Develop Work Priorities-module 10.pptx

DEVELOP WORK PRIORITIE S MODULE 10 GOAL SETTING USING SMARTT ❑Once you know your job’s overall purpose and key areas of responsibility, you can set targets. ❑Targets help you in two ways: ❑they establish a performance standard, giving you something specific to aim for...

DEVELOP WORK PRIORITIE S MODULE 10 GOAL SETTING USING SMARTT ❑Once you know your job’s overall purpose and key areas of responsibility, you can set targets. ❑Targets help you in two ways: ❑they establish a performance standard, giving you something specific to aim for ❑help you track your progress and monitor your performance. ❑Choose targets that measure the most important or critical aspects of a KRA and in some way contribute to the overall GOAL SETTING USING SMARTT ❑USE SMARTT to write goals ❑Specific and concise ❑Measurable ❑Ambitious (achievable yet challenging) ❑Related to the overall department and enterprise goals ❑Time-framed ❑Trackable, or easily monitored. GOAL SETTING GOAL SETTING GOAL SETTING When you set goals remember to include all people who will be impacted by your goals. Set your goals on a number of levels: – First create the ‘big picture’ of what you want to achieve(or within a particular time frame), and identify large-scale goals you want to achieve – Break these down into the smaller goals or targets you need to hit in order to reach your big picture goals – Once you have your plan, start working on it to achieve these goals PLAN & COMPLETE OWN WORK SCHEDULE WHAT IS A WORK GROUP? A work group is any number of people who work together in a team. This can be a group of people who always work together or a team that is formed to achieve a specific task over a specific period of time. A work group or team is usually defined as people working together to achieve a common goal. PLAN & COMPLETE OWN WORK SCHEDULE WHAT IS A WORK PLAN? A work plan is an outline of a set of goals a team and/or person can accomplish. Work plans help employees and businesses stay organized while working on projects. Work plans allow objectives to be broken down into small, achievable tasks and identify the things needed to accomplish them. PLAN & COMPLETE OWN WORK SCHEDULE PURPOSE OF WORK PLANS Used to outline business objectives and state what the business wants to do, today, tomorrow, next month, next year. They are broad ideas that allow the business to respond to changing situations and continue to grow and prosper. Help businesses to explain your part in achieving the bigger objectives. Outline work goals or outcomes and the specific strategies that will be used to help achieve targets or Key Performance Indicators. They outline the goals and how to go about achieving them. Goals are priorities. They are actually things almost everyone in the company will understand as soon as you say them. COMPLETE OWN WORK SCHEDULE TYPES OF WORK PLANS Budgetary Plans Production Plans Reporting Plans Sales Plans Team And Individual Learning Goals Team Participation Work Schedules PLAN & COMPLETE OWN WORK SCHEDULE FEATURES OF THE WORKPLAN Allows for good time management results and tasks being completed on time. Tasks are inter-related within projects, so your colleagues may not be able to start or complete their tasks until you have completed yours. Your colleagues therefore will rely on you to complete tasks on time or to give them sufficient warning if deadline wont be met. This will enable them to plan their own workload accordingly. Tasks are negotiated so the best person is allocated to each task to speed up completion times; everybody supports each other so all work is completed on time. COMPLETE OWN WORK SCHEDULE WORK OBJECTIVES Budgetary targets Production targets Reporting deadlines Sales targets Team and individual learning goals Team participation PLAN & COMPLETE OWN WORK SCHEDULE FACTORS AFFECTING THE ACHIEVEMENT OF WORK OBJECTIVES ARE IDENTIFIED AND CONTINGENCIES ESTABLISHED AND INCORPORATED INTO WORK PLANS In assessing and prioritizing your workload, you increase your ability to reach the objectives, At times you many need to seek assistance from supervisors or colleagues to ensure your work is completed within timelines required. It is important to acknowledge when a task is beyond your current capability so that work may be handed over to someone with greater expertise. Getting the work done will depends on your ability to manage time effectively and understand the various roles each team member plays. Prioritise tasks in the order of most important/urgent to least important/urgent. PLAN & COMPLETE OWN WORK SCHEDULE FACTORS AFFECTING THE ACHIEVEMENT OF WORK OBJECTIVES ARE IDENTIFIED AND CONTINGENCIES ESTABLISHED AND INCORPORATED INTO WORK PLANS You can prioritise work according to a number of different measures. Use To Do lists – daily, weekly and monthly version to help keep track of task and their completion. Consult your workmates, work as a team and maintain your awareness that you need to be flexible so that you don’t get too stressed and lose sight of your goals that need to be met. PLAN & COMPLETE OWN WORK SCHEDULE FACTORS AFFECTING THE ACHIEVEMENT OF WORK OBJECTIVES ARE IDENTIFIED AND CONTINGENCIES ESTABLISHED AND INCORPORATED INTO WORK PLANS As much as we try to plan for every eventuality, there are always some events that arise which are unexpected, unplanned and can, if not handled correctly, take up valuable time to correct and put us behind schedule. Learning to say “no” to tasks that are not part of your job or which can be done later, with professionalism and good manners is a vital skill in the workplace. Phone calls and emails can be a distraction and consume a considerable period of time which can make you feel busy but achieves very little. Set a specific time in the day to deal with emails and action them. PLAN & COMPLETE OWN WORK SCHEDULE FACTORS AFFECTING THE ACHIEVEMENT OF WORK OBJECTIVES ARE IDENTIFIED AND CONTINGENCIES ESTABLISHED AND INCORPORATED INTO WORK PLANS Use to-do lists to outline the projects in order of importance. – Morning person – Afternoon person Gain knowledge about trouble shooting business technology equipment's when you are free eg. how to removed jammed paper from a photocopier. This will help to avoid overshooting deadlines. Budget and resource restraints – search for the most efficient way of achieving your goal without exceeding your budget. Technology makes life in the workplace much easier, but put back-up plan in place so that time is not wasted waiting for IT technicians or tradespeople to resolve issues. Eg. Having files you are working on backed up to a USB drive. COMPLETE OWN WORK SCHEDULE FACTORS AFFECTING THE ACHIEVEMENT OF WORK OBJECTIVES Budget Constraints Competing Work Demands Environmental Factors Such As Time, Weather, Etc Personnel Resource And Materials Availability Technology/Equipment Breakdowns Unforeseen Incidents PLAN & COMPLETE OWN WORK SCHEDULE CONTINGENCY PLANNING Contingency Plans - sometimes referred to as Plan B. – Unforseen events can and do happen which may result in flustered staff as deadlines get pushed out and resources promised are no longer available. – Look for opportunities to reduce risk, wherever possible. This may help you reduce, or even eliminate, the need for full contingency plans in certain areas. – Contingency planning requires an investment of time and resources, but if you fail to do it – or if you do it poorly – the costs could be significant if a breakdowns or delays happen. PLAN& COMPLETE OWN WORK SCHEDULE BUSINESS TECHNOLOGY TO MANAGE AND MONITOR PLANNING COMPLETION OF TASKS Use work schedule templates available on the internet and Project Management programs to hep you work more efficiently and effectively. For your personal day to day organisation including work tasks, a hard copy diary may prove more useful or use Microsoft Calendar. These devices can record how you’ve spent your time, jog your memory, alert you to meetings and important tasks, and store useful information such as to-do lists and contact details. Linked to smartphone apps. Project management tools are used to monitor various projects or tasks at regular intervals. Eg. Excel spread sheets, MS Project To maximise the benefits of the technology staff will need to be trained and buy-in to using the software. COMPLETE OWN WORK SCHEDULE BUSINESS TECHNOLOGY Computer Applications Computers Email And Internet/Intranet/Extranet Facsimile Machines Modems Personal Schedules Photocopiers Printers Scanners MONITOR OWN WORK PERFORMANCE ANALYSE PERFORMANCE THROUGH SELF-ASSESSMENT & FEEDBACK Self-assessment can give you information that will hopefully lead to: Performance improvement Identification of problems outside your control Greater job satisfaction Identification of training needs An improvement in salary/career prospects MONITOR OWN WORK PERFORMANCE ANALYSE PERFORMANCE THROUGH SELF-ASSESSMENT & FEEDBACK Self-assessment benefit: – employee will be using their skills more fully. – employee job satisfaction will increase and it may well improve their salary and career prospects. – The employer benefits by taking on someone who is willing to review their own work, their contribution to their immediate team and by having a more satisfied person in the workplace. MONITOR OWN WORK PERFORMANCE ANALYSE PERFORMANCE THROUGH SELF-ASSESSMENT & FEEDBACK How to monitor performance – The easiest way to start assessing your performance is to monitor performance against quantifiable objectives. Here are some examples: Sales reports Deadlines met Error reports Accuracy reports Documents Proposals Plans Budget forecasts MONITOR OWN WORK PERFORMANCE MONITOR OWN WORK PERFORMANCE IMPORTANCE OF & TYPES OF FEEDBACK Encourages you to strive for improvement. Types of feedback can be: – Positive feedback – indicates that tasks were carried out well. It acknowledges personal efforts and the good cooperation among team members. It encourages all members to continue to strive for excellence. – Negative Feedback – Informs team members that tasks were not completed well. It analyses the reason for the problems encountered and proposed ideas for improvement. – Constructive feedback – encourages and acknowledges good job performance. It also suggests areas for improvement and strategies for MONITOR OWN WORK PERFORMANCE SEEKING FEEDBACK FROM STAFF & CLIENTS Seeking feedback from colleagues and clients gives: – the opportunity to find out how you can perform better – eliminate problems that you might not otherwise have been told about – further your own career goals by being able to improve your performance and exceed expectations of your supervisors MONITOR OWN WORK PERFORMANCE SEEKING FEEDBACK FROM STAFF & CLIENTS Conducting regular performance appraisals helps you: – Detect and eliminate barriers to effective performance – Pick up dissatisfactions that would otherwise lead people to leave – Focus people's efforts in the right direction – Motivate people to work towards important goals – Develop skills and competencies necessary to achieve future objectives – Celebrate your successes MONITOR OWN WORK PERFORMANCE WHO GIVES FEEDBACK? Feedback may be given by: – Your supervisor or manager – Other management staff – Team leader – Team member – Clients and/or customers – YOU of course MONITOR OWN WORK PERFORMANCE METHOD OF FEEDBACK Feedback on performance may be formal or informal. – Formal performance appraisals generally occur on a regular basis. – The first appraisal usually takes place three months after an employee starts a job then every six or twelve months thereafter. – These appraisals allow for formal method of feedback which can lead to modification of a job description, further training and re- evaluation of performance. MONITOR OWN WORK PERFORMANCE METHOD OF FEEDBACK Feedback from supervisor and colleagues. – This is mainly in the form of informal comments on a job well done or suggestions of how to complete a task. Feedback from customers – giving positive comment and praise for good customer service. MONITOR OWN WORK PERFORMANCE METHOD OF FEEDBACK Personal reflection. – This involves thinking about what you have done and how you can improve on it next time. Routine organisational methods for monitoring service. – These include customer's complaints or satisfaction form, and surveys that are completed at the end of a task or a job for a customer FEEDBACK ON PERFORMANCE Formal/informal performance appraisals Obtaining comments from clients Obtaining comments from supervisors and colleagues Personal, reflective behaviour strategies Routine organisational methods for monitoring service delivery MONITOR OWN WORK PERFORMANCE When feedback is given it is best to use the following acronym S.W.O, – Strength – Praising on the good work completed – Weakness – Letting them know where improvement is needed – Options – Discussing the options on how to improve in the set areas MONITOR OWN WORK PERFORMANCE VARIATION IN SERVICE/PRODUCT IDENTIFIED& REPORTED Control and quality assurance are critical factors in many workplaces. Quality can focus on: – the goods being handled and the state they must be stored in refrigerated goods, for example, must be stored at certain temperatures. Printing and photocopier paper must be stored in a humidity free area so that it doesn’t absorb any moisture in the air and thereby cause paper jams. MONITOR OWN WORK PERFORMANCE VARIATION IN SERVICE/PRODUCT IDENTIFIED& REPORTED Quality control officer will determine what action is to be taken (e.g. stock disposed of) and what further action may follow to eliminate stock spoilage or equipment damage in the future. Actions may include: – Investigating the contamination/damage source – Possible counselling or re-training if poor work practices are a contributing factor – Possible penalties (e.g. Loss of weekly bonus) or even dismissal for persistent or serious failure to do the job correctly PROFESSIONAL DEVELOPMENT METHODS Career planning/development Coaching, mentoring and/or supervision Formal/informal learning programs Internal/external training provision Performance appraisals Personal study PROFESSIONAL DEVELOPMENT COORDINATE PROFESSIONAL DEVELOPMENT First step in coordinating professional development is to identify, prioritise your development and learning needs and research the opportunities that are available. Next you should find out whether your organisation offers time for you to attend a study course during work hours, and/or provides financial support. Think of creative solutions to your needs. Often, a formal training course is not the answer. – Coaching or mentoring from a colleague with expertise in the targeted area may be more beneficial in some instances, as well as more cost-efficient. PROFESSIONAL DEVELOPMENT OPPORTUNITIES FOR IMPROVEMENT & SOURCES ARE IDENTIFIED Sources to help you plan your professional development include: – your colleagues – professional advice from the Learning & Development team in your organization – mailing list, brochures and catalogues advertising relevant courses – training institutions – the internet – your local library – professional associations – your network of business colleagues PROFESSIONAL DEVELOPMENT OPPORTUNITIES FOR IMPROVEMENT & SOURCES ARE IDENTIFIED PROFESSIONAL DEVELOPMENT OPPORTUNITIES FOR IMPROVEMENT & SOURCES ARE IDENTIFIED PROFESSIONAL DEVELOPMENT FEEDBACK USED TO DEVELOP COMPETENCIES Feedback from customers can be helpful in identifying a skill gap you were not aware of. – For example, a customer may complain that their details are not correct. This may lead you to notice that the customer database is poorly constructed and you will need to make a recommendation to purchase a new customer management software program and learn how to use it PROFESSIONAL DEVELOPMENT SOURCES OF FEEDBACK Feedback from team discussions and brainstorming sessions Feedback from discussions at team meetings - can highlight a training need. Feedback from coaching and mentoring - advice and suggestions from mentoring or coaching sessions should be recorded and followed up promptly. – include formal training options. PROFESSIONAL DEVELOPMENT SOURCES OF FEEDBACK Feedback following professional development – Once you have actually undertaken the professional development, feedback can be obtained from: formal or informal performance appraisals supervisors and colleagues customers and clients self-reflection on your behaviour and performance post training. PROFESSIONAL DEVELOPMENT DOCUMENTING & STORING ACHIEVEMENTS An organisation’s human resources department usually holds a personal file on each of its employees. The HR file contains confidential information relating to an individual’s employment. It should also keep relevant documentation that pertains to your qualifications and your job. PROFESSIONAL DEVELOPMENT DOCUMENTING & STORING ACHIEVEMENTS Your personal file may include: – your résumé – a copy of your job description – your employment contract – relevant documentation on your qualifications – performance agreements/appraisals from the annual performance planning and review process – development plan – courses, workshops and other professional development activities you have completed in the course of your employment. THE END