HOD Workshop for Subordinate Development

Workshop Overview : HOD Workshop for Subordinate Development

Introduction

A win-win practical approach to providing growth opportunity for subordinates/employees is done by facilitating them to “play the role” prior to being “sworn into the role”. Secondly, the ability to groom future leaders has become a key performance indicator for every leadership role these days. Thirdly, retention of high performers in an organization is found to be tightly coupled with their job satisfaction, which in turn is tied to their self-renewal, development and a sense of feeling the growth within. And finally, in this era of knowledge workers there is a growing need for mangers and leaders to keep their teams current and enable a culture of innovation through continuous (subordinate) development. These important drivers have justifiably placed “Subordinate Development” at the top of the leadership teams’ priority in the recent years.

In grooming and nurturing teams, the supervisors play a vital role as the facilitator. Therefore acquiring the skills to develop subordinates has emerged as a very crucial training essential for the senior level executives. Accordingly, supervisors must have tools and techniques in their pockets to effectively assess the strengths and opportunities of their teams with a knack to sense their special talents. Concurrently they need to keep a very positive outlook on the capabilities of their teams while inspiring them to succeed with stretched goals, which in return will harness greater team performance.

In similar lines - it has become very common for teams to expect from their reporting manager to facilitate job enrichment for them. They look up-to the reporting manager to assign them to special projects and provide them exposure to visible responsibilities either as recognition for their performance or as a normal course of action to their growth and promotion. Setting SMART goals alone is not enough! Today’s managers are expected to be creative in designing jobs for their subordinates that are interesting and challenging for their teams. Having set the goals, they need to then set clear expectation by means of effective communication with an eye to careful non-verbal communication that should reinforce their expectation of the team.

In this gamut of subordinate development, mentoring and coaching has proved to be a great catalyst and a collaborator. Organizations have embraced it as a part of their corporate culture. It is not surprising to find mentoring being a common interview question for both a mentor and a mentee. Therefore it is extremely pertinent for managers and leaders to skill up as a mentor and appreciates the basic framework for formal mentoring. Similarly coaching has proved to be highly effective in the rapidly changing job environment. However, improper implementation of a coaching model within the organization can have serious adverse affects. Therefore both mentoring and coaching needs a careful analysis and thoughtful implementation with regular follow ups to ensure its effectiveness and adoption by the mainstream.

Objectives

At the end of the workshop, the participants will be able to:

  • .   Assess strength and opportunities of their subordinates
  • .   Assess special skills, talents, interests of the subordinate and create a developmental plan for the subordinate
  • .   Develop an eye fop scouting appropriate opportunities for their teams and provide a platform for subordinates job enrichment
  • .   Establish SMART goals and design fitting jobs based on a 360 degree assessment of the subordinate and develop a sustainable development model infused with growth opportunity
  • .   Facilitate exposure to new skills and competencies while provide continuous organizational support while adding value through mentoring and coaching process
  • .   Leverage talent of the subordinate through special projects and deliver value to the organization.
Format

This three day workshop will be highly interactive in combination with brain storming, group discussion, exercises and role plays. The facilitators will create an environment for the participants to acquire realistic know-how and gain a positive experience of practicing some of the desired skills in the workshop setting

Session Flow
  • DAY -1 :

To have your team’s best interest in mind and doing what is necessary to help them develop the drive and motivation to be successful, is one of the defining characteristics of a great manager. In addition, great managers tend to not give up on people, because doing so means giving up on themselves, their judgment, and their ability to get the best out of others. The Pygmalion effect is also an important instrument in management theory. It makes managers be aware, that the success of their employees depends not only on qualification, personal qualities or working environment. Manager always has to believe in his people and expect them to achieve the best results. In such case the subordinates will always feel this trust and demonstrate their best skills and abilities in their work.

  • SESSION I :
  • .   Performance Culture and High Performing Teams (for Organizational Success)
  • .   The Pygmalion Effect a brief history and relevance to Management/Organization
  • .   xamples of Pygmalion Effect
  • SESSION II :
  • .   Correlation between expectation & performance and the Circular Effect of Pygmalion
  • .   The Golem Effect
  • .   Continuous training on Pygmalion Effect to all supervisors and periodic assessment of in the effect.
  • SESSION III :
  • .   Goal setting taking into account the Organizational goal
  • .   Assessing and Understanding subordinates Strengths and Developmental Needs
  • .   IDP and Stretch Goals
  • .   Refining the Goals understanding the subordinates IDP
  • SESSION IV :
  • .   Effective communication of Expectation
  • .   An interactive Game based on Goal and Expectation Setting
  • DAY -2 :

Ensuring that objectives are well-defined and understood by everyone, educating how one fits into the overall process to contribute to the organization and its customers, providing adequate resources for each employee to perform well and creating a supportive corporate culture are some of the means to translate Employee Efforts into Performance. Essentially, SMART goal setting, clear performance expectation and a 3600 IDP coupled with a well thought-out job design will be the framework that helps managers develop high performing teams.

  • .   Who seems to have the maximum burden?
  • .   What are the haves and have-nots in a good performance evaluation process?
  • .   Why normalization of performance evaluation score?
  • .   What’s new?
  • SESSION I :
  • .   Theory, practice and example of Job Enrichment vs. Job Enhancement
  • .   Job Design & Motivation, Job Satisfaction & Productivity, Job Enrichment & Self-Confidence Pairs
  • SESSION II :
  • .   Job Enrichment Options
  • .   Dos & Don’ts of implementing a Job Enrichment Program
  • SESSION III :
  • .   A comprehensive approach to IDP leveraging Goal Setting including Personal Goals
  • .   Brain storm Job Enrichment Examples in different Job Roles
  • SESSION IV :
  • .   Job Enrichment through Special Projects
  • .   Exploring the option of Cross Functional Assignment
  • .   Exposure for higher responsibility and preparing for promotion
  • DAY -3 :

Essentials of Mentoring and Coaching skills will be discussed. Group will undergo role playing interesting scenarios of Mentoring and Coaching. Subsequently

  • SESSION I :
  • .   Difference between Coaching and Mentoring based on Focus, Role, Relationship, Source of influence, Personal returns and Arena
  • .   Finding Mentor, Be a Mentor, Be a Mentee
  • .   Mentor-Mentee Role and Responsibilities
  • .   Assigning a Coach, Be a Coach and making someone a Coach
  • SESSION II :
  • .   Interactive Game on Coaching and Mentoring: A set of developmental needs for a professional will be evaluated by the participants through a real-time interaction enacted in the class. The participants will share their observation and then they will be called to provide real time feedback. Their feedback will be assessed by others. Lessons to learn - It is how they communicated not what they communicated
  • .   Group Discussion on the value of Mentoring
  • .   Group Discussion on Coaching and Performance Culture
  • SESSION III :
  • .   Exercise on Goal Setting
  • .   Application of Pygmalion Effect to Maximize Team Performance
      • i. Expect the best from your people
      ii. Impact of positive communication on the subordinates self confidence
      iii. Seek to understand subordinates’ expectations about their own capabilities
      iv. Train leaders about the Pygmalion Effect, and ensure they expect the best from their team members
      v. Help team members set goals that they believe they have a 50% chance of achieving
      vi. As team members achieve their stretch goals, expect more from them and encourage them to believe in themselves
  • SESSION IV :
  • .   An interactive game applying the Pygmalion Effect to Maximize Team Performance

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