音乐教学中渗透环保教育工作总结Titl。。。

360degreefeedback:facilitationadviceforlinemanagersThisisanillustrativebriefingpackforlinemanagerspreparingtorunfeedbacksessionsfortheirteamsusingTPMG’sorbitPLUS.Clientsareinvitedtocustomizethisfortheirownbriefings.Itmayincludeoptionsthatasaclientyouwillnotbeusingbutareincludedhereforcompleteness.ThereareseparatefilesforHRandsystemmanagers,whichcoversprogressandmanagementreportsandforgeneralbriefingforallparticipants.SeealsoTPMG’swhitepaper“360DegreeFeedback–FacilitatingFeedback”Itisstructuredin4parts:•360feedback•360feedbackresults•Interpretingthereport•Coaching&facilitationQQ宝•improvingperformancebeginswithself-awareness•360isapowerfultoolinraisinganindividual’sawarenessoftheirstrengthsandweaknessesandtheirimpactonothers–reinforcesstrengths–buildsselfesteem•itpromptsquestionssuchas:doIcontinuedoingthis,stopdoingthis,trynewways•it’sthebestwaytoseetheindividual’sfullcontributionandtheirdevelopmentneeds•feedbackmaybe“perceptions”butperceptionsmatter-theyinfluencehowcolleaguesbehavetowardstheindividual,e.g.–ifsomeoneisgenerallyseennottolistenandnottoactonideasfromcolleagues,itislikelythatthoseideaswilldryuporbechannelledelsewhere360feedback360–thebenefits•afullerandmoreaccuratepictureoftheindividual’sperformance“intheround”•improvedorchangedbehaviours/performanceinthelightofthefeedback•bettercommunication•increasedrecognition(byindividualsandtheorganizationgenerally)ofthesignificanceof“relationship”skills–movingtowardsgreatertrustandopenness•contributiontoacultureshift(usuallypromptedbythetopteaminitiatingafeedbackprocessforthemselves)360feedbackPerceptionmatters!•perceptionsarerealbecausetheirconsequencesarereal•weareviewed–notbywhatweare,butbyhowpeopleperceiveustobe–notbywhatwesay,butbywhatpeoplehear–notbywhatwedo,buthowweappeartodoit360feedbackTipsforgivingfeedbackStartwiththepositive:“Ireallyappreciatehowyoumaketimetolistentostaffconcerns”Bespecific-“thewayyouhandledthatsituationwasreallyhelpful”Focusonbehaviourwhichcanbechanged:“itwouldhelpmeifyougavemeaonepagesummaryofyourreports,withkeyrecommendationsandactions”Offeralternatives:“itmighthavehelpedtoputXathereaseifyouhadspokentoherfirstbeforetheteammeeting”Describeratherthanjudgeorevaluate(“youoftenappeartogettoaconclusion,beforeIhavefullydescribedmyproposal”not“youareapoorlistener”)Ownthefeedback:“Itseemstomethat...”islessjudgementalaboutapersonthan“Youare...”andrecognisewhatthefeedbacksaysaboutyouResults:summarychartshowingscoresatclusterlevelaschartandtable.360feedbackresultsResults:top5andbottom5itemsfortheindividual,accordingtoaveragescoresfromrespondents.360feedbackresultsResults:listofsignificantdifferencesbetweenSelfandLineManager’sperceptions;andlistofsignificantdifferencesbetweenImportance&Performance.360feedbackresultsResults:summarychartshowinggapsbetweenImportanceandPerformancesatclusterlevelaschartandtable.360feedbackresultsResults:comparingtheindividual’sscoreswiththerangeofscoresfromothersinthegroup.360feedbackresultsResults:detailedresultsatstatementlevel.360feedbackresultsResults:detailedresultsatstatementlevel.CommentsforeachCompetencyshownatendofsection.Mayshowsomemergerofcommentsfromsmallrespondentgroups.360feedbackresultsResults:finalcomments–groupedbyrespondentcategory.360feedbackresultsResults:finalcomments–groupedbyrespondentcategory.360feedbackresultsResults:Listofpeopleinvitedtogivefeedback360feedbackresultsInterpretingthereportOpeningquestions•readtheadviceonthefrontpage•openingquestions:–overall:isthisapictureofyourselfintheroundthatyourecognise?whatareyoupleasedtosee?–whichspecificresultsindicatethatyoumayhave:•particularstrengthstobuildonandusemorewidely•particulardevelopmentneeds–whatconcreteexampleshavebeenprovidedinthefeedback?whatdoyoumakeofthem?–anysurprisesthatyouneedtodiginto?–howdoesthispicturesquarewithotherdatathatyouhaveaboutyourself(e.g.fromotherdevelopmentprogrammes)InterpretingthereportFollowupquestions•questions(cont.)–whatarethe2or3thingsyouare(most)concernedabout?whatisthedatasayingaboutthose?–howdoyouthinkyoumightaddressthem?–whatactionswillhavethemostimpactonthem?–howwillthathelpyourcapabilityandperformanceintheteam?–whodoyouneedsupportfromintakingforwardtheseactions?•closingquestions–lookingayearahead,say,howwouldyouliketoseethepatternofthatchartchange?howwillthathelpyouroverallperformance?–whatareyougoingtosaybacktotheprovidersofyourfeedbacktoindicatewhatyouhavetakenfromtheexerciseandwhatyouaregoingtodoaboutit?Coaching&facilitationPrinciplesofcoaching•aimisalwaystoimproveperformance•beliefthatthesubject’spotentialisgreaterthancurrentperformance•learningisessentialtoimprovingperformance•inordertolearnpeopleneedto–beaware–focusattention•acoachisnotateacher–butcoachingcancombinespecialistknow-howtohelpthesubjecttofindownsolutions•coachingisessentialbecauseneworganizationalstructuresandworkingstylesrequire:–farmoretrust,sharingofresponsibility&delegatingofaction–farlessmicromanagementandface-to-facedirectionCoachingskillsTellingInstructingAdvisingGuidingG