We all have to go through an interview. We all had an interview for a position, mostly many, sometimes for the same job. You may have also participated in another type of interview for a departure, either by choice or for decreases of work.
We do interviews before hiring a new person to find out more about the individual, their skills and abilities. We are looking for certain skills, a link with the organization, complementarity with the team.
At a departure often an interview will be conducted. We are looking for feedback on the organization. It seems that this type of interview gives positive comments. Many people prefer not to close doors in case of a return to the organization.
Between the two moments, you will probably have evaluation meetings also called performance interviews. This meeting will be used to assess whether you have fulfilled the objectives assigned to you.
During my recent readings, I encountered another type of interview. Each author, in a different context, presents a similar concept of interview with a more or less similar name. All spoke of interviewing of satisfaction, motivation or interest. During this interview, we seek to understand what is the motivation of the individual. It will be necessary to decode the points of satisfaction and non-satisfaction. It will be possible to discover his strengths. But this is absolutely not a moment for evaluation considerations.
The goal is clearly far from an evaluation, it is rather to see what will keep them in the organization, maintain or increase satisfaction, involvement and motivation. It might even be an opportunity to understand how to help get the most out of everyone. In the current context, people are the most important resource in the company or project.
It is a special time to identify what motivates each individual and what can be improved by the project or organization. This kind of meeting will tell you how to invest well in the motivation of your team.
• Want to get the full potential of each person on your team?
• What is the tolerance to lose people in your team?
Be a Project Motivator : Unlock the Secrets of Strengths-Based Project Management, by Ruth Pearce
Staying Power : Why Your Employees Leave and How to Keep Them Longer, by Cara Silletto
Drive : The Surprising Truth About What Motivates Us by Daniel H. Pink
Nous devons tous passer des entrevues. Nous avons tous eu une entrevue pour un poste, pour la plupart plusieurs, parfois pour le même poste. Vous aurez peut-être aussi participé un autre type entrevu celle d’un départ, que ce soit par choix ou pour des diminutions de travail.
Nous faisons des entrevues avant d’engager une nouvelle personne, pour en savoir plus sur l’individu, ses compétences et aptitudes. Nous recherchons certaines compétences, un lienavec l’organisation, la complémentarité avec l’équipe.
Lors d’un départ souvent une entrevue sera réalisée. On recherche des retours d’informations sur l’organisation. Il semble que ce type d’entrevue donne plutôt des commentaires positifs. Beaucoup de personnes préfèrent ne pas fermer de porte, en cas d’un retour dans l’organisation.
Entre les deux moments, vous aurez sans doute des rencontres d’évaluations aussi appelées entrevues de performance. Cette rencontre servira à évaluer si vous avez bien rempli les objectifs qui vous ont été attribués.
Lors de mes lectures récentes, j’ai rencontré un autre type d’entrevue. Chacun des auteurs, dans un contexte différent, présente une entrevue de concept similaire ayant un nom plus ou moins similaire. Tous parlaient de faire des entrevues de satisfaction, de motivation ou d’intérêts. Lors de cette entrevue, on cherche à comprendre ce qui est la source de motivation de l’individu. Il faudra décoder les points de satisfactions et de non-satisfactions. Il sera possible de découvrir ses forces. Mais ceci n’est absolument pas un moment pour des considérations d’évaluation.
L’objectif est clairement loin d’une évaluation, c’est plutôt de voir ce qui permettra les conserver dans l’organisation, de maintenir ou augmenter la satisfaction, l’implication et la motivation. Ce pourrait même être une occasion de comprendre comment contribuer à obtenir un maximum de chacun. Dans le contexte actuel, les personnes sont la ressource la plus importante dans l’entreprise ou dans le projet.
C’est un moment privilégié pour identifier ce qui motive chaque individu et ce qui peut-être amélioré par le projet ou l’organisation. Ce genre de rencontre permettra de bien investir dans la motivation de votre équipe.
· Souhaité vous obtenir le plein potentiel de chacune des personnes de votre équipe?
· Quelle est la tolérance à perdre des personnes dans votre équipe?
Be a Project Motivator : Unlock the Secrets of Strengths-Based Project Management, by Ruth Pear
Staying Power : Why Your Employees Leave and How to Keep Them Longer, by Cara Silletto
Drive : The Surprising Truth About What Motivates Us, by Daniel H. Pink
Continuous education comes in many shapes, forms and flavours. We now have so many ways to learn. We all share one goal, increases our value by additional knowledge.
Since childhood, we have been learning. First by listening and looking at others and doing the same, our first step, our first word. We have increased our way of learning since that age. What are the other forms of learning?
The first that comes to mind is formal classroom education. The education format most of us experience since 1st grade. Where one teacher would talk to a group of students. Those classrooms could be from a few people to a few hundred in higher degrees. You may have experienced it also for specialized training, seminars or conferences.
Then there is a series of ways we learned, by coaching, mentoring, e-learning, communities of practice. Just to name some of those we all have been exposed to.
So I was exposed to a different format call, “Professional Co-development”. Developed in the 1990s by Adrien Payette and Claude Champagne from Montréal, Québec. It seems to be taking more and more places. The approach was to valorize experience and use the multiplying strength of a small group.
I don’t plan to fully explain the extent of this training approach here. But here are a few key parts.
How is the group form?
A small group of people is formed, less than 8 is suggested, with an animator/facilitator. They will have meetings at a regular frequency, once or twice a month or other agree on frequency. The meeting duration is a few hours, long enough to have a complete discussion on the subject chosen by the “client”, typically 3–4 hours. Those meetings need to place each participant as the “client” at one time, so it could take close to a year.
All is governed by some rules. The first is trust, so that can influence the group creation. The content of the meeting needs to be confidential. Participants need to be willing to share an experience.
So, the group can be formed by Project Manager involved in different projects. It could also be a mix of various managing people in a single project.
How is it done?
In turn, each participant takes the demanding role (client) explaining what it is they want to improve/solve for the meeting. The other members of the group would then act as “consultants” to help solve the problem presented or in improving the aspect of the practice that was identified by the “Client”. Not to forget, there is a facilitator to ensure positive group dynamics.
The meeting agenda is composed of 7 steps clearly defined. That is the role and responsibility of the facilitator, to follow the steps and respect the time-space.
Like any other form of training, there are multiple. Some that I found the most interesting are the team building, for the organization. Learn how to better ask questions and listen to the answer. Since the problems presented are real, the solution finding principle is very valuable.
No, not really, many books were written first by the coauthor of the approach and then a few others. It is a well-organized type of training that includes many rules and steps all well documented.
That was just to get you exposed to this training concept, “Professional Co-development”. This is far from a complete explanation. Hope you discover the basis of this innovating approach to learning.
In a recent article, I have seen that on the contrary. We might be pushing our ways instead of encouraging the individual to develop a personalized way.
Communication is one of the keys to project success. We give feedback to our team members or peer. It is often said to give constructive feedback.
A recent study from Marcus Buckingham and Ashley Goodall published by HBR (Harvard Business Review) question the bias we put into it and the efficiency in the improvement of people skills.
Have a look at the article The “Feedback Fallacy”.
What have you learned? Do you plan to change the way you help your team grow?
See - https://hbr.org/2019/03/the-feedback-fallacy
This is a conference I have much enjoyed last year.
Talk about the difference between corporate hierarchy organigram and organization real communication network. With an excellent way to present those network.
Hope some of you will find this presentation inspiring.
What is your preferred point in the presentation?
New technologies always closer to us. It is not the first time I see about those microchips implant. Just got me thinking, how fast would it be widespread.
Could we see those kinds of implant used to track people on a large construction site?
Could high-security site make that mandatory?
It can check your health, so could tell your employer on drug, alcohol or other info!
How would you see that use in your context?
Many things need to be considered. Are there legislation that protects/limit usage of this new technologies! What is the governance?