Theme: Colours of Relationship

(i) Creative Expressions:

Mohdammad Akhshaid- Singing- WINNER
Ishita Sarin - Calligraphy
Aditi Suryavanshi -Dance
Vartika Shukla- Dance

(ii) Hindi Literary Activities: _ Safia Siddiqui -Poetry - WINNER

Prashant Singh -Poetry

(iii) English Literary Activities: Theme: ___

Shrutika M Dasharathna - Digital Poster
Akshat Srivastava - Extempore - WINNER
Vinayak Sureka - Extempore

(iv) Physical Activities: Theme: ________________________

 How would you define conflict management?

 What negative problems might be caused by conflict in the workplace?
 What positive outcomes can result from conflict in the workplace?

Ask the following question, to one participant at a time: "If you were able to
travel through time, either forward or backward... :

 Where would you go?

 If backward, to which time period? Why?
 If there was a person you could go back in time and meet, who would it
be, and why?
 Would you just want to visit and come back, or would you stay?"

What was the last movie you watched that made you cry?
Take a picture from your window and have people guess where you are.
What's the weather like where you are?
Show something that's on your desk and tell a story about it?
What new thing have you learned this week?
Did you have any imaginary friends when you were young?
What's the story behind your name?

What are your dreams about the future?

If you could be anything you wanted, what would you be?
What do you think your obstacles or limitaYons are in accomplishing your goals?
Why do you think these dreams are important?
What do you think you need to accomplish these goals?

Ask students to volunteer any problem they may be going through right now. If students do not
volunteer you can ask them to present a friend’s problem (but tell them not to identify this person)
or a hypotheFcal problem. If they do not come up with a problem you can present something you
are facing yourself (preferably a college-related, not too personal issue) or you can suggest a typical
teen-age problem (ex: drinking to fit in, disagreement with parents, troubles in a class,
boyfriend/girlfriend troubles, etc.) 2. Write down everyone involved in the problem and what they
each want. Get all group members to help. 3. Write down any possible solutions. Remind the
students that brainstorming is about being creaFve. Try to get each member to come up with a
different solution. 4. Ask the person who has the problem (or determine this yourself if you
presented the problem) to choose 3-4 solutions that they feel the most comfortable with. Discuss
the 3-4 solutions lisFng both the pros and cons of each. Determine who(m) the solution benefits. 5.
Conclude by asking the group to discuss people who are in their life that can assist them in problem
solving. You may also want to talk about anger management and the difference between being
aggressive and assertive

Express at least one positive memory involving themselves and someone else
Express at least one negative memory involving themselves and someone else
Express how they felt about one or both memories in the group
No bond is stronger than two people who dislike the same person.
Research has found that people form stronger bonds when they are able to
talk about their dislike toward someone else than when they both have
positive feelings toward someone.
Assess the effectiveness of an evaluative performance appraisal you had. Did the manager
present both positive and negative performance areas? Did you “really” listen? Were there any
surprises? Explain any problems and how the evaluation could be improved

Questions to Ask Yourself to Understand and Determine Your

Own Key Result Areas

Your supervisor may ask for your help in determining appropriate

key result areas for your position. Here are some basic steps to help
you get started:

 Set aside some time to evaluate how you are currently

spending time in your job. Write down what you are doing daily
or weekly. Also, write down what you think you should be
doing that you aren’t doing.
 Ask yourself: Why was I hired? What am I supposed to
accomplish? What are tasks that only I can do to produce
positive results for my organization? What makes my position
essential to the success of the company?
 Also, ask yourself: Are there tasks that I’m doing that I can
delegate? Tasks that aren’t vital to me doing my job well, or
get in the way of doing my job well?
  If you are in charge of a department, ask yourself: What should
it be doing to show its value?
 Review your KRAs frequently, and, with your supervisor, make
adjustments if needed.

KRAs and KPIs for Human Resources Managers

Examples of KRAs for human resources managers include the

following:

 Improve job vacancy by advertising to attract more qualified

candidates.
 Increase rate of acceptance for job offers made.
 Decrease HR costs per new hire.
 Decrease employee turnover.

Examples of KPIs for human resources managers include the

following:

 Qualified applications received per advertised job vacancy

 Rate of acceptance of job offers
 Total HR costs per hire
 Employee turnover rate

Examples of Key Result Areas for Organization Leaders

Key Result Areas for leaders of an organization will often focus on

strategic goals for the company as a whole. They are likely to
include the following:

 Profitability: Details on the company’s revenue, costs and

profitability, including within specific divisions.
 Customer Satisfaction: Details and metrics that measure
customer satisfaction.
 Employee Engagement: Details about employee satisfaction,
turnover rates, and other measures that reflect how your
employees feel about their work and your organization.

Assess the accuracy of the measurements of your performance on your last performance appraisal.
Be sure to describe the measures’ validity and reliability, their acceptability and feasibility, if they
were specific, and if they were based on the organization’s mission and objectives.

Assess the effectiveness of an evaluative performance appraisal you had. Did the manager present
both positive and negative performance areas? Did you “really” listen? Were there any surprises?
Explain any problems and how the evaluation could be improved.

How has your own life or lives of your family members changed because of work from home
arrangements which is currently being practised by most of the organization?

How to WRITE SMART Goals (KRAs)?

Here are the 7 steps to help you write employee Goals from Job
Descriptions (KRAs).
1. Identify the appropriate Organization KPIs where the employee can
contribute meaningfully. It is important to note that all KPIs are not
applicable to each employee.
2. Document the responsibilities of the employee in relation to the work
they are doing. For the same Job Description, different employees may
have different work responsibilities.
3. The unique responsibilities found in step 2 above will help shortlist
KRAs to be used for this employee. Map these to the department or
organization KPIs.
4. Categorize what the employee is expected to achieve into 2 different
areas viz
1. Measurable: Those achievements that are measurable in numbers,
percentages or yes/no answers. Examples: Number of Hires,
Number of Trainings Conducted, Number of New Customers,
Percentage Increase in Revenue, Number of Customer Calls
Handled
2. Non-measurable: Those achievements that cannot be measured
easily. Examples: Brand value, NPS, Productivity, Employee
engagement
5. Write each Goal making sure you clearly articulate the statement, have
a measurable target and a realistic timeframe. Try to focus on the
measurable goals first.
 6. Discuss the goals with the employee and take their acceptance.
7. Review the goals and achievements on a quarterly basis. Organization
needs (KPIs) evolve and the employee goals should be changed too.
Let us now look at writing goals for the three Job Descriptions.

Goals (KRAs) for a Sales Manager Position

Organization KPI KRAs Goals

New Customer Acquisition Ability to provide overall
product value and
differentiate support
offerings that clearly map to
customer needs.
– Research 5-10 customers with $500
Million revenue in retail segment;
sign-up one account with $500K
annual run rate

Evolve market research and – Signup 3 partnerships with leading

segmentation strategy and service distributors
develop new channels.

Create and implements – Develop a new sales office at

strategies and plans for lead
generation.
Chicago and hire a team of 3 sales
executives
– Build a team of 5 SDRs, each with a
target of 3 qualified leads per week
and 50 leads overall per month.

– Develop a marketing drip campaign

with 100K emails per quarter

Identify and resolve gaps in
customer expectations
versus actual service levels.
– F2F with each high value customer
once per quarter
– Attending product review meetings
monthly and discussion on key
customer challenges

– Obtain one positive testimonial or

reference per quarter

People Development and Conduct strategic sales – Coach team on the application of
engagement planning activities ‘value selling’ principles and practices.
Conduct 2 coaching sessions per
month.
– Implement lead generation standards
and conduct 1 training per month

Facilitate discussion of team – Complete goal setting exercise for

goals, roles, needs, and team members within 1 month of start
responsibilities. of FY
 – Identify training needs for teams

Goals (KRAs) for Human Resource Manager

Organization KRAs Goals

KPI

New Customer Formulate organization’s staffing – Hiring and onboarding of Sales team
Acquisition strategies for current and future for Mid-west region by end of Q1
demands.

Identify Talent Development Needs – Setup of product training programs

for sales team members
– Build training calendar for Inside
Sales team and finalization of training
budgets by January

Implement cost Select and audits vendors of – Complete vendor negotiations for
savings and improve outsourced benefits programs new benefit plan by October
profitability by 4% – Development of communications
package to implement the benefit plan

– Complete annual enrollment by 15

December

People Development Respond to common employee – Develop an employee feedback

and engagement problems and concerns program
– Run employee engagement surveys
on a monthly basis

– Include employees in performance

reviews

Introduce a climate that rewards – Design a new performance

excellent group and individual management process for end of year
performance. performance reviews
– Implement a 360 Review for
leadership team

Goals (KRAs) for IT Manager

Organization KPI KRAs Goals

New Customer Perform all procurement, – Finalization and selection of new

Acquisition development and delivery phases for CRM system
technology products
 – Migration of old sales and customer
data to new system

Provide training to users on new – Setup of training programs for sales

applications team. Travel to sales locations and
trainings and usage of system.
Completed by Q1 and to be run
quarterly for new sales hires.

People Perform all procurement, – Identification of benefit enrollment

Development and development and delivery phases for product and implementation by 01
engagement technology products December
– Development or procurement of
engagement survey product

– Evaluation of new performance

management product, implementation
and rollout by November

Implement cost Design standardized procedures for – Outsource system maintenance to

savings and IT service operations external vendors. Complete analysis by
improve February and implement outsourcing
profitability by 4% agreements by July.
– Build cloud migration strategy by
July

Conclusion
As can be seen above, the same set of Organization KPIs are applicable to
each job description but the goals vary based on the role of employee.

Linking SMART goals to job description based KRAs and the organization
KPIs helps employees to be aligned to organization needs. Using well
defined job descriptions helps managers setup a goal setting process that
not only maps to what employees do in their job but also to the
organization requirements.
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 In what way has your personality changed? Why has it changed??
 Are you more introverted (focused on your inner world) or
more extraverted (focused on other people and the outer
world)?
 Do you think you can change a major characteristic of your
personality if you try?
 Do you think you have an unusual personality? Why?
 If you could change any aspect of your personality, what
would it be?
 What sort of things would you do to amuse yourself during a
car journey?
 What personality traits do you consider important in a good
friend / a boss / a partner?

 Do you think birth order makes a difference in your
personality?
 - The first is birth order. People who are born in certain
places tend to pattern in a certain way along the various
personality dimensions. First-born children tend to be more
responsible, more ambitious, and more assertive. Children
who are born in the middle tend to be more rebellious, more
impulsive, less conscientious, and more interested in doing
their own thing. The youngest are often more agreeable,
warmer, more idealistic, and more sociable.

Do all people have a combination of good and bad

characteristics? Or are some people all good or all bad? How
about Mother Teresa? How about Adolf Hitler?

1. Define and discuss the importance of the following

traits associated with leaders: intelligence, self-
confidence, determination, integrity, and sociability. Is
this list all-inclusive?
2. Choose one of the main traits associated with leaders.
How can it be developed? Demonstrated to others?
Identify one or two people who have this trait. How
does it serve them in their leadership role?
3. Are some traits harder to acquire than others? Why?
4. How might traits that enable a person to emerge as a
leader in one situation not allow them to maintain
leadership over time? Can you give an example?
5. What are the “Big Five” personality factors? How do
they affect your leadership abilities and capabilities?
Which factor(s) was most strongly associated with
leadership? Discuss which of these personality traits
you feel you possess and give a personal example of
how they benefited you in a leadership context.
6. Define/describe emotional intelligence. How big of an
impact do you think emotional intelligence has on
helping people be successful? Give a personal example
of its impact on your life.
7. How can leaders use emotion to facilitate thinking?
Give an example.

8. Complete Case 2.1 and answer all questions. If you

were one of the candidates applying for this position
what would you do to improve your chances of being
selected? How would knowledge of the trait approach
 help you with your preparation and application for this
position?
9. Rate yourself on the Leadership Trait Questionnaire.
What do you perceive as your greatest strength? Give
an example of how your behavior in one situation
illustrated this strength. What do you perceive as your
greatest weakness? Give an example of how your
behavior in one situation illustrated this weakness.
10. Is charisma an inborn trait or can it be acquired
later on in life? How might a person acquire charisma?
11. Compare the traits of emotional intelligence and
social intelligence. How are they the same? Different?
Can a person possess one of these traits without the
other?
12. Why do people’s perceptions of leaders matter?
How does perception fit with the process nature of
leadership? How does it fit with the influential nature of
leadership?
13. What outcomes of a group’s process might be
linked to a leader’s intelligence? Determination?
14. What is meta-analysis? Why might this be a useful
approach to studying trait research?
15. Kirkpatrick and Locke postulated that leaders
differ from non-leaders on six traits. What do you think
non-leadership looks like? Why might some people not
want to be leaders?
16. What are some leadership challenges today? (e.g.,
economic policy, climate change, and world hunger).
Which of the leadership traits on Table 2.1 are most
relevant to address that challenge? Are any traits
needed by leaders today that aren’t listed here?
17. Distinguish between traits, talents, and strengths.
18. Can introverts become effective leaders? What
additional traits do they need to develop in order to do
so?
19. Explain the curvilinear relationship between leader
IQ and perceived leader effectiveness.