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Staff Management

Motivating and Improving Staff


Performance

Objectives
Through practice and discussion, participants will:

Identify performance issues that may arise at a


Peace Corps post

Determine ways to assess and address various


performance issues

Be able to provide feedback in objective, behavioral


terms

Identify resources to help train and motivate staff


and address poor performance

CHRIS SMELTER ISSUES

Enthusiastic, go-getter who often steps on the toes of others in


his desire to take on new tasks

Has lots of time and energy

Often unprofessional in his treatment of colleagues

Insensitive to workplace cultural norms

VADS are late

Could burnout in his desire to take on so much

Prides himself on his relationship with PCVs

PRECIOUS MUGABI ISSUES

Lacks experience for the position for which she was hired

Is not respected by local police authorities

Is ignored by the RSO

Feels overwhelmed by the workload that takes her away from


duties as mother and daughter
Has been excluded from management team by previous
leadership
May have performed well in her last assignment to warrant
promotion to new position

JOSEPHINE THYANGA ISSUES

Late to work due to outside Peace Corps related activities

Comes late to meetings; disrespects other staff members

Placed some Volunteers at site to maintain relationships with


Ministry officials
Appears to like working from her desk over field work, site
preparation and Volunteer site visits

Is well-regarded in her professional community in country

Highly educated; brings wealth of knowledge to her position

Feels she is underpaid and not adequately respected by her


Peace Corps colleagues

GOODMAN KHUMALO ISSUES

Has important connections and access to people that could help


the PC program
Unhappy with compensationhes at the top of his pay, cant go
further in current position

Has solid education and credentials

Highly thought of in the local education community

Cares about education project

Has a more relaxed view of work and the need to get things
done
Has seen many country directors come and go

In your groups:
1.

2.

3.

Review issues for your assigned staff


member
Based on the limited data you have,
discuss ideas for addressing the issues
and what you might include in a
performance plan
What additional information would you
like to have about this staff member?

Giving and R eceiving Feedback

Focus feedback on behavior rather than on the


person.
Focus feedback on observations rather than
inferences
Focus feedback on description rather than
judgment
Focus feedback on behavior related to a specific
situation, preferably to the "here and now.

Sandwich Feedback

K ey Listening Skills
Nonverbal

Giving full physical attention to the speaker


Being aware of the speakers nonverbal messages

Verbal

Paying attention to the words and feelings that are


being expressed
Using reflective listening tools to help the speaker
tell his story

Verbal Com m unication Tools

Paraphrasing - a brief, succinct statement reflecting


the content of the speakers message.
Reflecting Feeling - a statement, in a way that
conveys understanding, of the feeling that the
listener has heard.
Summarizing - a statement of the main ideas and
feelings to show understanding.
Questioning - asking open questions to gain
information, encourage the speaker to tell her
story, and gain clarification.

Giving and R eceiving Feedback

Focus feedback on exploration of alternatives


rather than answers or solutions.
Focus feedback on the amount of information
that the receiving person can use.
Deliver feedback at appropriate times.

Communication Styles

Direct
Indirect

Opinions: East vs West

How Problems Are


Approached

Country
Director

6 minutes for role play; 3


minutes to debrief each
participant starting with
Staff Member, then CD,
then Observer

Staff
Member

Observer

Providing Feedback
1.
2.
3.
4.
5.
6.
7.
8.

What is the goal of the feedback you are


going to give?
Write down key messages before-hand
Stick to observable facts
Practice with someone first
Consider cultural communication styles
Be specific
Be curious not critical
Be aware of your own emotions

Effective Communication . . .

is two way
involves active listening
reflects the accountability of speaker
and listener
utilizes feedback

Whats next?

What next steps would you take with


your assigned staff member?
How would you monitor their progress
on agreed upon actions?
Who would you consult with in the
process?

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