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DECEMBER2011HumanResourceslISSREPORTERwww.iss-shipping.com136Day1isimportantandfirstimpressionsdocount.Butaneffectivetransitiontothenewroletakesplaceovertime.Toenablethenewpersontobecomeproductiveassoonaspossibleinanunfamiliarsituationmakesureheorshefeelswelcomeandsupportedinthenewenvironment.Thefirst100daysiscriticalanddemonstratesthevalueyouareplacingonyourdecisiontorecruitthem.6IfyouremployeeisnewtoISSrememberthatyouwillbelikeaninterpreterforthem.Donotunderestimatehowimportantitistounderstandthebackgroundandframeworkofthewayyouoperatee.g.theimportanceoftheISSValuesandCodeofConduct6Beclearaboutyourexpectationsconcerningperformancebehaviour.Runthroughtherelevantx18mustknowx19policiesandguidelinesbusinessplansandworkplans.Modelthebehaviourthatyouexpectthemtodemonstrate6Managetheprobationperiodcloselythroughweeklydiscussionswithyournewstaffmember.Makeadiarynoteofdiscussions.Abovealldonotcancelthesemeetingsx13providetimeadvicecoachingandfeedbacktomakesurethenewpersonisontrack.Youbothwanttobesureyouhavemadetherightdecision.6Theperformanceobjectivescanbesetupafterthefirstweekandusedinitiallytocheckhowthingsaregoingduringtheprobationorsettling-inperiod.Revisityourstatedexpectationsduringthistimeratherthanassumingthateverythingsaidhasbeenunderstood.6Expectationschangeovertimesoitx19simportanttohaveregulardiscussionstocheckwhereyouremployeesareatandwhattheymayneedtokeepperforming6Givefeedbackinatimelyfocusedandspecificwaytoreinforceexpectationsthetimetoaddressinappropriatebehaviourormarginalunsatisfactoryperformanceisatthetimeyoufirstbecomeawareofit.Step4.UnderstandanddevelopskillsandknowledgeEveryoneneedstodeveloptokeepupwithnewdemandsDidyouknow6Managershaveacriticalroleindevelopingtheirstaffgiventhedirectlinkbetweenincreasingjobknowledgeandproductivityandemployeewellbeing.TipsandTactics6Maketimeavailableinyourworkfordevelopmentactivitywithintheteam.WorkwiththeIMAandlocalHRteamtoascertainfundingavailabilityfordevelopmentpurposes.6Encouragestaffalsototakeresponsibilityforrecognisingtheirowndevelopmentneeds.Identifyanddiscussanygapsandspecifyappropriatedevelopmentopportunitiestoaddressthese.Followthroughonthesecommitmentsx13thereisnothingmorefrustratingwhenpeoplex19sexpectationsareraisedandnotfulfilled.6Beanx18on-the-jobx19coachbyofferingandprovidingsupportadviceandopportunitiesforlearning.Alsochecktomakesurenewskillsandknowledgearebeingappliedonthejob.Rememberhowfasttheworldchangesaroundus.Youshouldconsiderlearningandapplying20newskillseveryyear.6Leadbyexampleandidentifyandcommittoyourownongoinglearninganddevelopment.6Linkindividualtoteamperformance.Provideaclearx18lineofsightx19betweentheindividualandthebusinessbydiscussingtheteamcontributiontobusinessobjectives.Focusdiscussionsonclarifyingwhatisexpectedhowtheyaredoinginmeetingthoseexpectationsandwhatadditionalskillsandknowledgewouldhelptoenhancetheirperformance.6Aimtoprovideeachstaffmemberwithonepieceofpositiveandonepieceofconstructivefeedbackaimedatimprovementinformallyeveryweek.6Giveconstructivefeedbackprivatelyascloseaspossibletothetimeofanerroromission.Agreeonwhatneedstochangebedonedifferentlyandanydevelopmentcoachingthatmaybeneeded.Keeparecordofthesediscussionsparticularlywherecommitmentsandagreementshavebeenmade.6Donothavethex18difficultconversationx19asakneejerkreactionx13planaheadandstructureyourdiscussionsrationally.6Deliverpositivefeedbackorpraiseinpersonandalsorecognisekeyachievementspubliclye.g.viaagroupmeetingoracongratulatorye-mail.Thisisanexcellentwayofshowingotherteammemberswhatstandardsofperformanceyouvalue.6Genuinelyencourageandseekfeedbackaboutyourperformanceandmanagementstylefromyourstaffandyourmanager.WhatdoesyourteamneedfromyouinordertoperformbetterDonx19tforgettolistenIfyouwouldliketoseethefullarticleontheEmployeeLifecyclethenpleaseviewitintheHRsectiononAthena.PerformanceDriver1.Fairnessandaccuracyofinformalfeedback2.Risktakingorganizationencouragesrisktaking3.Emphasisinformalreviewonperformancestrengths4.Employeeunderstandingofperformancestandards5.Internalcommunicationbetweenpeersandwithmanagersandseniorpersonnel6.Managerknowledgeableaboutperformance7.Opportunitytoworkonthethingsyoudobest8.Feedbackthathelpsemployeesdotheirjobsbetter9.OpportunitytoworkforastrongexecutiveteamMax.ImpactonPerformance39.138.936.436.134.430.328.825.825.7KeepProductiveStep5.ProvideandreceivefeedbackYoucanx19texpectpeopletoknowhowtheyx19redoingifyoudonx19ttellthemDidyouknow6Whenmanagersfocustheirattentiononprocessesandsystemstheymissthekeytowhatreallydrivesemployeesx19productivityx13thequalityofongoingdiscussionstheyhavewitheachemployee.6Someofthekeyfactorsshowntodriveemployeeperformancearethefairnessandaccuracyofinformalfeedbacktheemployeereceivesandtheirmanagerx19semphasisontheemployeex19sperformancestrengths.6Managersunderminetheirowncredibilitywhentheydonotaddressmarginalorpoorperformanceintheirteaminatimelyway.ResearchbytheCorporateLeadershipCouncilacross34companiessevenindustriesand29countriesidentified106initiativesusedbyorganisationstodriveemployeeperformance.Thetopnineoftheseseetableaboverightwerefoundtoimproveemployeeperformancebyasmuchas25.TipsandTactics6Createanenvironmentwherefeedbackisgivenregularlyandinformally.Trytostopanyissuesbybeingspecificandupfrontaboutanyconcerns.Keepfeedbacksimpletimelyandrelevant.