842 Slices
Medium 9781599960661

36-Engaging Knowledge Experts

Peter R. Garber HRD Press PDF

Part VI–Employee Engagement Communications

36

Engaging Knowledge Experts

Activity Description

Time Guideline: 45 minutes

Purpose

To emphasize the point that all the knowledge in an organization is not at the top depending on the subject

Description

Models are introduced describing where knowledge about a particular problem in an organization might be found.

Resources

Handouts 36.1, 36.2, and 36.3

Presentation

Begin the activity by asking the question where’s the knowledge in your organization?

Distribute copies of Handout 36.1 to participants or make an overhead transparency of the handout to display. Review this knowledge scale and emphasize that it would be different for every problem or issue that an organization might face.

Explain that organizations are learning that who has the knowledge concerning a problem is really a matter of engagement. The more engaged employees are in their jobs, the more their job expertise and knowledge is used. This is good for both the organization and employees. The organization has the benefit of having the most knowledgeable people working on solving problems, and employees feel a greater sense of accomplishment. When you combine recognition and rewards for employees for the job knowledge and problem-solving abilities, you begin to have an engaged workforce.

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Medium 9780874252187

Activity 39 What are you gonna do?

Donna Berry HRD Press PDF

Activity 39

50 Activities for Coaching/Mentoring

Method

Step 1: Introduce the topic and the activity.

Notes:

Review the objectives.

Use the following (or a similar) introduction:

When the performance of their people does not meet expectations or developmental goals are missed because of performance deficiencies, effective coaches know it is their responsibility to help their people handle their problems.

Examples of performance problems that might occur are

a a a a

person’s performance, which has been good, begins to slip; person is having trouble meeting commitments; person obviously needs help in resolving a problem; or person comes to you and asks for assistance.

Step 2: Distribute Handout 39.1.

Notes:

Review the coaching model with participants.

Discuss each of the four steps in detail. To focus the discussion, have one of the participants describe a performance problem he or she is currently having with an employee. Use that problem as an example and work through it using the coaching model.

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Medium 9780874259803

Qualities That Make aDifference

Jonamay Lambert HRD Press PDF
Medium 9780874258486

9 Telephone Tag

Peter Garber HRD Press PDF

Handout 9.1

Telephone Tag

Have you ever played telephone tag with someone who you really needed to talk to?

You know the game: You leave a message that you called on someone’s answering machine. That person hears the message and tries to call you back, only to get your answering machine, and leaves a message that they got your message and tried to return your call. Now you are playing telephone tag and you are “it.” You try to return the call and, guess what—you get their answering machine. Now the other person is

“it.” This cat-and-mouse game can go on indefinitely until one of the following happens:

1. One of you forfeits the game and stops trying to return the call.

2. You resign yourselves to communicating with one another via your answering machines and give up any hope of direct communications.

3. You, by some miracle, actually make direct telephone contact with one another.

The problem is that sometimes, by the time you do get the opportunity to talk

“live” to one another over the telephone, you forget what it was that you wanted in the first place!

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Medium 9780874254365

Chapter 11: The Fault Pair Tree

Alexander Hiam HRD Press PDF

The Manager’s Pocket Guide to Creativity

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