Добавил:
ivanov666
Опубликованный материал нарушает ваши авторские права? Сообщите нам.
Вуз:
Предмет:
Файл:Basics of entrepreneurship in the motor transport industry. Study guide
.pdf
4. Conducting the assessment
5. Analysis of results
The collected data can be presented in the form of a table. Then compare
them with the original criteria that candidates must meet.
There are situations when the necessary specialist is found, but he/she
leaves after 2 months of work. What happened in this case? Most likely, the
candidate's motivation was misjudged at the selection stage. It often happens
that when assessing competence and experience, managers miss the motivation
assessment: «The candidate has all the necessary skills, excellent
recommendations, good experience».
How to check motivation?
To check a person's motivation and identify the main risks at the selection
stage, just ask a few questions. These questions will help you clarify that the
candidate:
understands what he/she will be doing;
wants to do it.
Some tips:
1. You should tell in detail about the position, the company, future tasks
and management's expectations of the candidate. It is also important to tell
about the position, tasks, and degree of responsibility because people can
often build incorrect hypotheses from the job description. For example, the
candidate thought that the position implies a greater degree of responsibility
and freedom in decision-making, but in fact he has to coordinate every action
with management. Such a mismatch of expectations greatly reduces
motivation.
2. You should check the candidate's motivation in terms of the past,
present and future. Here you should ask questions that will reveal the
coincidence or mismatch between the expectations of the management and the
desires of the candidate. It is important to check that the candidate likes the
field, the size of the company, the level of the position and the range of tasks.
These parameters can be divided into three blocks:
→ Past – questions about how consciously the person came to this field of
activity.
→ Present – how consciously they approach the job search in terms of the
level of the company and the position.
→ Future – how suitable are the tasks, positions and prospects of the
company.
Thus, it is clear that assessing competence and experience is not enough.
Even a very professional candidate may not be useful if they have not fully
clarified the company's expectations or their ambitions do not match the tasks
and level of the position. It is important not only to ask a question on
motivation, but also to make sure that an answer has been received, so it is
recommended to take notes on the conversation.
141
The skill-will matrix
The skill-will matrix is a tool that compares the desire to perform a task
with the candidate/team member's ability to perform it well.
It is displayed as a 2 x 2 quadrant. Each quadrant shows how a manager
should interact with or manage employees who fall into that quadrant. In this
matrix, «will» (willingness, enthusiasm, and commitment) is located vertically,
and «skills» (core abilities) are located horizontally (Figure 9.6).
Quadrant I: Highly skilled, highly motivated. Interact: delegate.
Quadrant II: Lowly skilled, highly motivated. Interact: guide.
Quadrant III: Lowly skilled, low motivation. Interaction: direct.
Quadrant IV: high qualification, low motivation. Interaction: excite.
Fig. 9.6. The skill-will matrix
After such a comprehensive analysis, you can already decide whether the
candidate is suitable for the tasks of your project, or understand how to develop
a potential project participant if he/she has excellent potential, but he/she is
slightly lacking in some competencies.
9.6. Assignment of responsibility
An effective way to assign responsibility is the RACI matrix.
RACI is an abbreviation that includes four roles:
Responsible (for the work) is the one who directly carries out the task.
Accountable (for the result) is the one who accepts the work and is
responsible for the result.
142
Consulted is the one who consults others when performing the task.
Marketologist
Sales head
manager
Executive
director
General director
Mount
development
R C A
–
Transportation
and mount
installation, its
filling
C C R
A
Mount visitors
consultation
I R A
—
Signing of
contracts
I C R
A
Informed is the one who is aware of the decisions made and the
progress of the task, but cannot influence them in any way.
The RACI helps to avoid situations when it is unclear who makes the
decisions, who does the work, who is responsible. Most often, the matrix is
a table where tasks are located vertically, and positions/job titles of specific
people are located horizontally. At the intersection there is what roles they play
in the project.
For example, a company plans to participate in an exhibition. Here is what
the RACI matrix for this project might look like:
responsibility. For example, to find out that some task has too many
performers (this can lead to shifting responsibility), while others are left
without attention.
business process steps or other set of actions for which you need to assign
responsibility.
Fig. 9.7. Responsibility assignment matrix RACI
The matrix helps to analyze the distribution of authority and
Algorithm for developing a responsibility assignment matrix
1. Identify and write out vertically the tasks / intermediate project results,
2. Identify and write out horizontally all roles or specific people.
143
3. Put As for each task. It is better to start with this role, since it is easy to
Advantages
Disadvantages
A clear assignment of roles and
responsibilities in the project will help
the team work faster and eliminate
confusion about who does what
The RACI model is focused on details
and does not cover all the work at the project level
One can monitor to ensure that no two
people are doing the same work
No understanding of how different stakeholders
interact in the scope of the project work as a whole
Easier to collaborate as a team
If every task and role is written out, the RACI
matrix will become huge.
If the project changes in any way, the matrix will
become irrelevant. As a result, it will be difficult
to get a clear picture in real time of where each
task fits into the project workflow
decide «who will do it», but it is more difficult «who will have the final say».
4. Put Rs for each task.
5. Look at the other roles/people, think whether you will need to consult
with them or at least keep them informed of what is happening, and put the
appropriate letters.
Main mistakes when constructing a responsibility assignment matrix
1. Indicating the sponsor, customer, top manager to choose from as A
everywhere. As a result, nothing is accepted, there are no responsible people.
2. Inserting several letters into one cell of the matrix. Of course, such rare
exceptions happen, but if the entire matrix is filled with A/R and C/I, it means
that the tool or responsibility has not been sorted out.
3. Informing everyone or consulting with everyone. And as a result, we
get a lot of unnecessary communication and the generation of white noise in the
project or process.
4. Using names instead of roles. In this case, the matrix will have to be
redone with any change in the team, and this document will have no value for
history.
The advantages and disadvantages of RACI matrices are given in
Table 9.5.
Table 9.5
Advantages and disadvantages of RACI matrices
144
9.7. Project team development stages
Any team is a living organism that goes through different stages in its
development. And at each of these stages, certain difficulties may arise, so it is
very important to know the features of these stages and ways to overcome the
difficulties encountered.
Stages of team development according to the Bruce Tuckman model
What is the Tuckman model
Bruce Wayne Tuckman (November 24, 1938 – March 13, 2016) was an
American research psychologist who conducted research within the framework
of the theory of group dynamics.
Tuckman first mentioned the now widely known names of the stages
(forming, storming, norming, performing) in his 1965 article «The
developmental sequence in small groups». He used them to describe the
sequence of stages that teams go through on the way to high performance.
Tuckman later added a fifth stage, adjourning.
Tuckman's theory was developed thanks to the opportunity to conduct
research as part of his work at the Naval Medical Research Center (NMRC),
where he, under the supervision of Irwin Altman, studied the behavior of small
groups using the example of military personnel serving on ships, submarines,
and stations of the US Navy. The materials collected by him and his supervisor
formed the basis for studying the problems of small group interaction and
subsequently led to the formation of Tuckman's theory.
Stages of team development according to Bruce Tuckman
Forming
How do we behave when we first get to a new place? We are cautious,
polite, our main task in such a situation is to look around, understand the
rules of the game, form a first impression of others, while also representing
our own interests. The focus is on maximizing the development of the
situation, recognizing formal and informal attitudes, trying to understand
ourselves and others in a new environment. A lot of internal work is going on
recognizing and assessing the social and work context. This internal work is
superimposed on a constant background of work assignments, and the exact
evaluation criteria are not yet fully understood. People are isolated and
detached from each other.
At this stage, the team is highly dependent on the leader. The team needs
the guidance and direction of someone with competence or authority. The leader
must be ready to answer many questions about the goals and objectives of the
team, since these answers are expected from him: the team is not ready to
formulate its own goals and take responsibility for its decisions.
It is especially worth noting that at this stage, team members can actively
«test» the tolerance of the system and the rules established by the leader. For
145
example, these can be partially conscious mistakes made in order to check how
the leader will react to this mistake – whether it will be accepted or rejected and
punished. The leader here directs the team, giving clear directions and
instructions on what to do.
Storming
By this time, mutual dissatisfaction with each other has already
accumulated, and different views on the declared guidelines and rules appear.
Disagreements about the assessment of work are very likely, participants begin
to unite into groups «by interest», «who are we friends against» and a struggle
for power may occur.
Team members fight for their positions, as they try to assert themselves in
relation to other team members and the leader. The key motivation here is
authority and social approval. The leader is constantly being tested for expertise.
They also test each other – they need to figure out where I really am and who is
around me.
At this stage, the clarity of purpose is greater than in the previous stage,
but there are still many uncertainties. The team must be focused on its goals, so
as not to be distracted by relationships and emotional issues. Compromises may
be necessary to achieve progress. The leader acts as a coach here, teaching the
team what he knows, while making fewer decisions.
Norming
At this stage, taking into account the resolution of previous conflicts, the
real development of rules and norms that determine further work takes place.
People try to adapt to each other, taking into account what they have learned in
the previous stages. Roles and responsibilities become clear and accepted by
team members.
Here, the participants unite around a common goal. If the leader did
a good job in the previous stages, then the goal will be what he wanted to set. If
not, then the group will define the goal on its own, and this goal may not always
be correct.
Trust in the leader and his/her authority play an important role here.
Important decisions at this stage are made by group agreement. Small decisions
can be delegated to individuals or small groups within the group. The leader
facilitates and supports the team's work, no longer being so involved in the
content of the work and the decisions made. The team is ready to work
independently, and the leader is needed more to improve processes, rather than
to define them.
Performing
Here, the team members work together and effectively, of course, if all
the previous stages have passed acceptably. At this stage, there are already
close, trusting relationships between some of the members, and everyone
generally feels comfortable working. Work tasks are solved informally,
flexibly, and with obvious interest. In general, all members have accepted and
share common goals.
146
If everything is OK, then personal and professional development and selfdevelopment occur in the team due to the fact that people exchange knowledge,
help and support each other.
The team is more strategically aware and clearly knows why it does what
it does. The team has a common vision and can stand on its own two feet
without the intervention or participation of the leader. Particular attention is paid
to achieving the set goals, and the team makes most decisions in accordance
with the criteria agreed upon with the leader. The leader delegates and observes;
nothing more is required, and the team is ready to sail freely.
Adjourning
Bruce Tuckman refined his theory around 1975 and added a fifth stage
to the «Forming Storming Norming Performing» model: he called it
Adjourning.
Adjourning is the disbanding of the team due to the achievement of the set
goal (for project teams), as a result of organizational restructuring, or for other
reasons. This stage is more of an addition to the original four-stage model than an
extension of it – at this stage we are looking at the group from a perspective that
goes beyond the goals of the first four stages. But it affects group processes and
can significantly affect the emotional state of the team members.
This stage can also be kept in mind if you are just starting to assemble
your team, because each team member will have their own unique background
and experience. If you have recently parted ways with your previous team, you
will be able to better understand the person and why their performance is not at
its best.
At this stage, celebrating the results achieved, establishing informal and
non-working connections with each other can help the team. A short time-out
before moving on to new tasks can also be useful – this way each team member
can better feel their achievements and failures, look back on everything that
happened, get quality feedback on their work together, achievements and ability
to cope with new challenges. After such a retrospective look, people will be
calm and ready to move on – to new heights [56].
How to apply the Tuckman model?
1. From the description above, determine the development stage the team
is at.
2. Think about what needs to be done to move to the performing stage (the
table below will help you understand how you can move the team forward).
3. Plan regular checks of what stage the team is at; adjust behavior and
management approach (Table 9.6).
Project manager's checklist for team formation stages
Forming stage:
You know the natural roles of all team members.
You have agreed on the rules of work within the team.
Each team member can easily explain what goals they and the
department have.
147
Storming stage:
Stage
What to do?
Forming
Set clear goals for the team and for individuals.
Guide the team.
Storming
Create processes and structures.
Build positive, trusting relationships within the team.
Resolve conflicts quickly.
Be supportive of employees, especially those who feel vulnerable.
Remain positive and steadfast even during difficult times.
Teach employees about the Tuckman stages of group development so
they understand why problems arise and see that things will improve
in the future.
Train team members in conflict resolution skills and talk about the
importance of being assertive and decisive.
Use psychometric tests such as the Myers-Briggs Test and the Team
Management Profile by Charles Margerison and Dick McCann to
help people learn about their working styles and strengths.
Norming
Step back and allow people to take responsibility for moving toward
the goal.
Performing
Delegate tasks and projects as often as possible.
As soon as the team starts to succeed, the task is to control the work
and interfere with the process only minimally.
Adjourning
Celebrate the team's achievements. Perhaps, work with someone will
continue in the future, so it will be much easier if people have
positive memories.
Make a high-quality retrospective and give team members feedback
on their joint work and achievements.
If you see a conflict (explicit or hidden), reveal it and help the team
resolve it constructively.
Systematically synchronize team goals.
Give employees constructive feedback on tasks and interactions in the
team.
Actions of the manager at different stages of group formation
Table 9.6
148
Norming stage:
The team has a list of typical situations and an algorithm of actions.
The team keeps a list of «failures».
Each «failure» case is discussed at a general meeting.
The team has formed a culture of gratitude.
Performing stage:
The team has internal rituals.
The team openly expresses its opinions and ideas.
The team knows its goals and helps each other to achieve them.
The team is ready for new challenges!
9.8. Basic team management tools
This theory is called the «Five dysfunctions of a team».
The Five Dysfunctions of a Team is a list of common problems in teams,
compiled by American consultant and business writer Patrick Lencioni. The
model is built like a pyramid: each dysfunction gives rise to the next one, one
step higher.
Fig. 9.8. The five dysfunctions of a team
Absence of trust
As a rule, it arises from the fear of demonstrating one's vulnerability and
weakness in front of everyone. If team members are afraid to openly admit their
mistakes and shortcomings and hide them, then an atmosphere of mutual distrust
and suspicion is created.
149
Fear of conflict
Absence of trust in a team creates the ground for the development of the
second dysfunction – fear of conflict. People who do not trust each other are not
capable of sincere, open discussions, are afraid of offending someone or being
offended. Instead, they conduct a careful exchange of neutral remarks, cautious
comments, sometimes moving on to poisonous barbs, talking behind their backs,
and as a result, they make a unanimous decision that does not suit anyone and
leads to nothing.
Lack of commitment
Imaginary harmony is extremely dangerous because it gives rise to the
third dysfunction of the team – lack of commitment. This becomes possible
because the atmosphere of mistrust reigns in the team, no one says what they
think, and decisions are made for the sake of it. And the team members believe
that they do not bear any responsibility for anything that does not affect them
personally.
Avoidance of accountability
When making decisions that they are indifferent to, the team members do
not consider themselves or their colleagues bound by any obligations. Avoidance
of accountability is the fourth dysfunction of the team. Even understanding that
some actions (or, conversely, inaction) are harmful to the team, they often
proceed from the principle «it's none of my business».
Inattention to results
Lack of commitment and avoidance of accountability create the ground
for the development of the fifth dysfunction. Inattention to results occur when
team members put their personal needs (ambition, career, recognition) or the
needs of their departments above the overall goals of the team or company [53].
How to correct dysfunctions correctly?
Let's look at Fig. 9.9.
For a deeper dive into the topic, analyzing it using specific cases, it is
recommended to read the book by Patrick Lencioni «The five dysfunctions of
a team» [36].
Kick-off meeting
Now we should analyze the key tools that will help prevent the
development of dysfunctions of the team.
In sales, they like to say: «You never get a second chance to make a first
impression». This statement is relevant here too. And now we will talk about the
first meeting with the team and the presentation of the project idea.
Let's imagine that there is a new project, a lot of enthusiasm and an
understanding that this idea will make people's lives better. And then the team
gathers for a kick-off meeting, and the enthusiasm suddenly fades, there are
more questions than answers, and relationships with the team somehow don’t
work out right away. And the project begins in an atmosphere of pessimism.
This can be avoided if you know a few simple rules.
150
Соседние файлы в предмете [НЕСОРТИРОВАННОЕ]