• TITLE : EMPLOYEE FOCUSED • AND LEARNING CULTURE

• TRAINEE:

‘’TOMORROW THE WORLD’’

PROGRAMME SCHEDULE

• Introduction 9.00 am – 9.30 am• Session One: Coaching 9.30 am – 10.30 am• BREAK 10.35 am - 11.00 am• Session Two: Mentoring 11.05 am – 12.05 pm• BREAK 12.15 pm – 1.00 pm• Session Three: Leadership Development 1.00 pm – 2.00 pm• BREAK 2.00 pm – 2.30 pm

• End of Programme: Evaluation 2.30 pm – 3.00 pm

COMPANY• Vision• To be a Leading Oil and Gas Multinational of Choice

• Mission• We are a business entity • Oil and Gas is our core business • We add value to this resource • We contribute to the well-being of society

• Vision and Mission• These statements define PETRONAS as an organization, guiding our • corporate activities and policies, setting our course for the future.

PROGRAM OBJECTIVE

- Recognize particular approaches to build a training atmosphere

- Find methods for bringing basic guiding viewpoints into your administration style

- Create inspiration and relational abilities that backing your part as a mentor.

LEARNING OUTCOME

•

• to make sure training is beneficial somehow to everyone.• teamwork in an organization regardless position • learn to experiment with ownself

ACADEMIC OVERVIEWE N S U R E A C T I V I T Y H E L D U S E F U L I N P R O F E SS I O N A L I S M A N D I N D I V I D U A L I S M O F E M P L O Y E E

HERE GOES..

COACHING SKILLS

• Obj: - Be able to correct an employee behaviour without threathening- able to use four step process and enhance it

•Skills: - Setting an expectation for yourself- Able to analyze performance problems

ACTIVITY SCHEDULE

• What is coaching ? 9.30 am – 9.40 am

• Importance Reason 9.40 am – 9.50am

• Coaching Benefit 9.50 – 10.00 am

• Coaching Activity 10.00- 10.30 am

Coaching is a direct process that a manager choose to orient and train the workplace realities and also help removing barriers to optimize the work performance of his employee

IMPORTANCE REASON

• APPROACH TO MANAGEMENT

• SET OF SKILLS

• TOTAL OF ALL COACHING SKILLS

COACHING BENEFITS To organization :

• high performance and productivity

• improve relationship within employee and department

• motivates people • adoption of new

management style

Common :

Coaching.com

COACHING ACTIVITIES

WANNA HAVE A BEER??

• 4 STEP MODEL TO CRITICIZE AND CORRECT THE PERFORMANCE & BEHAVIOUR PROBLEMS OF AN EMPLOYEE

MATERIALS:Flipchart standPaperMarkers

PART 1: INTRODUCTION

•Part 2: ROLE PLAY DISCUSSION

• Part 3: BEER• B – BEHAVIOUR• E – EXPECTATION• E – EFFECT• R – RESULT

• Part 4: Practice & Summary

M E N T O R I N G S K I L L S

S E SS I O N T W OInternal

SCHEDULE:• Objective 11.05 – 11.10 am• What is Mentoring /Mentor? 11.10 – 11.15 am• Protegee? Mentee? 11.15 – 11.20 am• Concept of Mentoring 11.20 – 11.30 am• Skills A Mentor Need 11.30 – 11.40 am• Roles of a Mentor 11.40 – 11.50 am• Mentor vs Coach vs Teacher 11.50 – 12.00 pm• Activity 12.00- 12.30 pm

Internal

OBJECTIVE:

Internal

• DEFINING MENTORING WHICH WOULD BE BENEFICIAL FOR BOTH PARTY

• BE ABLE TO LEARN ABOUT YOUR OWN AWARENESS AND SELF ESTEEM

• SOCIAL SKILLS AND HOW TO INTERACT WITH PEOPLE

• WHY YOU SHOULD MENTOR AND HOW TO MENTOR.

WHAT IS MENTORING/MENTOR?

Internal (Asha, 2015)

Internal

PROTÉGÉ? MENTEE ?POSITIVE ATTITUDEEAGER TO LEARNPATIENCEACCEPT FEEDBACK

GAUGE IN MEASURING THE CONNECTION BEWEEN MENTEE AND MENTOR

STUDENT WHO WOULD ABSORB THE MENTOR’S KNOWLEDGE WITH AN AMBITION TO USE IT FOR THEIR GOOD AS WELL AS PRACTICES IT

Anon, 2015

CONCEPT OF MENTORING

M – MANAGING RELATIONSHIPE – ENCOURAGINGN – NURTUREST – TEACHINGO – OFFERING MUTUAL RESPECTR – RESPONDING TO MENTEE NEEDS

Internal

Internal

SKILLS A MENTOR NEED

• KNOWLEDGABLE IN YOUR EXPERTISE FIELD• NO PLAY FAVOR• PROVIDE FEEDBACK TO MENTEE• PUNCTUAL• PROVIDE GOOD ENVIRONMENT FOR MENTEES• PUT MENTEE NEED BEFORE OWN

Internal

COACH

cheerleader

CHAMPIONfriend

counselor

R O L E S O F A M E N T O R

Morgensen, 2015)

MENTOR VS TEACHER VS COACH

• MENTOR : EXPERIENCED INDIVIDUAL SHARING KNOWLEDGE WITH SOMEONE WHOM IS LESS EXPERIENCED IN THE NAME OF MUTUAL TRUST.

• ROLE: BUILD CAPACITY

• TEACHER: ONGOING, LOCATED IN FORMAL PLACE OF EDUCATION• ROLE: SHARE KNOWLEDGE BY EXPLANATION & INSTRUCTION

• COACH: TASK ORIENTED, SHORT TERM AND PERFORMANCE DRIVEN.• ROLE: HELP IMPROVE PERFORMANCE ON JOB AND LEAVE

(Quora, 2015)

Internal

ACTIVITY

Internal

SHARE ACTIVITY HISTORY

LEADERSHIP &

DEVELOPMENT

S E SS I O N T H R E E

ACTIVITY SCHEDULE

• Aim 1.05 – 1.10 pm• Learning Outcome 1.10 – 1.15 pm• What is Leadership Development? 1.15 – 1.25 pm• Purpose of Leadership Development 1.25 – 1.35pm• Importance 1.35 – 1.40 pm• 4 Factors of Theory of Leadership 1.40 – 1.50pm• Activity 1.50 – 2.30pm

L E A D I N D I V I D U A L S T O W O R K A S A T E A M A N D I N D I V I D U A L T O B R I N G O U T G O O D I M PA C T I N P E R F O R M A N C E I N T H E I R O R G A N I Z AT I O N A L G O A L B Y L E A D E R S H I P A N D D E V E L O P M E N T

AIM

LEARNING OUTCOME• THE MEANING OF

LEADERSHIP AND DEVELOPMENT• PURPOSE OF IT FOR INDIVIDUAL AND ORGANIZATION

WHAT IS LEADERSHIP & DEVELOPMENT • A working definition: intentional effort in order to

provide leaders and upcoming leaders an opportunity to learn , adapt and develop.

PURPOSE OF LEADERSHIP DEVELOPMENT PRODUCING INDIVIDUALS WITH SKILLS TO BE FUNCTIONAL FOR AN ORGANIZATION

• Makes the company more efficient • Increase in moral and ethics• Better relationship among the employee• Increase organizational viability and flexibility

IMPORTANCE

• change management• art of listening• brings out leadership• be able to guide

4 FACTOR THEORY OF LEADERSHIP• DEVELOPED BY DAVID BOWERS & STANLEY SEASHORE IN 1966

Mindtools.com, 2015

1.PROVIDE PERSONAL SUPPORT2. ENCOURAGE TEAMWORK3. FOCUSED ON GOALS4. EFFECTIVELY HELPING PEOPLE TO WORK

THANK YOU

ACTIVITY SESSION

MAGIC CARPET-

MATERIALS

• Paper/ Rug• group of 5

Internal

THANK YOU