音樂教學中滲透環(huán)保教育工作總結(jié)Titl

1、360 degree feedback:facilitation advice for line managersThis is an illustrative briefing pack for line managers preparing to run feedback sessions for their teams using TPMGs orbitPLUS. Clients are invited to customize this for their own briefings. It may include options that as a client you will n

2、ot be using but are included here for completeness.There are separate files for HR and system managers, which covers progress and management reports and for general briefing for all participants. See also TPMGs white paper “360 Degree Feedback Facilitating Feedback ”It is structured in 4 parts:360 f

3、eedback360 feedback resultsInterpreting the reportCoaching & facilitation360 feedbackWhy 360 feedback?improving performance begins with self-awareness 360 is a powerful tool in raising an individuals awareness of their strengths and weaknesses and their impact on others reinforces strengths buil

4、ds self esteemit prompts questions such as: do I continue doing this, stop doing this, try new waysits the best way to see the individuals full contribution and their development needsfeedback may be “perceptions” but perceptions matter - they influence how colleagues behave towards the individual,

5、e.g. if someone is generally seen not to listen and not to act on ideas from colleagues, it is likely that those ideas will dry up or be channelled elsewhere360 feedback360 the benefits a fuller and more accurate picture of the individuals performance “in the round” improved or changed behaviours/pe

6、rformance in the light of the feedback better communication increased recognition (by individuals and the organization generally) of the significance of “relationship” skills moving towards greater trust and openness contribution to a culture shift (usually prompted by the top team initiating a feed

7、back process for themselves)360 feedbackPerception matters! perceptions are real because their consequences are real we are viewed not by what we are, but by how people perceive us to be not by what we say, but by what people hear not by what we do, but how we appear to do it360 feedbackTips for giv

8、ing feedback Start with the positive: “I really appreciate how you make time to listen to staff concerns” Be specific - “the way you handled that situation was really helpful” Focus on behaviour which can be changed: “it would help me if you gave me a one page summary of your reports, with key recom

9、mendations and actions” Offer alternatives: “it might have helped to put X at her ease if you had spoken to her first before the team meeting” Describe rather than judge or evaluate (“you often appear to get to a conclusion, before I have fully described my proposal” not “you are a poor listener”) O

10、wn the feedback : “It seems to me that .” is less judgemental about a person than “You are.” and recognise what the feedback says about youResults: summary chart showing scores at cluster level as chart and table.360 feedback resultsResults: top 5 and bottom 5 items for the individual, according to

11、average scores from respondents.360 feedback resultsResults: list of significant differences between Self and Line Managers perceptions;andlist of significant differences between Importance & Performance.360 feedback resultsResults: summary chart showing gaps between Importance and Performances

12、at cluster level as chart and table.360 feedback resultsResults: comparing the individuals scores with the range of scores from others in the group.360 feedback resultsResults: detailed results at statement level. 360 feedback resultsResults: detailed results at statement level. Comments for each Co

13、mpetency shown at end of section. May show some merger of comments from small respondent groups.360 feedback resultsResults: final comments grouped by respondent category.360 feedback resultsResults: final comments grouped by respondent category.360 feedback resultsResults: List of people invited to

14、 give feedback360 feedback resultsInterpreting the report Opening questions read the advice on the front page opening questions: overall: is this a picture of yourself in the round that you recognise? what are you pleased to see? which specific results indicate that you may have: particular strength

15、s to build on and use more widely particular development needs what concrete examples have been provided in the feedback? what do you make of them? any surprises that you need to dig into? how does this picture square with other data that you have about yourself (e.g. from other development programm

16、es)Interpreting the report Follow up questions questions (cont.) what are the 2 or 3 things you are (most) concerned about? what is the data saying about those? how do you think you might address them? what actions will have the most impact on them? how will that help your capability and performance

17、 in the team? who do you need support from in taking forward these actions? closing questions looking a year ahead, say, how would you like to see the pattern of that chart change? how will that help your overall performance? what are you going to say back to the providers of your feedback to indica

18、te what you have taken from the exercise and what you are going to do about it?Coaching & facilitationPrinciples of coachingaim is always to improve performancebelief that the subjects potential is greater than current performancelearning is essential to improving performancein order to learn pe

19、ople need to be aware focus attentiona coach is not a teacher but coaching can combine specialist know-how to help the subject to find own solutionscoaching is essential because new organizational structures and working styles require: far more trust, sharing of responsibility & delegating of ac

20、tion far less micro management and face-to-face directionCoaching skillsTellingInstructingAdvisingGuidingGiving FeedbackMaking SuggestionsAsking questions that raise awarenessSummarisingParaphrasingReflectingListening to understandSolving someones problem for themHelping someonesolve their ownproble

21、mfrom Myles DowneyDirectiveNon-DirectiveCoaching & facilitation Your role as 360 facilitator meeting to last 1-2 hours explain your role (e.g. “your Research Assistant to help you get the most value from your feedback”) introduce and explain the format not the content of the report 5 minutes ans

22、wer any questions about how the report is structured etc. ask the individual to read it do not discuss the content until they (like you) have had time to digest it (usually takes 20-30 minutes to read suggest where possible you sit outside and await their call) discuss the individuals conclusions fr

23、om the report and discuss development plan. treat the meeting as a coaching session using your coaching skillsCoaching & facilitationCoaching tips : ask the right questions open: to open up the discussion to gather information “what has pleased you most about this feedback?” to assess feelings “

24、what do you feel about trying out that idea?” to drill down “what makes you feel it will be difficult?” clarifying: to review, check understanding “what was happening in that meeting, what were colleagues doing and saying” probing: explore in detail “might you have expected fewer problems coming thr

25、ough from that department, what might explain the increase?” closed: to direct and close down the discussion to clarify or confirm “is it the case that?” to gain commitment “are we agreed then.?”Coaching & facilitation“What a Star!” the challenge of the high performers stars set their own high s

26、tandards items that might seem marginally below their high par may be significant to them stars like and need feedback any discussion is likely to be focussed and productive, with gains for the individual and colleagues stars make ideal mentors likely to be a benefit both to them and those being men

27、tored stars show the way they can provide powerful role models and roads to improvement for othersCoaching & facilitationFeedback: avoidance!Denial: “its not my fault” the questions dont apply to my role they dont work with me enough to know I am what I am no time to talk about this nowAttack th

28、e question, the process or the respondents I dont get on with these people must be a mistake here the questionnaire was too long/short what will HR think of next? Ive been stitched upRationalise: explaining the feedback awayI knew this all alongmy respondents interpreted this question differentlythe

29、 reason for this score is.OK, but there is nothing I can do about it because.Coaching & facilitationTraps for the coach to avoid - 1 identifying with or defending the instrument it is their report defending the data it is their data directing rather than prompting the interpretation of the data

30、feeling you have to have the answers telling the subject what to do undue or premature interruption feeling you have to fill the silence people will be thinkingCoaching & facilitationTraps for the coach to avoid -2 talking in generalities in action planning focus on specifics e.g. not “improve d

31、elegation skills” but e.g. “agree with staff clear performance standards for tasks, agree the quality measures and a picture of “what success will look like”; ask staff to summarise what they plan to do, to check for understanding.” arguing to win or give an answer to every objection over-use of the

32、 “why” question (invokes reasons, justifications and excuses) use “what” (builds awareness) not “why do you think they say that” instead “what is happening in those circumstances what are they doing/saying, what are you doing/saying? what are they telling you?”Coaching & facilitationDevelopment

33、optionsRole enrichmentRole enlargementCoaching in the roleBenchmarkingTeam assignmentsProjectsRole rotationTransferActing upUnderstudyCoach othersMentor othersNetworkingCommunity workSecondmentsSelf studyProfessional developmentRole playTeam buildingSkills training Seminars/conferencesDevelopment ce

34、ntresFocus on prioritiesthe Domino effect if we improve on those the rest will fall into placelong lists are unlikely to work and, with the Domino effect, should not be neededCoaching & facilitationManaging the process: the basics location private room, not overlooked, away from distractions, mobile phones off etc. time usually 1-2 hours s