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What is …

“Part of the leadership responsibility involves developing the leadership abilities of others in the organization.”

Become Balanced Manager
LEADERSHIP

Balanced Manager

MANAGEMEN T

DEVELOPING OTHERS

A leader as "a person capable of inspiring and associate others with a dream."

Leadership is "organizing a group of people to achieve a common goal.”

SITUATION AL LEADERSHI P

Management
Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively Management comprises planning,

organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Manageme nt Process

The Managerial Roles

The Changing Roles of Management and Managers

Time Spent On Management Function At Different Management Level Planning Organizati Leading Controllin
on g Top-level managemen t

Mid-level managemen t

Lower-level managemen t

Skills For manager Level

Developing Others Scheme

Compete ncy Frame

Competency Concept

Organizational Individual

COMPETEN CY

Human Asset Value
Career Person

PERFORMAN CE

potensi yang cenderung rendah, namun performanya cukup tinggi. •memiliki ketekunan dalam menyelesaikan apa yang menjadi tugasnya •tersedianya jenjang karir yang jelas

Potential Candidate

orang yang dinilai memiliki potensi dan kompetensi tinggi •ditawari paket salary dan benefit yang kompetitif •challenging jobs dan fast track career path

Deadwood

potensi rendah dan performa •Memiliki potensi yang tinggi, rendah sayangnya tidak menunjukkan •memberatkan perusahaan performa yang semestinya •perlu diberikan coaching and counselling

Problem Employee

COMPETEN CY

Contingency Theory of Action and Job INDIVIDU JOB Performance AL DEMANDS
Vision, values, philosophy, knowledge, abilities (competencies), life and career stages, style interest Tasks, functions ,and role

BEST FIT AREA

Culture and climate, structure and systems, maturity of industry and strategic

Organizati onal Environm ent

ABILITIES : Knowledge Skills Experience Credential Qualification MOTIVATION : Enthusiasm Initiative Self Confidence Professionalism ROLE CLARITY : Role Perception Personal preference Role negotiation

Improved Individual Performance

Alan M. Barratt, Dimitri P. Georgides, (1995) "The synolic approach to human resource development"

Methods of People Development

Helping high flyers fly high
Martin Galpin, James Skinner, (2004)

Developing Others By Training Based
On The Job Training Vestibule (workshop) Demonstration Program Instruction (Assignment) Apprentice

Developing Others by Lecturing Based
Seminary Discussion Case study Job rotation Coaching & Counseling

Delegation of Authority

What’s Delegation
Delegation of authority means giving the rights and responsibility to other people in the group to work independently and make decisions. Delegation can be defined as transfer of authority from superior

Effective Delegation
Give the person a whole task to do Understands exactly what you want them to do Share your picture with the staff person When you want feedback about progress

S.M.A.R.T. Instructions

Giving Instructio n

Somewhere along the line, you are going to have to tell another person how to perform a task. Ability to give good instructions will affect the speed at which they learn

Get people’s attention. Be clear and specific about what you want.

Effective Giving Instruction

If you’re unsure whether or not people have really understood you, have them repeat your message using their own words. Demonstrate or illustrate

COACHING

Coaching and Others

Coaching

“improving performance at work, by turning things people do at work into learning situations, in a planned way, under guidance.”

Key Words
Improving performance : using a range of learning experiences to bring about improvements. Things people do :which becomes opportunities from which all parties can learn. Planned : so as to get most out of the situation. Guidance :where the coach transfers his knowledge, skills and experience.

How to coach
Share your knowledge and skills Help them realize their potential Help them to improve their skills Its not about how long you spend with people but how well you spend that time

Steps to Coach
Competency - Assess current level of performance Outcomes - Set outcomes for learning Action - Agree tactics and initiate actions Checking - give feedback and make sense of what’s been learnt.

Coaching skills...
Building Rapport Questioning - Use open questions to prompt a response ( What have you tried?, How could you..?) Observation - Change the way you look at people and situation Listening - What to avoid :
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Here only what we want to hear Think we know what people are talking about Listen to the words but miss the music

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25-07-03

Coaching Vs Mentoring

Individual Developm ent Plan

A plan developed by the specialist with input from a support team that outlines personal and professional development goals and methods of accomplishment for the year.