve stated purpose purpose.VALCOACCOUNTABILITIES - EMPLOYEEMeets with Team-leader to understand his principal role accountabilities and his Team-leaders expectation of him/herDemands performance review and feedback from his Team-leaderParticipates constructively in task assignment discussionsActs on the feedback given by their team-leaderAssists their Managers to identify and develop the skills needed to successfully do their jobs and seek opportunities to develop themSeeks clarification for tasks assigned him/her (CPQQRT) so as to perform them effectively.VALCOMutually setting goals is where goals are determined by team members (with Team leader) providing direction based on strategic needs of the organizationParticipation ensures clearer understanding of the goalsIt ensures clarity in expectations/ accountabilitiesIt develops a commitment to working with one another in pursuit of goals promotes teamworkMUTUALLY SETTING GOALSPERFORMANCE PLANNINGKey Job ObjectivesGoal gives sense of direction and support the mission and vision of the organizationTargets cascade from organizational, departmental, sectional to individual goalsObjectives must be mutually set between Team Leader and Team Member.

WHAT ARE OBJECTIVES?Objectives:Describe what has to be accomplishedDefine what VALCO and its Departments, teams and individuals are expected to achieve over a period of timeAre expressed as:Targets quantifiable/measurable results to be attained and can be measuredTasks/Projects to be completed by specified dates to achieve defined results within specified time framesMust be consistent with values of VALCOMust be precise clear, well-defined using positive wordsMust be challenging to stimulate high standards of performance and encourage progress

RECOMMENDED FORMATAgreed by manager and the individual concerned. Aim is to provide for ownership not imposition of objectives.Time related achievable within a defined time scale.Team orientated emphasize teamwork as well as individual achievement.It should be SMART:SSpecificMMeasurableAAchievableRRelevantTTime-bound.OBSTACLES TO GOAL ACCOMPLISHMENTWhat could get in the way of accomplishing a Goal:Consider factors within employees control and those beyond his/her controlDetermine the most feasible plan for success including the support/help that you will give for the performanceAnticipate and plan for contingencies so as to forecast what may happen in future. Don't get surprisedCare about employees and let them know you care for their success. Show this by behaviour. (E.g. By identifying yourself with whatever they are doing/providing them the support. REACHING GOALS REQUIRE FEEDBACK To move towards goal achievement employees need feedback on their performance:Continuous FeedbackConstructive FeedbackFeedback Benefits:Reduces UncertaintySolves ProblemsBuilds Trust - Strengthens RelationshipsImproves Quality of WorkFeedback must be FASTTRAPS IN FEEDBACKFeedback encourages productive effort and brings about positive actions however the following traps can hinder your ability to receive and give feedback:Being too cautious - attributing it to Company policiesBeing too harsh and thus creating hostilityDiscussing negatives as if they were positivesFocusing on personalitiesNot respecting employees self esteem do it in privateIt is important to consider the impact of each trait and think of different ways to describe each item.VALCOPreparation (Key strengths):Consider the impact of each traitThink of different ways to describe each item. Consider relevant examples. Consolidate your critical feedback. Areas for improvement:What the employee should do differently. Why?How can it be accomplished? How can you assist? Consider: Key strengths and areas for improvement.What you will sayHow you will say it. TO GIVE FEEDBACKVALCOStarting OutSmall talkKeep it shortOverview statement:Dont attribute it to othersShow commitmentAccept responsibility for your comments

Communicating Positive Feedback:Start with positive feedbackCan give relevant examplesBe clear - use different phrasesPoint out why each trait or behaviour is importantStrive to create a dialogueTO GIVE FEEDBACKVALCOSincerely appreciate what your employees achieve. It is very simple but can create a large impact on job performance e.g. giving a pat on the shoulder of an employee for good performance. Verbally appreciate higher performanceGiving Recognition to an Employee for good Performance When Your People Are Clear on what you are asking them to do and what good behaviour support them to obtain the desired performancePraising, a key tool to train peopleIt focuses on reinforcing behaviour that is moving an employee closer to the goals. RECOGNITION/REWARDSVALCOPraising must be immediate/specificTell subordinates exactly what they did right and as soon as possibleDon't make comments too generally like "Thank you very much," keep up the good workFind out what they have done right. Observe employees' behaviour and specifically praise improvements that are noticed.SUMMARY OF GUIDELINES:Clearly describe to the employee specifically what he/she did which deserves recognition and why. Let it be immediate soon after performanceExpress your personal appreciation to the employee. Tell them how you feel about what they didAsk the person if ther'3 are anything/support you can give him to make it easier or more interesting for him/her to do his/her workCONDITIONS FOR GIVING RECOGNITION FOR GOOD PERFORMANCE VALCOVALCOWhen goals are not achieved don't rely on Power and Control to get things done. This means keep track of the performance of crew membersRedirect/re-determine (with employees involvement) goals and let employees try againEmphasize on Positive discipline which entails communicating the expectations, requirements of the job/rules and regulations to your employees in advanceCommunicate the kind of positive behavior expected of your team-members rather than dwelling on a tall list of prohibitions/reprimands. Build trust and a sense of personal responsibility and self disciplineGive adequate training to your employees to become enlightened so as to know the limits of toleranceManagers must set very good examples for subordinates to emulate and enforce the standards as wisely as possibleWe must build credibility/trust with our employees.REDIRECTION/DISCIPLINEVALCOVALCOVALCOWhere punishment/reprimands are deemed necessary to correct a behavior, supervisors must find out the root causes of undesired behaviour, pursue a win-win approach to obtain the desired behaviour.If the required change in behaviour is reasonable and expected and achieved by others then we insist that it be achieved. Where above fails to produce the desired behaviourUse the "Problem Ownership Model" to handle/fix the problem. e.g. absenteeism, poor quality and timeliness of anode coveringIf problem remains, proceed to use prescribed sanctions in Company Code of Discipline/Conditions of Service bearing in mind that: Reprimands should be carried out in a supportive, corrective manner. Focus on the problem but not on personalities. Praise employee for a changed behaviour Not to be a punitive measure but a corrective one. Fix the problem not the blameREDIRECTION/DISCIPLINE (contd)VALCOVALCOVALCOVALCOPraise your employee just after you have reprimanded him/her. You do it for two important reasonsBy reaffirming people after you have reprimanded them you focus on their behaviour without attacking them personallySeparate behaviour from them as individuals i.e. keep the people but get rid of their poor behaviour. People are good but the problem is their behaviourWhen you walk away after reprimanding, you want people to think about what they did wrong not about how you treated themTendency to meet a co-worker and tell him how the reprimander behaved but not his own undesirable behaviour. He is psychologically off with the poor behavior and the manager becomes the villain.Maintain the self-respect/ego of the team-member - help employee learn from his/her mistakes.Maintain his/her self-respect - when self-respect is under attack. We feel need to defend ourselves/actions. Tendency for people not to listen to feedback they are getting. The result is that little learning takes place. REPRIMAND BEHAVIOUR, NOT PERSONVALCOVALCOVALCOVALCOVALCOSpecifically define problem in terms of lack of improvement since previous discussionsAsk for and listen actively to his reasons for the continued behaviourIf disciplinary action is called for indicate what the action will be and your reasons for doing so. Share your feelings about the behaviour of the employeeAssure employee of your interest in helping him succeed on the jobRe-affirm the employee - praise employee for changed behaviourEntire process of role clarity, accountability and authority relationships, mutual goal setting/feedback and, administering positive discipline should result in producing quality outputs to our customers.

SUMMARY OF GUIDELINESVALCOEND OF SESSION