Employee Engagement Training 2011 ASTD All Rights Reserved

Employee Engagement Training © 2011 ASTD All Rights Reserved

Most problems at work are a result of poor communication. © 2011 ASTD All Rights Reserved

Communication is an Art, Not a Science There is no absolute right or wrong way to communicate effectively. What is most important is that you communicate in a manner and style most comfortable and effective for you. © 2011 ASTD All Rights Reserved

5 Levels of Listening �Level 1—Tuned Out �Level 2—Distracted �Level 3—Selected �Level 4—Focused �Level 5—Engaged © 2011 ASTD All Rights Reserved

Listening Tips �Paraphrase the message to the speaker in order to confirm your understanding. �Repeat the message to help you remember what was said. �Probe for missing information. �Remember the most important points of the message for future application. �Act upon the message as necessary. © 2011 ASTD All Rights Reserved

Basic Supervisory Principles FIRM Adhering to company policies and procedures Meeting job requirements Insisting on job excellence Expecting the best at all times © 2011 ASTD All Rights Reserved

Basic Supervisory Principles FAIR In using discretion with employees In assigning work In providing training and growth opportunities In promoting employees © 2011 ASTD All Rights Reserved

Basic Supervisory Principles CONSISTENT In applying rules and policies In utilizing discipline In setting a personal example In your decision-making process © 2011 ASTD All Rights Reserved

Basic Supervisory Principles RESPECTFUL Treat everyone with dignity regardless of the situation. Listen, ask, explain. Follow up with answers to questions. © 2011 ASTD All Rights Reserved

Supervisor ASK/TELL Model Mastery of Job Tasks Learning Job Tasks TELL © 2011 ASTD All Rights Reserved Beginning Job ASK

Reasons for Poor Performance Lack of communication Lack of conditions Lack of consequences © 2011 ASTD All Rights Reserved

5 Step Performance Correction Process Step 1—Observe Step 2—Discuss Step 3—Correct Step 4—Advise Step 5—Confirm © 2011 ASTD All Rights Reserved

2 Basic Rules About Managing Performance 1. Always expect excellent performance. 2. Never let poor work go unnoticed or performance issues go unchallenged. © 2011 ASTD All Rights Reserved

Levels of Feedback None at all Negative only Positive only Balanced © 2011 ASTD All Rights Reserved

Levels of Feedback None at all Negative only Positive only Balanced © 2011 ASTD All Rights Reserved

The Default Performance Feedback System “If you don’t hear anything, you are doing just fine but if you screw up we’ll let you know!” © 2011 ASTD All Rights Reserved

Types of Feedback Formal—documented annual/semiannual performance review Informal—day-to-day communication and feedback about performance © 2011 ASTD All Rights Reserved

Types of Difficult Team Members The reluctant team member The defiant team member The dominant team member The absentee team member The vacationer team member © 2011 ASTD All Rights Reserved

Characteristics of an Engaged Team Player 1. Openly shares feelings, opinions, thoughts, and perceptions about problems and issues relating to the team. 2. When listening, attempts to hear and interpret communication from sender’s point of view. 3. Utilizes resources, ideas, and suggestions of other team members. 4. Trusts and supports other team members, encouraging their growth and development. 5. Understands and is committed to team objectives. © 2011 ASTD All Rights Reserved

Characteristics of an Engaged Team Player (Cont. ) 6. Acknowledges and works through conflict openly, by respecting and being tolerant of individual differences. 7. Makes decisions based on information only, rather than being influenced by peer pressure. 8. Provides ideas and suggestions to the team leader that are helpful to the team. 9. Always strives for a win/win solution. 10. Strives for consensus on team decisions. © 2011 ASTD All Rights Reserved