LEADERSHIP

1. LEADERSHIP

2. Learning Objectives • At the end of the training, participants are expected to: • Acquire skills for managing people, productivity and quality. • Identify key Leadership and Coaching skills.

3. Module 2 leadership

4. Section1 People & team management

5. TMLC Framework

6. HIRE Envision & Clarify Competency Hire / Recruitment Induction Training Team Mentality / Culture Dev. Coaching Performance Appraisal & Feedback Retention GROOM TRAIN RETAIN

7. Definition of Competency • A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated. • Competency is a determining factor for successful performance • The focus of competency is behavior which is an application of skills, job attitude and knowledge. Competency

8. Definition of Competency Skill Job Attitude Knowledge Competency Observable Behavior Job Performance

9. Competency and Job Description • Job description looks at what, whereas competency model focuses on how. • Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job • Competency studies the people who do the job well, and defines the job in terms of the characteristics and behaviors of these people.

10. Types of Competency • Managerial competency (soft competency) • This type of competency relates to the ability to manage job and develop an interaction with other persons. For example : problem solving, leadership, communication, etc. • Functional competency (hard competency) • This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example : market research, financial analysis, electrical engineering, etc.

11. Benefits of Using Competency Model • For Managers, the benefits are: • Identify performance criteria to improve the accuracy and ease of the hiring and selection process. • Clarify standards of excellence for easier communication of performance expectations to direct reports. • Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues. • For Employees, the benefits are: • Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. • Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. • Provide development tools and methods for enhancing their skills.

12. Key Characteristics of Successful Implementation • Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. • Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes. • Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. • Self-DirectedApplication: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support. • Acculturation: In competency systems that work, they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time.

13. Competency-based Training Framework Current competency level of the employee Competency Gap Required competency level for certain position Training and Development Program Competency Assessment

14. Competency Profile Per Position

15. Competency Profile Per Position

16. Training Matrix for Competency Development V = compulsory training

17. IGROW Model

18. IGROW Model: ISSUE ISSUE: • It is always recommended to start the coaching conversation by detailing the issue or performance improvement opportunity the employee is displaying. • The issue should always include clearly measurable performance indicators such as sales targets, customer satisfaction ratings, dollars collected, percent to goal, etc. • Speaking in terms of measurements and presenting the issue up front, ensures that the employee is focused on where they need to make a performance improvement and that they are prepared for the coaching conversation.

19. IGROW Model: GOAL GOAL: • Presenting your goal for the coaching conversation will help to establish boundaries and will focus on the end result you hope to achieve through a performance improvement. • Goal for the coaching conversation is not to establish your role, that was done long ago, but to enact a positive change in behavior and ultimately a performance improvement. • One of the most successful ways to do so is to encourage the employee to examine their behavior.

20. IGROW Model: ROOT CAUSE ROOT CAUSE: • A crucial portion of the coaching conversation as you will gain valuable insight for use in later areas of the coaching conversation. • Be focused on the behaviors or skills that the employee may be struggling with. • Managers and coaches have a tendency to focus on high level facts such as metrics and drivers, but to truly achieve a performance improvement you have to understand what behaviors are driving the issue so that you can work to make those same behaviors a success enabler.

21. IGROW Model: OPTIONS & WHAT’s NEXT OPTIONS: • IGROW Model and conversation should be focused on creating a plan to develop a skill that will lead to a performance improvement. • keep in mind that Adult Learning Theory tells us that adults learn in three distinct ways, visual, auditory, and kinesthetic. When able, employing all of these methods will often produce the best results. WHAT’S NEXT: • Focus on creating a plan to leverage the agreed upon options. • Should provide it with opportunities to learn the skill or behavior, to practice it, and to formally receive feedback on their progress.

22. High Low Matrix Coaching Model Hi Skill Low Will Low Hi

23. High Low Matrix Coaching Model • First, identify the person’s skill and will to accomplish the specific task. • Then, use the matrix to identify an appropriate coaching/management style. i.e. use “delegate” for people high in both skill and will, or “guide” for those with high will but low skill for the task. • Finally, discuss the intended approach, and the reasons, with the person assigned to complete the task. The discussion will help confirm or clarify own perceptions of their skill/will, and if necessary allow to modify intended interaction style.

24. High Low Matrix Coaching Model: Advise Advise Teach & train Provide guidance Praise & endorse • Advising is focused on providing the skills necessary to turn the employee's motivation into success. • By focusing on teaching or training the skill, you will leverage the employee's desire and provide them with the necessary tools to improve. • Throughout the learning process, it is key that you continually give the employee praise and endorsement for their improvements.

25. High Low Matrix Coaching Model: Motivate Motivate Top into motivators Identity constraints Praise and endorse Hi • Determining what the employee's 'hot buttons' or motivators are. • Determined their hot buttons, focus on them. • Use the new found knowledge to show your appreciation. • Determine if there are any road blocks or constraints that the employee is experiencing. • Often times removing these road blocks or providing options, can alleviate their challenges with motivation. • This coaching model will also help determine if the approach should be one of Coaching vs. Counseling

26. High Low Matrix Coaching Model: Direct • Directing is focused on a combination of the previously discussed coaching techniques applied together. • The two key areas to focus on are training and praising. Direct Teach & train Provide guidance Identify constraints Tap into motivators Praise & endorse • Provide the employee with the tools to develop their skills. • Giving the employee low risk opportunities to practice their skills and to succeed, will give you the ability to provide them with the positive feedback they need, and will result in a confidence building experience for them. Low Low

27. High Low Matrix Coaching Model: Delegate Delegate Give additional responsibility Praise & endorse Collaborate on decisions • Delegation, when used effectively, will often take more time than just doing the task yourself. • Giving highly motivated top performers the opportunity to be challenged and to continue to learn will ensure they continue to be highly motivated top performers. • While delegating, should also focus on praising and endorsing what they do well as well as offering them opportunities to either make decisions or to collaborate on decisions being made. • To ensure the successful in approach, be sure to spend time prior to coaching session thinking about where the associate falls, what motivates them, and what options may want to offer.

28. 5 Key Components of Appraisal /Review • Planning and Preparation • Starting the Meeting • Discussion • Closing • Follow-up

29. Planning and Preparation • The first step is to give the employee sufficient notification of the date of the meeting make sure that you allow sufficient time for you to rate your employees and for your employees to complete their self-appraisal • Note any discrepancies that exist between your ratings and the employee’s self-appraisal and prepare to answer those • Prepare to not only provide the ratings, but also discuss the reasons for the ratings • Prepare to support your reasons with actual examples that stay focused on performance-related behaviors • In order to be optimally prepared for the interview, select the exact words to use for introductory statements and to confront defensiveness

30. Planning and Preparation Gather: • the job description and performance standards • goals set from the last appraisal • work rules and procedures • your documentation notes • any feedback or letters from customers/co-workers • current disciplinary memos • the previous performance appraisal Before filling out the appraisal form, take a moment to: • list the main areas of responsibility • what the employee has done well • what the employee needs to improve in • what you can do to help the employee do a better job

31. Planning and Preparation Remember to avoid: • Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good rating • Horns Effect - tendency to rate an employee lower than circumstances warrant • Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance • Cookie Cutter Effect - not focusing on individual specific performance and rating all your employees, or groups of employees the same

32. Conducting the Appraisal Discussion • The opening of the meeting should put the employee at ease as quickly as possible • "I’d like to start by hearing you talk about your accomplishments over the last year. What things did you do that you’re really proud of?" • "Where did you feel you could have done better?” • “As you try to work on that in the upcoming year, what would make it more likely for you to be successful?” • Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.” • Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments.

33. Conducting the Appraisal Discussion • Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.” • Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments. • Promote and encourage dialog, if there is no verbal communication, distrust and resentment may emerge • You should recognize the dynamics and retain control of the meeting

34. Conducting the Appraisal Discussion • Do not be drawn into discussions concerning other behaviors and other employees • The discussion of future performance is very important for summarizing the evaluation aspect and helping both of you close the meeting in a positive fashion • Ask open-ended questions • Match your words with appropriate facial and body language • Paraphrase to ensure understanding • Emphasize points of agreement • Make a special effort to listen

35. “Mistakes My Managers Make” the Industry Experts Speak –collated data/remarks • Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication. • Forgetting appraisal is about improvement, not blame. • Thinking a rating form is an objective, impartial tool. • Stopping performance appraisal when a person's salary is no longer tied to the appraisals • Believing they are in position to accurately assess staff. • Canceling or postponing appraisal meetings • Measuring or appraising the trivial • Surprising employees during appraisal

36. Closing and Follow Up Spend only about 30% of the time discussing the past and 70% talking about future performance,"

37. Closing and Follow Up • Identify Training and development needs based on the evaluation • Share the employee’s additional views/ answer questions • Decide on the next feedback session to follow up on the goals set • Ask/offer to put the details of the agreeable terms of the meeting in an email to document • Motivate the Employee to look ahead and charter the future course of performance • Thank the Employee for his/her time

38. Educational Benefits Performance based incentives Performance based incentives Flexi-time Flexi-time Flexible Salary Benefits Regular Get together and other cultural programs Wedding Day Gift Employee Referral Scheme Employee Stock Option Plan Employee Benefits Provided by Majority of the BPO Companies Group Medi-claim Insurance Scheme Personal Accident Insurance Scheme Subsidized Food and Transportation Company Leased Accommodation Recreation, Cafeteria, ATM and Concierge facilities Corporate Credit Card 7. Cellular Phone / Laptop Personal Health Care Loans

39. Retention – A Big Challenge • The fierce competition for qualified workers results from a number of workplace trends, including: • A robust economy • Shift in how people view their careers • Changes in the unspoken "contract" between employer and employee • Corporate cocooning • A new generation of workers • Changes in social mores • Life balance

40. 10 Strategies for Employee Retention

41. 10 Strategies for Employee Retention

42. 10 Strategies for Employee Retention

43. 10 Strategies for Employee Retention “A good place to start is a quick assessment of all areas, resulting in a plan that prioritizes improvement areas and delivers measurable results.”

44. Section 2 Operations & workplace management

45. Introduction • What is an Outbound Campaign ? An outbound campaign is one wherein an agent by means of a automated dialer, solicits a customer to offer a particular service or product. • Key Metrics for Outbound • Key Metrics Sales Per Hour • Login Hours • Contacts Per Hour • Conversion Rate • Quality • Accuracy • Bounce/Held sales %age • Lead wise percentage achievement on SPH

46. Channels

47. Channels

48. Key Metrics Card Services Technical Support Effectiveness Metrics: • Service Quality • Escalations • Routing to other departments • Transaction Reject Rate Efficiency Metrics: • Service Level timeliness • Rate per Hour (RPH) Effectiveness Metrics: • Overall very Satisfied (Email& Chat) • Overall Dissatisfied (Email& Chat) • Service Levels (Email& Chat) • Backlog (Email) • % Incidents Tracked (Email) Efficiency Metrics: • AHT (Chat) • Average Time to Accept Chat (Chat) • Abandonment Rate (Chat)

49. Productivity Productivity is a simple measure that calculates the ratio of what is produced to what is required to produce. In other words it is the RATIO of: Efficiency -------------------- Effectiveness

50. Barriers to Productivity Too many emails Too much work Lack of clear priorities Too many meetings- poor management skills and time management Unclear objectives- poor management strategic direction and communication Not enough resources- effect of downsizing and “doing more with less” Poor IT optimization – inflexible or unreliable technology supporting a business that is required to be flexible and adaptive