Course Background:
In the final analysis, the competition between enterprises is the competition of talents. However, the continuous output of talents of an enterprise requires managers at all levels to pay attention to cultivation and carry out cultivation, so as to be suitable for the right talents, to be used by the enterprise, and to play its due contribution. Nurturing is a training method in which superiors train subordinates and new employees to acquire the necessary knowledge, skills, and working methods through their daily work on the workplace. The lack of talent in the organization is a factor in the sluggish business growth, and it is also the result of the lack of awareness and ability of talent development in managers for a long time. An effective solution is to give subordinates challenging job opportunities and coach them.
Enabling Employee Coaching - Subordinate Counseling and Motivation" said that many managers are very busy and tired, and many subordinates are at a loss, work efficiency is low, and they cannot complete work goals and tasks, a very important reason is because managers do not fulfill their responsibilities, do not bring their subordinates up, and neglect to cultivate and motivate their subordinates. The systematic methods and training of the course help enterprise managers master the basic coaching cognition, train them to quickly improve the ability of their subordinates, stimulate the motivation of their subordinates, let their subordinates develop the habit and ability to find solutions by themselves, and master the methods and skills of coaching and motivating subordinates, so as to help the organization cultivate talents, improve organizational capabilities, and turn managers from "big salesmen" and "nannies" to real managers, so that the overall performance level of the team can be improved, and the company can obtain a steady stream of talents. There is a strategic guarantee to achieve the company's goals.
Course Benefits:1Rethink your nurturing behavior and recognize the importance of managers nurturing their subordinates.
2.Recognize the role and value of various cultivation methods, and master the correct methods for the formulation of subordinate training plans.
3.Master different methods of cultivating subordinates, and master the correct way to motivate subordinates.
4.Master the four-stage method of OJT coaching, and provide targeted coaching at different stages for different employees.
5.Master the action plan and use the action tools to implement your own coaching and motivational actions in your work.
6.Master the coaching and management tools, and be able to increase the means of coaching and motivation for subordinates in daily work.
After-School Action Tools:
1. Skill inventory table of department members 2. Training plan of department members.
3. Employee Counseling Tool Form 4. STAR Feedback Form.
5. Job decomposition table 6. Team incentive management tool table.
Course duration: 2 days, 6 hours (content and time can be adapted according to specific needs).
Course Target: Middle-level and grass-roots managers.
Course method: situational drill + tool use + combination of training and combat + case analysis, etc.
Course outline. Lecture 1: Subordinate Counseling Objectives - Grasp the timing and needs, and set goals from the gaps.
1. Cultivating subordinates is the first important thing for managers.
Reflection and discussion: Have you cultivated your subordinates?
1.A common phenomenon of subordinate cultivation for enterprise managers.
2.Managers accomplish their goals by achieving performance through their subordinates.
Ponder: Why it is the responsibility of the boss to nurture subordinates.
Second, the needs of subordinate cultivation diagnosis.
1.Identify when subordinates need to be nurtured.
Tool: Department Member Skill Inventory Table.
Timing 1: A time when subordinates need to improve their abilities.
Timing 2: Pay attention to the timing of nurturing subordinates at work.
2.Find out what needs to be nurtured by subordinates.
Method 1: Explore nurturing needs with your subordinates.
Method 2: Evolve around performance and competence.
3. From gap analysis to goal setting.
Tool: Company job competency model.
1.Unified cognition with subordinates: job ability requirements.
2.Agree with subordinates: actual ability value.
Lecture 2: Subordinate Counseling Plan - Formulate a cultivation action plan to cultivate talents according to the characteristics of employees.
1. Preparation of subordinate cultivation plan.
1.Inventory of department personnel.
Achieve tripartite matching: post-personnel-ability matching.
Dimensions: Ability dimension and willingness dimension.
Tool: Departmental Talent Map.
Group practice: make a talent map of the department.
2.According to the maturity of employees, the corresponding cultivation method is adopted.
1) For low ability and high willingness: guidance.
2) For high ability and high willingness: authorization.
3) For high ability and low willingness: guidance.
4) For low ability and low willingness: teaching.
2. Formulate an action plan for the cultivation of subordinates in the department.
Step 1: Identify your goals.
Step 2: Consensus content and method.
Step 3: Confirm the time and period.
Step 4: Create a nurturing schedule.
Step 5: Complete the subordinate's IDP
Group practice: Trainees develop departmental development plans.
Lecture 3: Subordinate Counseling Development - Improve Counseling from Multiple Dimensions through Detailed Counseling.
Tools: Employee Coaching Tool Sheet.
1. Make counseling a process through the four-step method of counseling subordinates.
Step 1: Counseling Preparation – Preparation is the beginning of success.
Purpose: To make learners relaxed and happy, understand the degree of understanding of work, stimulate interest in learning, and enter the correct learning position.
Step 2: Teach the work – do it step by step.
Note: Clearly emphasize the main points, patiently guide and explain the reasons for the main points.
Step 3: Try the practice – correct and encourage.
Way 1: Let him try it out and correct his mistakes.
Way 2: Ask him to say the steps as he goes.
Way 3: Let him say the main points as he does it.
Method 4: Let him make a change and explain the main points.
Step 4: Verify the results – gradually become able to work independently.
Format: Arrange specific work, develop people who can help.
Second, through the "three meetings" to improve the quality of counseling.
1.Listening: Focused listening hears the other person's intentions.
2.Ask questions: Ask open-ended questions.
3.Feedback: Positive feedback and improved feedback.
Tool: Star Feedback Form.
3. Make counseling more comprehensive through eight methods (hierarchical counseling).
Level 1: Junior employees - tell cases and demonstrate.
Level 2: Mid-level employees – ask questions and talk about experience.
Level 3: Middle- and high-level employees - give opportunities and be coaches.
Level 4: Senior employees - clear positioning, expectations.
Discussion: Application scenarios of eight coaching methods (case study).
Fourth, make the counseling basis by formulating a homework breakdown table.
Tool: Job Breakdown Table.
1.Clarify the steps of the assignment: Make the tutoring clear.
2.Refine the key points of the steps: Focus on the key points of counseling.
3.Rationale the point: Understand the meaning behind it.
Situational exercise: In small groups of two, complete the assignment breakdown table of a job on the spot, and start to use the four-step method of coaching.
Lecture 4: Subordinate Motivation and Recognition - Enhance the internal motivation of employees through incentives.
Case Study: Stern Manager Wang.
Discussion: Why is motivation important?
Discussion: When employees need to be motivated.
Analysis: Traditional incentives.
1. Classical motivation theory.
Discussion: Share a memorable and inspiring experience from the past.
1.Maslow needs hierarchical strength.
2.Herzberg's two-factor theory of motivation.
3.Davy's Theory of Achievement Motivation.
Second, the two dimensions of motivating subordinates.
Tool: Incentive model.
Dimension 1: Inspire possibilities at the vision, mission, and value levels.
Dimension 2: Delivering results at the capacity, action, and planning levels.
Discussion: Application scenarios of two dimensions and six levels of incentive methods (case study).
3. Incentives vary from person to person (2 aspects).
Tools: Team Incentive Management Tool Table.
1.Personal preferences: Understand individual differences in temperament, internal needs, and expectations for presentation.
2.Subjective feelings: Different people react differently to the feelings of motivation.
Case Study: Huawei's 2015 Global Mid-Autumn Festival Gift.
Personal Practice: Develop an action plan to motivate subordinates in the department.
Group Exercises: Take the stage to present – motivational scenario exercises.
Learning Summary and Action:
Group Discussion: Curriculum Acquisition and Value.
Individual action: an action plan in conjunction with the business.