UW Sometimes and Aspiring Supervisor Series

Keys to On The Job Training and Coaching Find a new partner. While you’re waiting, complete or review your Take Home Training & Coaching Worksheet from Week 4.

It only works if you have the right key in the right lock.

UW Sometimes and Aspiring Supervisor Series

Welcome Back! 1st Theme: People Skills Week 1

Learning and the Sometimes Supervisor

Week 2

Listening is the Key!

Week 3

More Listening and Questions 2nd Theme: Knowing “When to Do What”

Week 4

Adapting Supervision Styles ~ Break: No Class ~

Week 5

Keys to On The Job Training and Coaching

Week 6

More Keys to Coaching and Feedback 3rd Theme: Putting It All Together

Week 7

Dealing with Difficult Situations

Week 8

Managing Projects and Processes

UW Sometimes and Aspiring Supervisor Series

KEYS TO On the Job TRAINING & COACHING AGENDA  1. Practice Praxis: From last week On the Job Training  2. Knowledge, Skills, and Talents  3. Key Steps in On the Job Training On the Job Coaching  4. Move from Training to Coaching  5. Write Performance Expectations  6. Who is Accountable? + Try-Out Card

UW Sometimes and Aspiring Supervisor Series

 1. Practice Praxis: Adapting Supervisory Styles b. With your new partner, What feelings, needs, & questions might you add? Supervisor

Train

Coach

Collaborate

Delegate

Employee

Beginner

Frustrated Learner

Competent Team Player

Independent Achiever

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Could Feel Could Need Questions

UW Sometimes and Aspiring Supervisor Series

 2. Knowledge, Skills, Talents Read the box on Knowledge, Skills and Talents. What questions do you have?  Knowledge: facts or experiences

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 Skill: Actions, what we DO with knowledge

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 Talent: Natural gifts

You can not teach Talents

UW Sometimes and Aspiring Supervisor Series

 2. Knowledge, Skills, Talents continued Write some of your Knowledge, Skills, and Talents on the chart below. MY Knowledge

Skill

Talent

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What new knowledge or skills might help you be an even better coach?

Share with a partner. Can you add to your partner’s chart?

UW Sometimes and Aspiring Supervisor Series

 2. Applying Knowledge, Skills and Talents to Interviewing Behavioral Interviewing: The best predictor of future behavior is past behavior Step One: Decide what Knowledge, Skills and Talents you are looking for. Step Two: Write a question to describe understanding of knowledge, or a time when they demonstrated a skill or talent.

Mary and Shoko’s position:  Knowledge: Adult education  Skill: Presentation skills  Talent: Taking initiative Questions are determined by knowledge, skills or talent.

UW Sometimes and Aspiring Supervisor Series

 2. In the Large group, we’ll write 3 behavioral interview questions for one of YOUR jobs Behavioral Interviewing: The best predictor of future behavior is past behavior Step One: Decide what Knowledge, Skills and Talents you are looking for Step Two: Write a question to describe understanding of knowledge, or a time when they demonstrated a skill or talent.

Your Turn

 Knowledge:  Skill:  Talent:

Interview questions are determined by knowledge, skills or talent.

UW Sometimes and Aspiring Supervisor Series

On the Job Training

 3. Key Steps in On the Job Training Review the box below, summarizing article.

1. Prepare for training   

Update Position Description Write Step-by-step analysis of task Write Training Plan

2. Ask questions to determine trainee’s experience 3. Tell trainee about task 4. Show trainee how the task is done 5. Observe trainee doing the task 6. Follow-up to ensure trainee can do task

UW Sometimes and Aspiring Supervisor Series

On the Job Training

 3. What we usually do Sea Gull Management (from Week 4) Ken Blanchard

1. 2. 3. Tell trainee about task 4. 5. Leave alone 6. ZAP!

UW Sometimes and Aspiring Supervisor Series

On the Job Training

 3. What we usually do Sea Gull Management (from Week 4) Ken Blanchard

1. 2. 3. Tell trainee about task 4. 5. Leave alone 6. ZAP!

UW Sometimes and Aspiring Supervisor Series

On the Job Training

 3. Key Steps in On the Job Training Review the box below, summarizing article.

1. Prepare for training   

Update Position Description Write Step-by-step analysis of task Write Training Plan

2. Ask questions to determine trainee’s experience 3. Tell trainee about task 4. Show trainee how the task is done 5. Observe trainee doing the task 6. Follow-up to ensure trainee can do task

UW Sometimes and Aspiring Supervisor Series

On the Job Training

Prepare for Training = A Common Missing Step There are 3 parts to the first step. Let’s review them one by one.

 Position Description = Broad Overview of Tasks • Review sample PD page 9 Job Aids packet

Job Aids

UW Sometimes and Aspiring Supervisor Series

On the Job Training

Prepare for Training = A Common Missing Step  Task Analysis = Detail of HOW to do a task • Review sample Task Analysis page 10 • Write a Task Analysis for someone you supervise or for your own job

Your Turn

• Share Task Analyses with partner. Give each other feedback as a beginner

Sample from Job Aids Manage TRC WiscMail Plus Email Account 1 Begin with action verb 2 Keep it Simple and Short 3 Use outlines, bullets, pictures, etc.

Job Aids

UW Sometimes and Aspiring Supervisor Series

On the Job Training

Prepare for Training = A Common Missing Step

 Training Plan or Checklist = Document WHO is trained to do WHAT • Review Training Checklist page 11 Job Aids Job Aids • At tables, describe what makes training successful • We’ll share your strategies Your Turn

Ideas for Successful On the Job Training

Remember the Feedback!

UW Sometimes and Aspiring Supervisor Series

 4 Move from Training to Coaching First... are expectations, procedures, and processes clear and consistent? Read the box on Pre-Coaching Questions. What questions do you have? You can only hold staff accountable for expectations that are clear and consistent. Think First Hard on Processes Soft on People

UW Sometimes and Aspiring Supervisor Series

 5. Write Performance Expectations or Standards SMART Expectations Are descriptive of performance results, not a summary of job contents • • • • •

Specific and clearly worded Measurable with qualitative or quantitative criteria Achievable Realistic and With-in the employee’s control Time Component

• Plus supportive of departmental mission and goals

UW Sometimes and Aspiring Supervisor Series

 5. Write Performance Expectations or Standards

FORMULA: Action Verb + What + How = Expectation Arrive at work station prepared to be productive at start of shift

Your Turn

Individually, write one Performance Expectation for the employee you supervise

See examples in packet.

UW Sometimes and Aspiring Supervisor Series

On the Job Coaching

6. Who is Accountable? Staff or Supervisor?

We’ll read the case study together. At your table, decide what actions the supervisor should:

• Coach Rachel and Sam about doing? • Be accountable for doing? Think First: Hard on Process, Easy on People

UW Sometimes and Aspiring Supervisor Series

+ Try-out Card What do you want to try this week? You can use ideas from:  Self-Assessment for Training  Communication Skills Inventory

Coaching is unlocking people’s potential to maximize their own performance. It is helping them to learn rather than teaching them. Coaching for Top Performance, John Whitmore