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Interactive session on ‘Application of behavioral competencies in workplace’. Ms. Punam Singh Dr.Jayashree Raveendran IPE. TIPS FOR TRAINERS. Competencies develop over time.. Not overnight! - But INTEREST makes the difference

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interactive session on application of behavioral competencies in workplace

Interactive session on ‘Application of behavioral competencies in workplace’

Ms. Punam Singh

Dr.Jayashree Raveendran


tips for trainers
  • Competencies develop over time.. Not overnight!

- But INTEREST makes the difference

- Develop a genuine interest in the art of training. So, COMMIT!

  • Doctor.. Teacher…

- Take on a teacher’s role – listen, guide, support!

  • Concepts

- Relate them to reality [ Home work for u!]

  • Communicate

- Clarity of thought

- Clarity of expression

- Rehearsals work!

why this session
Why this session?
  • To illustrate different workplace situations that often go unnoticed but have implications for managerial effectiveness
  • Application of the concepts learnt
  • To test the tackling competency in such situations
evaluation parameters
Evaluation Parameters

The way you handle the situation in terms of

  • Application of the behavioral competency
  • Clarity of the thought process
  • Clarity of expression
  • Peer evaluation in the sheets provided to you
A firm that was involved in heavy construction found that the frequency of accidental injuries was very high. The training program had stressed safety procedures, and the workers were thoroughly acquainted with what they should do to protect themselves from injury. However, simply knowing the safety rules in this case did not cause the workers to behave in a safe manner. The supervisors concluded that while the workers knew what was expected, they simply were not doing it. Some were found to be welding without safety glasses. Equipment was serviced without being turned off (as safety codes required). Power tools were operated without shields, and workers were not wearing gloves when they should have been.
  • The workers knew the rules, but they had not developed the proper attitudes toward them. What was needed was a learning experience that would create a change in how workers felt about the rules.
  • Considering the fact that attitudes change and learning new attitudes can be best accomplished in a situation where emotions are high, what might the superiors do to create positive attitudes and motivation for the workers to follow the safety rules and be conscious?
Magic ideas Ltd., an innovation solutions marketing firm was successful in hiring a group of 4 fresh management graduates from a well reputed institute. All the four were highly intelligent, top rankers, and possessed excellent communication skills. They were also creative and in a very short time, their ideas in brainstorming sessions were big hits and the management could compliment the group for their decisions. They have now got a new project to be handled as a team. But as the deadline draws near, the team only finds the major chunk of work incomplete and they decide to take a stock of work done. To escalate their state of confusion, they find a messy state of work done. Their boss identifies the lack of commitment in the boys which is attributed for this status of the project.
  • How would the boss point out the significance of commitment for work in a situation like this? How can the commitment levels be enhanced?
Four people are carpooling to their office. Here are some comments made in a discussion of why their office is not a good place to work.
  • The work is boring
  • There is nor future in a dead-end job like mine
  • The boss is stupid
  • The pay is low. We deserve more.
  • If you are a part of the group and are participating in such a conversation, what are the reasons for the development of such attitudes?
Mario and Denise share a small office. Mario was continually irritated because every time a customer called with an unusual or seemingly unreasonable request, Denise would slam the phone down at the end of the conversation and make disparaging remarks about the customer. Mario figured that all requests made by customers should be treated as legitimate. Mario finally lost his cool and said, “Denise, I wish you would quit slamming the phone down at the end of conversations. I find that are very annoying!” Denise looked at Mario and said, “I wish you would stop preaching others. That’s very annoying”.
  • A silence came over the room and the coworkers went back to work. They didn’t communicate the remainder of the day unless it was absolutely necessary.
  • What is illustrated by this example? What would you suggest Mario and Denise do the next morning when they arrive at work?
You take your car to have the electrical system checked. The sign over the door to the work area reads, “Customers not allowed in the area.” The door is ajar and out of curiosity you look in. You see grease, dirt, trash and clutter everywhere. There is a puddle of oil under the lubrication area. Dirty rags are lying around, and a rack for wrenches and hand tools is nearly empty. The tools on the workbench are in disarray or on the floor. There is a large stack of old tires in one corner and piles of boxes with used parts in another.
  • A mechanic wearing a grimy baseball cap backwards walks across the shop and kicks every cardboard cartons out of his way. He calls out, “Larry, where’s my 17 millimeter socket?”
  • Are you going to leave your car in this shop?
  • Are the mechanics going to be careful and conscientious as they check your car?
  • Will they be efficient? Will they waste any time (at customer expense) because of their disorderly shop?
  • As you think about the places where you do business, how often do you see this kind of disorganized work environment? Is this situation typical of efficient, productive, successful workplace?