UNCW Human Resources - Learning & Talent Development

Courageous Conversations The Starting Point to Continuous Engagement, Performance, Development, and Retention of Our Employees. is a Process—Not an Event.

UNCW Human Resources - Learning & Talent Development

Today’s Agenda &

Suggested Full Cycle Performance Plan Timeline Five Topics

Outcomes

Timeline

SWOT Analysis (Team-leaders)

How to Efficiently and Effectively Facilitate a Team Discussion around Identifying Team Priorities

Wk 1

State of the Union Address (Teams--mix)

How to Influence Others through a Concise ‘State of the Union’ Address

Wk 2 & 3

Aligning Past with Future (Individuals)

How to Have a Productive Performance Plan Discussion

Wk 4 & 5

Show ‘n Tell (Team-leaders

How to Lead Up! Sharing the Alignment and Rationale for Exceeding Expectations with those Above You

Wk 6

Set & Give Flight (Individuals)

How to Best Share the Final Approved Performance Plans with Your Employees—weights and all (SHRA)!

Wk 7

Help!

There’s More! Friday Full Cycle Performance Labs

or Individual leaders)

Register at http://uncw.edu/d2la/FullCyclePerformance.html

UNCW Human Resources - Learning & Talent Development

Sample Timeline

Due date: 10/31

Date

Full Cycle Performance Activity

9/9

Director and supervisors meet to establish unit goals that are aligned with the strategic plan and divisional goals. A SWOT analysis can be completed to identify priorities.

By 9/16

In a staff meeting, the supervisor shares overarching division/department priorities and his/her individual goals and talent development plan with the team. Supervisor gives employees 7 days to complete two fillable forms: Individual Goal & Talent Development Plan.

By 9/23

Employees submit self-assessment, goals (description, milestones, exceeding expectations), and talent development plan to supervisor.

By 9/30

All supervisors in a unit collaboratively discuss their employees’ goals, milestones, and exceeding expectations with their director (Calibration Goal Setting Session).

By Supervisor individually meets with employees to discuss and finalize goals, milestones, and 10/14 exceeding expectations. 10/21 In a staff meeting, everyone shares goals openly and strategies that will be needed to ensure everyone is successful. Another team meeting is scheduled for December and February to focus on progress made towards goals. 10/28 Director double checks that all Performance Plans are signed and dated with finalized goals, milestones, and expectations. UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Topic One Team of Leaders

The SWOT Analysis

UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Topic Two

Leader & Employees

The State of the Union Address

Three Vital Ingredients 1. 2. 3.

Belief in What You Are Saying and Do It Vision/Structure/Direction Trust in the Process/Person

UNCW Human Resources - Learning & Talent Development

Structure in 7 Slides 1. Title (Our Future) 2. Problem (Results of WT of SWOT) 3. Solution (Results of SO of SWOT) 4. Business Model/Vision (Identified Priorities, Strategic Plan, and the New Performance Tool to Help Get Us There)

5. Underlying Magic (Increase 2-Way Communication and Accountability for Results)

6. Projections (What We Anticipate Gaining—increased engagement/ efficiency; employee development/productivity; stronger allies/relationships)

7. Status and Timeline

(The Full Cycle Process: Self-Assessment, Goals/Milestones/Exceeding Expectations, Talent Development Plan; 3 Talent Conversations; 2 Team Meetings) UNCW Human Resources - Learning & Talent Development

Slide 4: Business Model/Vision Based on FY 2017 HR priorities, identify 3 goals that support:

1. 2. 3. 4. 5.

Employee Work/Life Balance Identify Meaningful Metrics Leverage Technology Diversity/Inclusion Plan Data Integrity/Reporting Standards

Based on HR values and Strategic Plan, demonstrate how your three goals are aligned:

UNCW Human Resources - Learning & Talent Development

UNCW Strategic Plan 1.

Attracting and Retaining high-quality, diverse students, faculty and staff, ensure an inclusive campus culture that embraces a global mindset, and increase retention and graduation rates.

2.

Enhancing educational programs and Advancing research and scholarly activities, including global learning programs and increased support for applied learning.

3.

Enabling and Promoting a sense of place for students, faculty and staff by Fostering collaborative efforts to enhance academic advising and student support programs.

4.

Organizing for effective engagement with the community and the world, and Communicating efforts broadly and effectively.

5.

Funding initiatives by Building on strong relationships with governmental agencies, alumni, donors, foundations, corporations and other sponsors. UNCW Human Resources - Learning & Talent Development

Slide 7: Status and Timeline (A recap email after the ‘state of the union’ is necessary)

UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Crucial Conversations

Topic Three Talent Conversation #1a

Re-aligning the Past with a Brighter Future

Chapter 5: Make It Safe Chapter 7: State My Path Chapter 8: Explore Others’ Paths Chapter 11: Yeah, But… 15 Cases to Consider

UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Sample Agenda

(a leadership best practice is to share what to expect out of a talent conversation in advance) •

Discuss Self Assessment Answers: Talent Development Plan, supervisor support, anticipated challenges/solutions, etc.

•

Review Draft Goals—Ensure that individual goals are SMART-ER, meets the parameters, and that ‘Exceeds Expectations’ truly exceeds. Discuss what ‘exceeds’ looks like in institutional goals. Adjust where needed.

•

Reiterate Full Cycle Performance Plan Process/Timeline, Anticipated follow-up date for final confirmation of this year’s performance plan; and the intent and purpose behind future talent conversations.

UNCW Human Resources - Learning & Talent Development

Chapter 5: Make It Safe

How to Rebuild Mutual Purpose or Mutual Respect 1. Apologize when you have made a mistake that has negatively effected others. This means giving up saving face, being right, or winning.

3. CRIB to get to Mutual Purpose. Worst at dialogue: Ignore the problem, push ahead or give in to another person to hopefully solve… one day.

2. Contrast to repair misunderstandings. Good at dialogue: Compromise. • Don’t address other’s concerns that you don’t respect them. • Do confirm your respect and clarify your purpose. UNCW Human Resources - Learning & Talent Development

How to CRIB Both Parties Understand and Agree to:

• Commit to seek mutual purpose.

Verbally agree to arriving at a solution that is mutually acceptable.

• Recognize the purpose behind the strategy.

We confuse what we’re asking for (strategy) with what we want (purpose). Focus on real purposes.

• Invent a mutual purpose.

If you can’t agree on a mutual purpose, invent one that has a higher more encompassing long-term goal. Transcend short-term compromise.

• Brainstorm new strategies.

UNCW Human Resources - Learning & Talent Development

Chapter 7: STATE My Path

An Acronym to Remember When Talking about Sensitive Topics

1. Share your facts 2. Tell Your Story 3. Ask for Others’ Paths

4. Talk Tentatively 5. Encourage Testing

• Facts before conclusions. “The facts alone are rarely worth mentioning. It’s the facts plus the conclusion that call for a face-to-face discussion.” (p. 128) • What does the other person know? • What are their facts? • What are the other person’s intentions? • What does the other person really want? • Tell your story as a story rather than reality or as fact. “The only limit to how strongly you can express your opinion is your willingness to be equally vigorous in encouraging others to challenge it.” (p. 134)

UNCW Human Resources - Learning & Talent Development

Chapter 8: Explore Others’ Paths

AMPP: How to Listen When Others Blow Up or Clam Up

1. Ask them to tell their stories

2. Mirror to confirm feelings

3. Paraphrase to

acknowledge their story

4. Prime when

you’re getting nowhere

• Prime: When you feel like you’re getting no

where, say what you think they are most likely thinking.

Use the ABC’s only if the other tools haven’t worked: • Agree where you can • Build if others leave something out, agree where you do, then build • Compare when you do differ significantly, don’t suggest others are wrong. Compare your two views.

Listen… Reflect… Respond… UNCW Human Resources - Learning & Talent Development

Chapter 11: Yeah, But… Advice for Tough Cases TEAM GREEN • • • • • • • •

Failure to Live Up to Agreements Deference to Authority Failed Trust Won’t Talk about Anything Serious Vague buy Annoying Shows No Initiative Shows a Pattern of Problem Behavior I Need Time to Calm Down

TEAM BLUE • Endless Excuses • Insubordination (or over-the-line disrespect) • Regretting Saying Something Horrible • Touchy and Personal • Word Games • No Warning that There Has Been a Problem • Dealing with Someone Who Breaks All the Rules UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Topic Four

One on One with Sr. Admin

Leading Up! Show ‘n Tell

Three Vital Ingredients 1. 2. 3.

Vision/Direction Confidence/Courage Influence/Persuasion

UNCW Human Resources - Learning & Talent Development

1. The Principle of Expose your expertise

The 6 Principles of Influence

2. The Principle of Use peer power whenever available 3. The Principle of Give what you want to receive 4. The Principle of Uncover real similarities and offer genuine praise 5. The Principle of Make their commitments active, public, and voluntary 6. The Principle of Highlight unique benefits and exclusive information Influence: Science and Practice, Robert Cialdini, University of Arizona UNCW Human Resources - Learning & Talent Development

UNCW Human Resources - Learning & Talent Development

Topic Five Talent Conversation #1b

Set & Give Flight Why Not?

Three Vital Ingredients 1. 2. 3.

Direct & Honest Feedback Confirmation of Direction & What Exceeds Expectations Looks Like Set Dates & Agenda for Next Talent Conversation

UNCW Human Resources - Learning & Talent Development

What will your TIMELINE look like? Five Topics

Outcomes

Timeline

SWOT Analysis (Team-leaders)

How to Efficiently and Effectively Facilitate a Team Discussion around Identifying Team Priorities

Wk 1

State of the Union Address (Teams--mix)

How to Influence Others through a Concise ‘State of the Union’ Address

Wk 2 & 3

Aligning Past with Future (Individuals)

How to Have a Productive Performance Plan Discussion

Wk 4 & 5

Show ‘n Tell (Team-leaders

How to Lead Up! Sharing the Alignment and Rationale for Exceeding Expectations with those Above You

Wk 6

Set & Give Flight

How to Best Share the Final Approved Performance Plans with Your Employees—weights and all (SHRA)!

Wk 7

or Individual leaders)

(Individuals)

UNCW Human Resources - Learning & Talent Development

I NEED MORE HELP! There’s More!

Friday Full Cycle Performance Labs Register at http://uncw.edu/d2la/FullCyclePerformance.html

UNCW Human Resources - Learning & Talent Development