Hi all,
I am currently doing a training program assignments for the senior management.
And based on the assignments requirement, it mentions need to train the soft skills of customer service orientation and the concern for quality as well as initiative for the senior management in order to train them to become top management. Hence, can anyone or professionals can give me some clue regarding how to train their soft skills ?
Any program or any activity ?
From Malaysia, Kuala Lumpur
1I am currently doing a training program assignments for the senior management.
And based on the assignments requirement, it mentions need to train the soft skills of customer service orientation and the concern for quality as well as initiative for the senior management in order to train them to become top management. Hence, can anyone or professionals can give me some clue regarding how to train their soft skills ?
Any program or any activity ?
From Malaysia, Kuala Lumpur
Dear Recwaits,
Before you talk about training any employee/individual, you need to carry out TNA. Did you do that? If not, kindly do it. Its not about HOW TO TRAIN its all about WHAT TO TRAIN?, WHY TO TRAIN?, WHEN TO TRAIN?
Kindly do share more about your current role, designation, expertise, etc.
With profound regards
From India, Chennai
Before you talk about training any employee/individual, you need to carry out TNA. Did you do that? If not, kindly do it. Its not about HOW TO TRAIN its all about WHAT TO TRAIN?, WHY TO TRAIN?, WHEN TO TRAIN?
Kindly do share more about your current role, designation, expertise, etc.
With profound regards
From India, Chennai
I fully concur with Skhadir. The selection of training programs cannot be based on what the learners think they would like or what the training department feels are beneficial, but must be based on an analytical process that investigates and determines specific needs in terms of knowledge, skills and behaviors that require training interventions. In short, a Training Needs Analysis has to be carried out. If a full or proper TNA process is not possible, then, at least carry out a simple TNA. Please see attachment for the TNA Summary Process which may be of help.
From Malaysia, Petaling Jaya
From Malaysia, Petaling Jaya
Training programs for soft skills require the must know concepts, tools and processes to enable the participants to applied what they have learned. If one of the must know criteria is missing, there will be zero transfer. Evaluation of soft skills program in most cases is restricted to reaction criteria which has no bearing to the training effectiveness. Trainers need to measure the amount of learning, transfer and the results by making it compulsory for participants to do a project. Otherwise, soft skills programs are faddish
From Malaysia, Petaling Jaya
From Malaysia, Petaling Jaya
Dear Mrcsbt,
As mentioned in your post, could you be kind enough to share your project guidelines for SOFT SKILL participants and EVALUATION or ASSESSMENT FORM measuring what one had learnt, knowledge transfer etc.
With profound regards
From India, Chennai
As mentioned in your post, could you be kind enough to share your project guidelines for SOFT SKILL participants and EVALUATION or ASSESSMENT FORM measuring what one had learnt, knowledge transfer etc.
With profound regards
From India, Chennai
Hi, Can you provide more information in your TNA associating with any module which you had worked on. kindly share your knowledge and help others benefit from it. With profound regards
From India, Chennai
From India, Chennai
Application of KYKO in Managing People with Samples Case Studies Extracted from the Project Paper of People Management Skills
Extract:
The cases below are extracted from the life real cases of a listed company from a 3 day program for managers on “People Management Skills”
Proposal paper
People Management Skills
Rationale:
Manager make things happen through others, According to research findings, 80% of the managerial skills lie in their ability to manage and influence people. People Management Skills will equip the managers with the skills of aligning their Know Yourself and Know Others (KYKO) personality dimensions with a significant other’s KYKO personality dimensions to get things done through, with and for others to make things happen.
This six (5) days program on People Management Skills is a breakthrough in management technology whereby manager learns to understand and read people’s behaviors to bring out the best from them to achieve company’s goals and vision. They will learn to understand their behavior and adapt their behavior to different types of personalities in order to influence and manage people effectively to achieve the bottom lines.
How this program will Benefit Your Managers?
• Your Managers will be able to discover their strengths and shortcomings and learn how to overcome their shortcomings
• Your Managers will be able to develop the dimensions of themselves to fit into their career
• Your Managers will be able to influence and get support and assistance from bosses, peers, subordinates and stakeholders to make things happen
• Your Managers will be able to align their personality profile to the significant others to get things done or make things happen
• Your Managers will be able to identify the types of performers and generate strategies to develop them into an outstanding employee
Course Outline:
Module 1: Understanding KYKO Five dimensions of personality profile
Module 2: Interpretation of KYKO five dimensions
Module 3: Discover Your Managerial Personality Profile
Module 4: Profile Compatibility and Incompatibility Analysis
Module 5: How To Bring Out The Best From Your Subordinates To Get Things Done?
a. Sources of power
b. Setting smart performance targets
c. Identifying different types of performers
Performance Quadrant Analysis
- Star
- Learner
- Maintainer
- Laggard
c. Generate strategies to develop
- a learner to become a star
- a maintainer to become a star
- a laggard to become a star
d. Influencing, motivating and managing subordinates with dominant
- Egocentric dimension
- Sociocentric dimension
- Self-Actualizing dimension
- Manipulative dimension
- Security dimension
e. Developing, managing and leading subordinate by addressing
their behavior and performance.
Examples:
- Managing an Ego-self-actualizing star
- Managing a socio-subjugate learner
- Managing an socio-manipulative laggard
- Managing an ego-sociocentric maintainer
Module 6: - Dyad Leadership Approach To Managing Subordinates
a. Identifying your sources of power and influence and its
boundaries
b. Identifying the nature of work characteristics
c. Identifying the subordinate’s characteristics
d. Identifying the situational characteristics
Find out the most appropriate leadership style to match the above.
Module 7: Guidelines to write cases for your project
Methodology:
A Blend of Training Techniques Encompassing Lectures, Exercises, Case-Study, Psychometric Instrument and Workshops
Who Should Attend?
Strictly for Management Level: Directors, Senior Managers, Managers, Executives, Supervisors, Line Leaders or anyone who has a direct subordinate reporting to them (Limited to 20 participants)
Pos Program Follow up
1. Participants to email their project papers to Facilitator
2. Facilitator marks the project paper to reinforce the amount of learning
3. Participants to implement the project at their work place to ensure transfer of training
4. Evaluation of the effectiveness of the program to measure results
Below are two samples of real life case extracted from the project on People Management Skills
Pseudo names of the person and company are used in these two cases to protect the interest of our clients.
These two cases demonstrate the importance of knowing self and others to acquire people management skills. KYKO enables us to understand the behavioral patterns of ourselves and the significant others either though the use of KYKO psychometric personality instrument or through a narrative of real life incidents in an organization. The cases demonstrates the application of KYKO for the managers in identifying the root causes and to find solutions to problems caused by human differences to get things done.
Sample Case 1 - Managing a Maintainer
Linda, a LCCI diploma holder has been working in Mabuta Sdn Bhd for 3-years as an Accounts Assistant. She has the job competency but lacks commitment in her work. She would do her work at her own pace. (LSA -Low Self-Actualizing). She likes to argue and blames other. (HE-High Egocentric). Oftentimes, she would delay her work with all sorts of reasons like pushing her responsibilities to another colleague. (HM-High Manipulative).
Linda is uncooperative and could connect with others. (LSO- Low Socio-centric). She avoids others and likes to do work on her own. (LSO-Low Socio-centric). She is unpopular and is known to others as being calculative. (Low Soio-centric + HM-High Manipulative). However she claims she is the best among her peers, as others do not have the accounting certificate. HE-(High Egocentric).
Linda resent being controlled by others. She wants to be empowered to get a job done. LSE-Low Security)
Currently, an executive is retiring soon creating a vacancy for her post. Linda feels that she is the best person to be promoted to that position. (HE-High Egocentric). She told her peers that she would resign from the company if she did not get her promotion. (HM-High Manipulative).
1. Identify Linda’s KYKO personality formula
HM+LSA+HE+LSO+LSE
(Dynamic-Neurotic-Assertive-Asocial-Adventurous type of personality)
2. What types of performer is Linda?
Linda is a maintainer. She knows her job well but she doesn’t care. She is reluctant to perform unless the management gives in to her demands.
3. What is the most appropriate leadership style/s to influence Linda to become more committed to her work?
Use participative style to build relationship and trust besides monitoring her work. Once the trust us gain, counsel and guide her to self-actualize. If she changes and perform, change to laissez faire. If she persists not to change, use authoritative style, failing which manage her out of the organization.
4. What would be the adverse effects if you use the inappropriate style?
She would choose to put in a little effort in carrying out her responsibilities. She would get away getting paid for using others to do her work.
5. How would you motivate Linda to greater height of achievement?
Start off with counseling. If she changes and produces results reward her and fan her ego. If counseling failed use negative motivation to diminish and stop her behavior. Piss her if necessary.
6. What types of task characteristics would you assign to Linda?
Important but not urgent tasks. Should she delay her work there is time for you to repair the damage.
7. What managerial skills would you need to develop Linda to become a star performer?
Placement skills, communication skills, leadership skills, people skills and counseling and guidance skills.
Sample Case-Study 2 - Managing Boss
Major Lim, a diploma holder has been working in Mahata Construction S/B for 16 years and has risen to become a Human Resource Manager. He has been working well with his CEO until lately, in a corporate restructure exercise, Datuk Ling took over as CEO of Mahata.
Being people-oriented, Major Lim is quite popular with his colleagues and bosses.(HSO) He is hardworking and responsible and usually goes home late. (HSA) Major abides strictly to the labor laws in addressing and resolving human resource problems.(HSE) He takes pride in his work and gets a sense of achievement for being able to run his department effectively.(HE+HSA)
Datuk Ling is aggressive and demanding. (HE) He expects his managers to follow his instructions strictly. (HSE) He instills a sense of urgency among his managers to get the job done even if they have to work at odd hours. (HSA) Datuk Ling is famous at waking up his managers at 3.00 a.m. to solve problems at the construction site. (HSA+LSO) He is a loner and avoids being around with his down-lines unless it is on official matters. (LSO) Datuk Ling is also good at loading his managers until they have no time to socialize. (HM)
The working atmosphere, once easy going and pleasant, soon become busy and tense. Several managers were unhappy and complain to Major Lim about their predicaments.
Major Lim raised this issue to his new CEO who took it quite unpleasantly and eventually chase him out from his room.
From that day onwards, Major could not do anything right for Datuk Ling. Every piece of work is rejected no matter how much effort he puts into it.
The working relationship between Major and Datuk Ling deteriorated and become tense and bitter. Major Lim feels frustrated and unhappy. (LSA) He begins condemning his CEO’s style of management to his colleagues. (LM+LSA)
One day while in the midst of a meeting, a nasty remark from Major initiates Datuk Lim to yell at Major and accuses him of working like an office boy. HM+HE+LSA) Major Lim loses his cool and uses obscenity on Datuk. (LM+LSA) He tenders his resignation soon after that incident and was accepted.
1. Draw the kyko personality profile of Major and Datuk Ling. Identify what types of managers both are.
2. Do a profile compatibility analysis and explain the conflict and why the relationship between Major and Datuk Lim becomes sour?
3. Do you agree with Major way of handling his boss? If yes, support your answer with rationales. If no, how would you manage Datuk Ling if you were in Major’s place?
4. Do you support Datuk Ling for the way he treats Major? If yes, support your answer with rationales. If no, how would you handle Major if you were in Datuk Ling’s place?
5. Is Datuk Ling a good CEO?
6. What critical lessons have you learned from this case?
Answers:
Question 1:
Base on the context the five dimensions of major’s Kyko personality are as follow:
High Self Actualizing Self - He is hardworking and responsible and usually goes home late. He takes pride in his work and gets a sense of achievement for his being able to run his department effectively.
High Sociocentric Self HSO)- Being people-oriented, Major Lim is quite popular with his colleagues and bosses.
High Egocentric Self (LM+HE) - Major Lim loses his cool and uses obscenity on Datuk
High Security Self (HSE) - Major abide strictly to the labor laws in addressing and resolving human resource problems.
Low Manipulative Self (LM) - He begins condemning his CEO’s style of management to his colleagues.
Major Lim KYKO Personality Profile = LM+HSA+HE+HSO+HSE
Base on the context the Datuk Ling’s Kyko five dimensional personality are as follow:
High Egocentric (HE) - Datuk Ling is aggressive and demanding. Major Lim raise this issue to his new CEO who took it quite unpleasantly and eventually chase him off from his room. Datuk Lim yells at Major and accuses him of working like an office boy.
High Self-Actualizing (HSA) - He instills a sense of urgency among his managers to get the job done even if they have to work at odd hours. Datuk Ling is famous at waking up his managers at 3.00 a.m. to solve problems at the construction site.
High Security – (HSE) He expects his managers to follow his instructions strictly.
High Manipulative (HM) - Datuk Ling is also good at loading his managers until they have no time to socialize
From that day onwards, Major could not do anything right for Datuk Ling. Every piece of work is rejected no matter how much effort he puts into it. (HM)
Low Sociocentric (LSO) - He is a loner and avoids being around with his down-lines
Datuk Lim’s Kyko Personality = HM+HSA+HE+HSE+LSO
Question 2:
The areas of incompatibility are:
Both have High Egocentric dimensions in their personality profile.
Major’s Sociocentric dimension is high while Datuk Lim’s Sociocentric dimension is low
It explains the personality conflicts and the sour relationship between Datuk and Major in the above case.
Question 3:
No, as a subordinate, Major should align his socio-egocentric dimensions to the socio-egocentric dimensions of Datuk Ling to establish and enhance relationship with his boss. Instead of trying to change his boss management style, he should adapt to his way of doing things and encourage his peers to do the same.
Question 4:
No, he should understand that Major is a good Human Resource Manager and is trying very hard to ease the tensions in the working environment. He should explain his rationales for calling his managers in the wee hours of the morning instead of chasing Major Lim out of his room.
Question 5:
Yes, Datuk Ling has a strong dynamic personality, a requirement For CEO to bring his organization to greater height of success. He would become a better CEO if he develops his sociocentric dimension of his Kyko personality profile.
Question 6
Do not fight against your boss or you will be deliberately managed out even though you are a good and effective employee.
Bosses who are insensitive to people well-beings can manage out a good employee.
From Malaysia, Petaling Jaya
Extract:
The cases below are extracted from the life real cases of a listed company from a 3 day program for managers on “People Management Skills”
Proposal paper
People Management Skills
Rationale:
Manager make things happen through others, According to research findings, 80% of the managerial skills lie in their ability to manage and influence people. People Management Skills will equip the managers with the skills of aligning their Know Yourself and Know Others (KYKO) personality dimensions with a significant other’s KYKO personality dimensions to get things done through, with and for others to make things happen.
This six (5) days program on People Management Skills is a breakthrough in management technology whereby manager learns to understand and read people’s behaviors to bring out the best from them to achieve company’s goals and vision. They will learn to understand their behavior and adapt their behavior to different types of personalities in order to influence and manage people effectively to achieve the bottom lines.
How this program will Benefit Your Managers?
• Your Managers will be able to discover their strengths and shortcomings and learn how to overcome their shortcomings
• Your Managers will be able to develop the dimensions of themselves to fit into their career
• Your Managers will be able to influence and get support and assistance from bosses, peers, subordinates and stakeholders to make things happen
• Your Managers will be able to align their personality profile to the significant others to get things done or make things happen
• Your Managers will be able to identify the types of performers and generate strategies to develop them into an outstanding employee
Course Outline:
Module 1: Understanding KYKO Five dimensions of personality profile
Module 2: Interpretation of KYKO five dimensions
Module 3: Discover Your Managerial Personality Profile
Module 4: Profile Compatibility and Incompatibility Analysis
Module 5: How To Bring Out The Best From Your Subordinates To Get Things Done?
a. Sources of power
b. Setting smart performance targets
c. Identifying different types of performers
Performance Quadrant Analysis
- Star
- Learner
- Maintainer
- Laggard
c. Generate strategies to develop
- a learner to become a star
- a maintainer to become a star
- a laggard to become a star
d. Influencing, motivating and managing subordinates with dominant
- Egocentric dimension
- Sociocentric dimension
- Self-Actualizing dimension
- Manipulative dimension
- Security dimension
e. Developing, managing and leading subordinate by addressing
their behavior and performance.
Examples:
- Managing an Ego-self-actualizing star
- Managing a socio-subjugate learner
- Managing an socio-manipulative laggard
- Managing an ego-sociocentric maintainer
Module 6: - Dyad Leadership Approach To Managing Subordinates
a. Identifying your sources of power and influence and its
boundaries
b. Identifying the nature of work characteristics
c. Identifying the subordinate’s characteristics
d. Identifying the situational characteristics
Find out the most appropriate leadership style to match the above.
Module 7: Guidelines to write cases for your project
Methodology:
A Blend of Training Techniques Encompassing Lectures, Exercises, Case-Study, Psychometric Instrument and Workshops
Who Should Attend?
Strictly for Management Level: Directors, Senior Managers, Managers, Executives, Supervisors, Line Leaders or anyone who has a direct subordinate reporting to them (Limited to 20 participants)
Pos Program Follow up
1. Participants to email their project papers to Facilitator
2. Facilitator marks the project paper to reinforce the amount of learning
3. Participants to implement the project at their work place to ensure transfer of training
4. Evaluation of the effectiveness of the program to measure results
Below are two samples of real life case extracted from the project on People Management Skills
Pseudo names of the person and company are used in these two cases to protect the interest of our clients.
These two cases demonstrate the importance of knowing self and others to acquire people management skills. KYKO enables us to understand the behavioral patterns of ourselves and the significant others either though the use of KYKO psychometric personality instrument or through a narrative of real life incidents in an organization. The cases demonstrates the application of KYKO for the managers in identifying the root causes and to find solutions to problems caused by human differences to get things done.
Sample Case 1 - Managing a Maintainer
Linda, a LCCI diploma holder has been working in Mabuta Sdn Bhd for 3-years as an Accounts Assistant. She has the job competency but lacks commitment in her work. She would do her work at her own pace. (LSA -Low Self-Actualizing). She likes to argue and blames other. (HE-High Egocentric). Oftentimes, she would delay her work with all sorts of reasons like pushing her responsibilities to another colleague. (HM-High Manipulative).
Linda is uncooperative and could connect with others. (LSO- Low Socio-centric). She avoids others and likes to do work on her own. (LSO-Low Socio-centric). She is unpopular and is known to others as being calculative. (Low Soio-centric + HM-High Manipulative). However she claims she is the best among her peers, as others do not have the accounting certificate. HE-(High Egocentric).
Linda resent being controlled by others. She wants to be empowered to get a job done. LSE-Low Security)
Currently, an executive is retiring soon creating a vacancy for her post. Linda feels that she is the best person to be promoted to that position. (HE-High Egocentric). She told her peers that she would resign from the company if she did not get her promotion. (HM-High Manipulative).
1. Identify Linda’s KYKO personality formula
HM+LSA+HE+LSO+LSE
(Dynamic-Neurotic-Assertive-Asocial-Adventurous type of personality)
2. What types of performer is Linda?
Linda is a maintainer. She knows her job well but she doesn’t care. She is reluctant to perform unless the management gives in to her demands.
3. What is the most appropriate leadership style/s to influence Linda to become more committed to her work?
Use participative style to build relationship and trust besides monitoring her work. Once the trust us gain, counsel and guide her to self-actualize. If she changes and perform, change to laissez faire. If she persists not to change, use authoritative style, failing which manage her out of the organization.
4. What would be the adverse effects if you use the inappropriate style?
She would choose to put in a little effort in carrying out her responsibilities. She would get away getting paid for using others to do her work.
5. How would you motivate Linda to greater height of achievement?
Start off with counseling. If she changes and produces results reward her and fan her ego. If counseling failed use negative motivation to diminish and stop her behavior. Piss her if necessary.
6. What types of task characteristics would you assign to Linda?
Important but not urgent tasks. Should she delay her work there is time for you to repair the damage.
7. What managerial skills would you need to develop Linda to become a star performer?
Placement skills, communication skills, leadership skills, people skills and counseling and guidance skills.
Sample Case-Study 2 - Managing Boss
Major Lim, a diploma holder has been working in Mahata Construction S/B for 16 years and has risen to become a Human Resource Manager. He has been working well with his CEO until lately, in a corporate restructure exercise, Datuk Ling took over as CEO of Mahata.
Being people-oriented, Major Lim is quite popular with his colleagues and bosses.(HSO) He is hardworking and responsible and usually goes home late. (HSA) Major abides strictly to the labor laws in addressing and resolving human resource problems.(HSE) He takes pride in his work and gets a sense of achievement for being able to run his department effectively.(HE+HSA)
Datuk Ling is aggressive and demanding. (HE) He expects his managers to follow his instructions strictly. (HSE) He instills a sense of urgency among his managers to get the job done even if they have to work at odd hours. (HSA) Datuk Ling is famous at waking up his managers at 3.00 a.m. to solve problems at the construction site. (HSA+LSO) He is a loner and avoids being around with his down-lines unless it is on official matters. (LSO) Datuk Ling is also good at loading his managers until they have no time to socialize. (HM)
The working atmosphere, once easy going and pleasant, soon become busy and tense. Several managers were unhappy and complain to Major Lim about their predicaments.
Major Lim raised this issue to his new CEO who took it quite unpleasantly and eventually chase him out from his room.
From that day onwards, Major could not do anything right for Datuk Ling. Every piece of work is rejected no matter how much effort he puts into it.
The working relationship between Major and Datuk Ling deteriorated and become tense and bitter. Major Lim feels frustrated and unhappy. (LSA) He begins condemning his CEO’s style of management to his colleagues. (LM+LSA)
One day while in the midst of a meeting, a nasty remark from Major initiates Datuk Lim to yell at Major and accuses him of working like an office boy. HM+HE+LSA) Major Lim loses his cool and uses obscenity on Datuk. (LM+LSA) He tenders his resignation soon after that incident and was accepted.
1. Draw the kyko personality profile of Major and Datuk Ling. Identify what types of managers both are.
2. Do a profile compatibility analysis and explain the conflict and why the relationship between Major and Datuk Lim becomes sour?
3. Do you agree with Major way of handling his boss? If yes, support your answer with rationales. If no, how would you manage Datuk Ling if you were in Major’s place?
4. Do you support Datuk Ling for the way he treats Major? If yes, support your answer with rationales. If no, how would you handle Major if you were in Datuk Ling’s place?
5. Is Datuk Ling a good CEO?
6. What critical lessons have you learned from this case?
Answers:
Question 1:
Base on the context the five dimensions of major’s Kyko personality are as follow:
High Self Actualizing Self - He is hardworking and responsible and usually goes home late. He takes pride in his work and gets a sense of achievement for his being able to run his department effectively.
High Sociocentric Self HSO)- Being people-oriented, Major Lim is quite popular with his colleagues and bosses.
High Egocentric Self (LM+HE) - Major Lim loses his cool and uses obscenity on Datuk
High Security Self (HSE) - Major abide strictly to the labor laws in addressing and resolving human resource problems.
Low Manipulative Self (LM) - He begins condemning his CEO’s style of management to his colleagues.
Major Lim KYKO Personality Profile = LM+HSA+HE+HSO+HSE
Base on the context the Datuk Ling’s Kyko five dimensional personality are as follow:
High Egocentric (HE) - Datuk Ling is aggressive and demanding. Major Lim raise this issue to his new CEO who took it quite unpleasantly and eventually chase him off from his room. Datuk Lim yells at Major and accuses him of working like an office boy.
High Self-Actualizing (HSA) - He instills a sense of urgency among his managers to get the job done even if they have to work at odd hours. Datuk Ling is famous at waking up his managers at 3.00 a.m. to solve problems at the construction site.
High Security – (HSE) He expects his managers to follow his instructions strictly.
High Manipulative (HM) - Datuk Ling is also good at loading his managers until they have no time to socialize
From that day onwards, Major could not do anything right for Datuk Ling. Every piece of work is rejected no matter how much effort he puts into it. (HM)
Low Sociocentric (LSO) - He is a loner and avoids being around with his down-lines
Datuk Lim’s Kyko Personality = HM+HSA+HE+HSE+LSO
Question 2:
The areas of incompatibility are:
Both have High Egocentric dimensions in their personality profile.
Major’s Sociocentric dimension is high while Datuk Lim’s Sociocentric dimension is low
It explains the personality conflicts and the sour relationship between Datuk and Major in the above case.
Question 3:
No, as a subordinate, Major should align his socio-egocentric dimensions to the socio-egocentric dimensions of Datuk Ling to establish and enhance relationship with his boss. Instead of trying to change his boss management style, he should adapt to his way of doing things and encourage his peers to do the same.
Question 4:
No, he should understand that Major is a good Human Resource Manager and is trying very hard to ease the tensions in the working environment. He should explain his rationales for calling his managers in the wee hours of the morning instead of chasing Major Lim out of his room.
Question 5:
Yes, Datuk Ling has a strong dynamic personality, a requirement For CEO to bring his organization to greater height of success. He would become a better CEO if he develops his sociocentric dimension of his Kyko personality profile.
Question 6
Do not fight against your boss or you will be deliberately managed out even though you are a good and effective employee.
Bosses who are insensitive to people well-beings can manage out a good employee.
From Malaysia, Petaling Jaya
PRA AND POS EVALUATION BEFORE AND AFTER THE PROJECT: PEOPLE MANAGEMENT SKILLS
Identify a problem or difficult employee for your case-study
Name:
Type of performer:
1. Relationship with you
1 2 3 4 5 6 7
Very Poor Very Good
2. Work Commitment
1 2 3 4 5 6 7
Very Poor Very Good
3. Motivation
1 2 3 4 5 6 7
Very Poor Very Good
4. Openness
1 2 3 4 5 6 7
Very Poor Very Good
5. Cooperation &
Support
1 2 3 4 5 6 7
Very Poor Very Good
6. Discipline
1 2 3 4 5 6 7
Very Poor Very Good
7. Trustworthy
1 2 3 4 5 6 7
Very Poor Very Good
8. Reliability
1 2 3 4 5 6 7
Very Poor Very Good
9. Productivity
1 2 3 4 5 6 7
Comments:
From Malaysia, Petaling Jaya
Identify a problem or difficult employee for your case-study
Name:
Type of performer:
1. Relationship with you
1 2 3 4 5 6 7
Very Poor Very Good
2. Work Commitment
1 2 3 4 5 6 7
Very Poor Very Good
3. Motivation
1 2 3 4 5 6 7
Very Poor Very Good
4. Openness
1 2 3 4 5 6 7
Very Poor Very Good
5. Cooperation &
Support
1 2 3 4 5 6 7
Very Poor Very Good
6. Discipline
1 2 3 4 5 6 7
Very Poor Very Good
7. Trustworthy
1 2 3 4 5 6 7
Very Poor Very Good
8. Reliability
1 2 3 4 5 6 7
Very Poor Very Good
9. Productivity
1 2 3 4 5 6 7
Comments:
From Malaysia, Petaling Jaya
Hi Skhadir,
Recwaits had requested for “some clue regarding how to train their soft skills” and we both agree that a proper TNA should be conducted rather than just identifying some training programs without appropriate analysis. A proper TNA is important but it is laborious and time-consuming. Depending on the size of the organization, it could take between one to three months. If the TNA is to be conducted in-house, the staff need to be trained (a TNA course is between 2-3 days with skills training) and there must be adequate personnel to conduct the TNA process. This is the reason why some organizations engage external consultants to conduct the TNA but some organization may not be prepared to pay. Consequently, some organizations choose the easy path to do some basic research or interviews and identify what they think are suitable training programs.
In many cases, this ad-hoc identification of training programs in lieu of a proper TNA will eventually prove to be inadequate.
What I suggested is that, if a proper TNA is not possible for whatever reasons, then do a simplified TNA. I wish to provide further explanation of this simplified TNA process which consists of 6 Steps:
Step 1 - Business Needs
- Identify what are the business needs for the Organization, Business Unit or Department
Step 2 - Performance Needs
- Identify what are the performance needs to achieve the desired results and business targets
Step 3 – Performance Issues
- Identify what are the performance issues/problems that are hindering the achievement of the Business and Performance Needs
Step 4 - Competency Needs
- Identify what competencies does the performer need to do the job/task
Step 5 - Learning Objectives/Needs
- Identify what knowledge, skills and beliefs they must learn to reduce the competency gap
Step 6 - Learning Solutions/Programs
- Identify what learning programs need to be designed or sourced, and delivered to meet learning needs
Thereafter, prepare the Training Calendar for the year.
I have attached herewith the simplified TNA together with an example.
Hope the above are of help.
Wong Yew Yip
From Malaysia, Petaling Jaya
Recwaits had requested for “some clue regarding how to train their soft skills” and we both agree that a proper TNA should be conducted rather than just identifying some training programs without appropriate analysis. A proper TNA is important but it is laborious and time-consuming. Depending on the size of the organization, it could take between one to three months. If the TNA is to be conducted in-house, the staff need to be trained (a TNA course is between 2-3 days with skills training) and there must be adequate personnel to conduct the TNA process. This is the reason why some organizations engage external consultants to conduct the TNA but some organization may not be prepared to pay. Consequently, some organizations choose the easy path to do some basic research or interviews and identify what they think are suitable training programs.
In many cases, this ad-hoc identification of training programs in lieu of a proper TNA will eventually prove to be inadequate.
What I suggested is that, if a proper TNA is not possible for whatever reasons, then do a simplified TNA. I wish to provide further explanation of this simplified TNA process which consists of 6 Steps:
Step 1 - Business Needs
- Identify what are the business needs for the Organization, Business Unit or Department
Step 2 - Performance Needs
- Identify what are the performance needs to achieve the desired results and business targets
Step 3 – Performance Issues
- Identify what are the performance issues/problems that are hindering the achievement of the Business and Performance Needs
Step 4 - Competency Needs
- Identify what competencies does the performer need to do the job/task
Step 5 - Learning Objectives/Needs
- Identify what knowledge, skills and beliefs they must learn to reduce the competency gap
Step 6 - Learning Solutions/Programs
- Identify what learning programs need to be designed or sourced, and delivered to meet learning needs
Thereafter, prepare the Training Calendar for the year.
I have attached herewith the simplified TNA together with an example.
Hope the above are of help.
Wong Yew Yip
From Malaysia, Petaling Jaya
Thank you for the replied. Even though, I already submitted my assignment, but all of the replied is highly appreciated. Anyway, at the end, my group is based on the principal of 7:2:1 to design the program content for the senior management, although the content might lack of the quality, due to we are really no experience regarding this area, but we are focusing on the need of the company and design those program for training the senior management.
anyway,
I am really appreciated for all the replies.
By the way,
I am currently running my questionnaire study for my thesis as well, which regarding the emotions and leadership effectiveness,
If anyone of you, who are reading this have the experience of leader in an organization/institution/company or have the experience of leading a team in an organization/institution/ company , can you please help me to complete my questionnaires survey, due to certain circumstances, I need to get it done very quickly and I am really lack of participants now ! Your help is highly appreciated !
My signature will have the link of the survey!
Thanks.
Regards,
recwaits
From Malaysia, Kuala Lumpur
anyway,
I am really appreciated for all the replies.
By the way,
I am currently running my questionnaire study for my thesis as well, which regarding the emotions and leadership effectiveness,
If anyone of you, who are reading this have the experience of leader in an organization/institution/company or have the experience of leading a team in an organization/institution/ company , can you please help me to complete my questionnaires survey, due to certain circumstances, I need to get it done very quickly and I am really lack of participants now ! Your help is highly appreciated !
My signature will have the link of the survey!
Thanks.
Regards,
recwaits
From Malaysia, Kuala Lumpur
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