差别
这里会显示出您选择的修订版和当前版本之间的差别。
| 两侧同时换到之前的修订记录 前一修订版 后一修订版 | 前一修订版 | ||
|
tdp_1:md-tdp1-adas [2025/02/19 10:58] lichao [Providing forward-looking feedback] |
tdp_1:md-tdp1-adas [2025/02/19 17:11] (当前版本) lichao [Summary & action planning] |
||
|---|---|---|---|
| 行 200: | 行 200: | ||
| * Addressing of underperformance | * Addressing of underperformance | ||
| - | + | ==== Coaching with strengths orientation | |
| - | === Coaching with strengths orientation === | + | |
| 行 215: | 行 214: | ||
| * 承诺：投入在实践，发展，学习上的时间 | * 承诺：投入在实践，发展，学习上的时间 | ||
| - | == Five Clues to discovering talent == | + | === Five Clues to discovering talent |
| * 无限向往, | * 无限向往, | ||
| 行 223: | 行 222: | ||
| * 乐在其中, | * 乐在其中, | ||
| - | == CliftonStrengths® == | + | === CliftonStrengths® |
| - Relationship Building关系建立 | - Relationship Building关系建立 | ||
| 行 317: | 行 316: | ||
| - Explore new tasks that will further utilize your strengths, particularly the unused ones | - Explore new tasks that will further utilize your strengths, particularly the unused ones | ||
| - | === Setting contribution goals === | + | ==== Setting contribution goals ==== |
| 行 325: | 行 324: | ||
| * Collaboration | * Collaboration | ||
| * Learning | * Learning | ||
| - | === Providing forward-looking feedback === | + | ==== Providing forward-looking feedback |
| - | == Purpose of the feedback == | + | === Purpose of the feedback |
| * Feedback should encourage people to grow. | * Feedback should encourage people to grow. | ||
| 行 333: | 行 332: | ||
| * It is appreciative, | * It is appreciative, | ||
| - | == Feedback method: AID == | + | === Feedback method: AID === |
| - Action | - Action | ||
| 行 345: | 行 344: | ||
| * Describe your wish for different behavior, or the behavior which should be repeated in future. Give ideas, how the person could further develop their skills and knowledge. Express your convincement that the effort will pay off and bring even better result in future. | * Describe your wish for different behavior, or the behavior which should be repeated in future. Give ideas, how the person could further develop their skills and knowledge. Express your convincement that the effort will pay off and bring even better result in future. | ||
| - | == Positive feedback example == | + | === Positive feedback example |
| Action | Action | ||
| 行 359: | 行 358: | ||
| • Your story-telling is an asset in communication, | • Your story-telling is an asset in communication, | ||
| - | == Constructive feedback example == | + | === Constructive feedback example |
| 行 377: | 行 376: | ||
| <note tip> | <note tip> | ||
| + | === Keep in touch === | ||
| + | * Why to check in | ||
| + | * Update latest progress | ||
| + | * Show timely recognition | ||
| + | * Provide coaching & feedback | ||
| + | * Uncover potential risks | ||
| + | * What to check in | ||
| + | * Review of goal achievement | ||
| + | * Progress of development | ||
| + | * Collaboration with peers / other teams | ||
| + | * Support and resources needed | ||
| + | * Learning and reflections of associate | ||
| + | * When to check in | ||
| + | * Regular 1-on-1 meetings agreed at beginning of year | ||
| + | * Milestones of tasks / projects | ||
| + | * Initiated by either associate or manager when deemed necessary | ||
| + | |||
| + | |||
| + | ==== Addressing underperformance ===== | ||
| + | |||
| + | === Low performer vs underperformer === | ||
| + | |||
| + | {{: | ||
| + | |||
| + | === Causes and impacts === | ||
| + | |||
| + | What causes underperformance? | ||
| + | |||
| + | * Concentration on deficits | ||
| + | * Poor fit to the job/role | ||
| + | * Unclear expectations and priorities | ||
| + | * Lack of support / ignoring | ||
| + | * Personal problems | ||
| + | |||
| + | What might be consequences for associates? | ||
| + | |||
| + | * Frustration | ||
| + | * Disengagement | ||
| + | * Feeling not appreciated | ||
| + | * It does not make sense to invest too much effort | ||
| + | * etc. | ||
| + | |||
| + | === Can === | ||
| + | |||
| + | - May能不能 | ||
| + | * Does the associate have necessary or perceived mandate to fulfill the tasks? And do the stakeholders know about the mandate? | ||
| + | * Who and how can support? | ||
| + | * Does the associate feel fully empowered? | ||
| + | * Is the task meaningful? | ||
| + | - Want愿不愿 | ||
| + | * Is the associate willing to perform the task or carry out the role? | ||
| + | * Does the associate have enough self-confidence? | ||
| + | * Is the associate aware about his/her own strength? | ||
| + | * What can you contribute to the associate' | ||
| + | - Can会不会 | ||
| + | * Does the associate have necessary skills, competences, | ||
| + | * How can the necessary skills be acquired? How environment can be influenced? | ||
| + | |||
| + | === 6 Steps to address underperformance === | ||
| + | |||
| + | |||
| + | - Establish Contact | ||
| + | * Time: sufficient, with buffer | ||
| + | * Place: private meeting room (booked in advance) | ||
| + | * Build rapport (trust, appreciation, | ||
| + | - Name The Topic | ||
| + | * Topic: underperformance in XXX | ||
| + | * Impact on Bosch, customers, team, associate self: positive benefits if performance is improved, and negative consequences if not improved | ||
| + | - Talk About It | ||
| + | * Discuss examples of underperformance: | ||
| + | * Listen to the associate and respond with respect & empathy | ||
| + | * Agree that performance improvement is needed | ||
| + | - Find A Solution | ||
| + | * Explore together the causes for underperformance: | ||
| + | * Discuss possible approaches to address the identified causes, linking to associate’s strengths and motivation | ||
| + | * Discuss support needed | ||
| + | - Find An Agreement | ||
| + | * Agree on actions to improve performance | ||
| + | * Agree on ways to evaluate improvements | ||
| + | * Agree on follow-up meetings and timing | ||
| + | * Have associate summarize the agreements reached | ||
| + | - End The Conversation | ||
| + | * Emphasize on importance of high performance | ||
| + | * Show confidence in the associate to improve performance | ||
| + | * Reconfirm support to associate | ||
| + | * Block calendar for next follow-up meeting | ||
| + | |||
| + | === Magnifying effect of attention === | ||
| + | * Studies show that managers still devote a great deal of time to improving associates' | ||
| + | * What do associates with good performance feel about it? | ||
| + | * As your time is limited, it is better invested to multiply best performance. | ||
| + | * While underperformance must be clearly and timely addressed. The actions must be taken quickly. | ||
| - | === Addressing underperformance ==== | ||
| - | |||
| ===== Development Dialog: develop the people ===== | ===== Development Dialog: develop the people ===== | ||
| - | ===== Summary & action planning ===== | + | Intelligent use of available resources |
| + | * Apply existing strengths in a new context | ||
| + | * Checking the overstressed strengths | ||
| + | * Identifying and utilizing unused strengths | ||
| + | * Work on weaknesses when they get in the way | ||
| + | |||
| + | ==== Example | ||
| + | |||
| + | **Business requirements**: | ||
| + | * Need to launch more innovation projects by leveraging cross function expertise | ||
| + | |||
| + | **My Strengths**: | ||
| + | * Finds solutions quickly when experiencing barriers. | ||
| + | * Collaborates intensively with other teams and colleagues. | ||
| + | |||
| + | **Feedbacks to Ben**: | ||
| + | * “Ben has shown strong proactiveness.” | ||
| + | * “Ben is a confident decision maker.” | ||
| + | |||
| + | **Development goal** | ||
| + | * "Lead a cross functional project to success in the next 6 month with visibility to senior management." | ||
| + | * Successfully building on existing strengths | ||
| + | - Fostering cross functional team collaboration | ||
| + | - Presenting in front of senior management | ||
| + | - Practicing influencing skills | ||
| + | - Learning project management skills | ||
| + | |||
| + | |||
