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Facilitator Guide Template Powerpoint

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Facilitator

Transcript: Why are we here? Owner/Managers Benefits Capturing Ideas Facilitation SOPs - To provide a positive and safe learning environment for people who attend KFAC - To support and uphold outdoor educational learning principles and promote a positive outdoor educational experience Program Director Experiential learning is the process of learning through experience, and is more specifically defined as "learning through reflection on doing". Skills and Techniques Ensures safety and good practice Facilitators Debriefing Clear purpose Hospitality Encouraging Time Keeping To Educate Multiple Intelligences Conflict Resolution Creating boundaries and parameters Facilitator sets the tone Programing Intuition - Punctuating the key learning points before an activity or experience takes place. - Build on Prior Knowledge and experience - Purpose Experiential - Ice Breakers - Group forming - Communication and Problem solving - Build Trust - Draw on skills Effective Facilitator Program Developer Maintenance "Deano" Rapport Building - Opportunities for creativity - Relationships are developed and nurtured - Experience success, failure, adventure, risk-taking and uncertainty, because the outcomes of the experience cannot totally be predicted. - The design of the learning experience includes the possibility to learn from natural consequences, mistakes and successes Guiding learning Front loading - Draws on the experience and learnings. - Creates environment for students to talk openly about sucuess and failures - Opens discussions for improvements and moving forward as a group. Sequencing Active Listening

Facilitator Guide

Transcript: Global IBMer program Document Use Examples A PBC team-based decision-making session is a discussion, facilitated by an upline manager, where an organization's 1st-line managers meet to assess the relative contributions of the employees in their respective departments to achieve consensus on: What is the PBC team-based decision-making session? List: Document each employee's performance, including specific examples and data, on: Results achieved against goals, what was achieved and how it was achieved Full scope of job responsibilities Demonstration of IBM values THINK40 Completion PBC Distribution should reflect Business Results Obtain feedback for all of their direct reports from other relevant sources -- such as team leads, customers, colleagues, and others. Obtain input from any matrix manager regarding an employee’s performance. What are the desired outcomes of the session? The TBDM Session will focus on PBC 1 and PBC 3. PBC 2 and 2+ distribution will be determined by the 1st line managers. After TBDM: roles and responsibilities Active Participation Resources Final List International Assignees (IA) Group employees in natural combinations: band, function, role or job family. Do not group and compare widely different groups of employees. People managers should be grouped separately from employees. Consider separate sessions to discuss Band 10s because of the increased level of expectations for these employees. This may require a team-based decision-making session at a different level of the organization than for Bands 1-9. Include: Employees on LOA who worked MORE than 90 working days during the year International Assignees Cross-border matrix employees In-country matrix relationships Employees who changed jobs on October 1 or later (these employees are included in the team-based decision-making session of the previous organization) Exclude: New hires employed October 1 or later Employees on LOA with less than 90 working days during the year Fixed Term Employees (Non Regulars) Understand the Unit’s business environment Actively participate Understand there may be differences in opinion and stay focused Understand Up Line direction for GDP allocation When IBMers leave one country to work in another, they should create their PBCs and enter goals in their home country/region version of the PBC tool. (IBM uses 3 regional versions of the tool.) The employee will take day-to-day work direction from a manager in the host country. The host country manager, or whoever is providing work direction instead, should complete the PBC assessment and rating in the IBMers home country tool. This is important so that PBC rating history remains in home country HR data Is there any trend in employee ratings that does not reflect actual performance? For example, are the ratings or bonuses of a manager’s direct reports similar? Did I consider extraneous factors that are not directly related to an employee’s results or contributions? For example, did I consider longevity in a position, educational level, gender, race, etc? Did I put too much weight on a single incident or achievement to determine an employees rating? As a participant, you are encouraged to “police” other participants during the session, noting when others are becoming too much of an advocate, or discussing inappropriate information. Organize information: Reflect business results Not be applied to groups of less than 100 Not be applied at a 1st line manager level You should provide specific results and behavior examples for your employees Focus will be only in current year's performance So, What is next? As part of the Performance Management process, there are more task to complete. Always keep in mind that is all about improving the performance of our people, being essential. Remember how the nine practice are being reflected in you as a manager and how you can put some of them in practice through this process. Managers love to have everything documented. Here you have a perfect opportunity to put that in practice. Use all the information you gather to arrive a PBC rating decision, and use it to state a written feedback for each employee. You can use the same examples you used for the TBDM session. Include strong points and improvement points in all employees. We will talk more about this at the end of the year, but lets start changing our mindset about PBC feedback documentation in the tool. Start getting ready to handle difficult conversations. Be informed: Document: Not on performance improvement over a previous year, potential, personal characteristics or salary. It is about Performance Management. At IBM, performance is assessed not only on how you performed your job responsibilities, and your results achieved against goals, but also in terms of relative contribution -- your contribution to IBM's success relative to your peers’ contributions. Performance is also assessed based on how you achieved results, especially through your demonstration of the IBM

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