EMPLOYEE FOCUSED AND LEARNING CULTURE

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Information about EMPLOYEE FOCUSED AND LEARNING CULTURE

Published on March 13, 2016

Author: sassygal214

Source: slideshare.net

1. • TITLE : EMPLOYEE FOCUSED • AND LEARNING CULTURE • TRAINEE: ‘’TOMORROW THE WORLD’’

2. PROGRAMME SCHEDULE • Introduction 9.00 am – 9.30 am • Session One: Coaching 9.30 am – 10.30 am • BREAK 10.35 am - 11.00 am • Session Two: Mentoring 11.05 am – 12.05 pm • BREAK 12.15 pm – 1.00 pm • Session Three: Leadership Development 1.00 pm – 2.00 pm • BREAK 2.00 pm – 2.30 pm • End of Programme: Evaluation 2.30 pm – 3.00 pm

3. COMPANY • Vision • To be a Leading Oil and Gas Multinational of Choice • Mission • We are a business entity • Oil and Gas is our core business • We add value to this resource • We contribute to the well-being of society • Vision and Mission • These statements define PETRONAS as an organization, guiding our • corporate activities and policies, setting our course for the future.

4. PROGRAM OBJECTIVE - Recognize particular approaches to build a training atmosphere - Find methods for bringing basic guiding viewpoints into your administration style - Create inspiration and relational abilities that backing your part as a mentor.

5. LEARNING OUTCOME • • to make sure training is beneficial somehow to everyone. • teamwork in an organization regardless position • learn to experiment with ownself

6. ACADEMIC OVERVIEW E N S U R E A C T I V I T Y H E L D U S E F U L I N P R O F E S S I O N A L I S M A N D I N D I V I D U A L I S M O F E M P L O Y E E

7. HERE GOES..

8. COACHING SKILLS

9. • Obj: - Be able to correct an employee behaviour without threathening - able to use four step process and enhance it •Skills: - Setting an expectation for yourself - Able to analyze performance problems

10. ACTIVITY SCHEDULE • What is coaching ? 9.30 am – 9.40 am • Importance Reason 9.40 am – 9.50am • Coaching Benefit 9.50 – 10.00 am • Coaching Activity 10.00- 10.30 am

11. Coaching is a direct process that a manager choose to orient and train the workplace realities and also help removing barriers to optimize the work performance of his employee

12. IMPORTANCE REASON • APPROACH TO MANAGEMENT • SET OF SKILLS • TOTAL OF ALL COACHING SKILLS

13. COACHING BENEFITS To organization : • high performance and productivity • improve relationship within employee and department • motivates people • adoption of new management style Common : Coaching.com

14. WANNA HAVE A BEER?? • 4 STEP MODEL TO CRITICIZE AND CORRECT THE PERFORMANCE & BEHAVIOUR PROBLEMS OF AN EMPLOYEE

15. MATERIALS: Flipchart stand Paper Markers

16. PART 1: INTRODUCTION

17. •Part 2: ROLE PLAY DISCUSSION

18. • Part 3: BEER • B – BEHAVIOUR • E – EXPECTATION • E – EFFECT • R – RESULT

19. • Part 4: Practice & Summary

20. M E N T O R I N G S K I L L S S E S S I O N T W O Internal

21. SCHEDULE: • Objective 11.05 – 11.10 am • What is Mentoring /Mentor? 11.10 – 11.15 am • Protegee? Mentee? 11.15 – 11.20 am • Concept of Mentoring 11.20 – 11.30 am • Skills A Mentor Need 11.30 – 11.40 am • Roles of a Mentor 11.40 – 11.50 am • Mentor vs Coach vs Teacher 11.50 – 12.00 pm • Activity 12.00- 12.30 pm Internal

22. OBJECTIVE: Internal • DEFINING MENTORING WHICH WOULD BE BENEFICIAL FOR BOTH PARTY • BE ABLE TO LEARN ABOUT YOUR OWN AWARENESS AND SELF ESTEEM • SOCIAL SKILLS AND HOW TO INTERACT WITH PEOPLE • WHY YOU SHOULD MENTOR AND HOW TO MENTOR.

23. WHAT IS MENTORING/MENTOR? Internal (Asha, 2015)

24. PROTÉGÉ? MENTEE ? Internal POSITIVE ATTITUDE EAGER TO LEARN PATIENCE ACCEPT FEEDBACK GAUGE IN MEASURING THE CONNECTION BEWEEN MENTEE AND MENTOR STUDENT WHO WOULD ABSORB THE MENTOR’S KNOWLEDGE WITH AN AMBITION TO USE IT FOR THEIR GOOD AS WELL AS PRACTICES IT Anon, 2015

25. CONCEPT OF MENTORING M – MANAGING RELATIONSHIP E – ENCOURAGING N – NURTURES T – TEACHING O – OFFERING MUTUAL RESPECT R – RESPONDING TO MENTEE NEEDS Internal

26. SKILLS A MENTOR NEED • KNOWLEDGABLE IN YOUR EXPERTISE FIELD • NO PLAY FAVOR • PROVIDE FEEDBACK TO MENTEE • PUNCTUAL • PROVIDE GOOD ENVIRONMENT FOR MENTEES • PUT MENTEE NEED BEFORE OWN Internal

27. COACH cheerleader CHAMPIONfriend counselor R O L E S O F A M E N T O R Internal Morgensen, 2015)

28. MENTOR VS TEACHER VS COACH • MENTOR : EXPERIENCED INDIVIDUAL SHARING KNOWLEDGE WITH SOMEONE WHOM IS LESS EXPERIENCED IN THE NAME OF MUTUAL TRUST. • ROLE: BUILD CAPACITY • TEACHER: ONGOING, LOCATED IN FORMAL PLACE OF EDUCATION • ROLE: SHARE KNOWLEDGE BY EXPLANATION & INSTRUCTION • COACH: TASK ORIENTED, SHORT TERM AND PERFORMANCE DRIVEN. • ROLE: HELP IMPROVE PERFORMANCE ON JOB AND LEAVE (Quora, 2015)

29. ACTIVITY Internal

30. SHARE ACTIVITY HISTORY Internal

31. LEADERSHIP & DEVELOPMENT S E S S I O N T H R E E

32. ACTIVITY SCHEDULE • Aim 1.05 – 1.10 pm • Learning Outcome 1.10 – 1.15 pm • What is Leadership Development? 1.15 – 1.25 pm • Purpose of Leadership Development 1.25 – 1.35pm • Importance 1.35 – 1.40 pm • 4 Factors of Theory of Leadership 1.40 – 1.50pm • Activity 1.50 – 2.30pm

33. IN THEIR ORGANIZATIONAL GOAL BY LEADERSHIP AND DEVELOPMENT AIM

34. LEARNING OUTCOME• THE MEANING OF LEADERSHIP AND DEVELOPMENT • PURPOSE OF IT FOR INDIVIDUAL AND ORGANIZATION

35. WHAT IS LEADERSHIP & DEVELOPMENT • A working definition: intentional effort in order to provide leaders and upcoming leaders an opportunity to learn , adapt and develop.

36. PURPOSE OF LEADERSHIP DEVELOPMENT PRODUCING INDIVIDUALS WITH SKILLS TO BE FUNCTIONAL FOR AN ORGANIZATION • Makes the company more efficient • Increase in moral and ethics • Better relationship among the employee • Increase organizational viability and flexibility

37. IMPORTANCE • change management • art of listening • brings out leadership • be able to guide

38. 4 FACTOR THEORY OF LEADERSHIP • DEVELOPED BY DAVID BOWERS & STANLEY SEASHORE IN 1966 Mindtools.com, 2015

39. 1. PROVIDE PERSONAL SUPPORT 2. ENCOURAGE TEAMWORK 3. FOCUSED ON GOALS 4. EFFECTIVELY HELPING PEOPLE TO WORK

40. THANK YOU

41. ACTIVITY SESSION

42. MAGIC CARPET -

43. MATERIALS • Paper/ Rug • group of 5

44. THANK YOU Internal

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