team development program

This information is copyrighted material intended for evaluation only. No duplication permitted without expressed written consent. Copyright 2007 Applied Growth Transitions.

AN APPLIED GROWTH TRANSITIONS PRESENTATIONfor evaluation purposes only

©

®


Professional Development Plan

OVERALL INTENDED OUTCOME:

Transform any employee into a businessperson who is able to move from basic growing, production, and sales work to a career path that allows them to understand and make the business successful. This person will be able to grow personally and support the business as a representative of the company.

©

®


Level One - Intended OutcomeEducate every individual in a supervisory or managerial role in the basic requirements of:

• Managing People and Cultural Perspectives - Managing People and Cultural Perspectives - Objective: Participants will become competent in the use of leadership techniques in managing people, including self-control and teaching. With the use of feedback to reinforce and discipline, and the use of cultural perspectives as a back drop, they will learn to delegate effectively.

• Managing the Business for Productivity and EfficiencyManaging the Business for Productivity and Efficiency – Objective: Participants will be prepared to set-up, teach, and monitor a task, as well as to set goals for both quality and efficiency.

• Managing Teams to Create Growth for Individuals Managing Teams to Create Growth for Individuals – Objective: Participants will be able to use the Applied Growth Transitions team approach to develop employees in a safe and supportive environment where the intersecting company culture, employee culture, and education culture interconnect to improve the bottom line.

Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders

©

®

I


Level Two - Intended OutcomeExpand and refine the knowledge obtained in Level One through further specific skill development in:

• Communication - Communication - Objective: Participants will learn how to use communication skills in a culturally diverse environment as individual and team setting. Skills include: listening, questioning, interpreting messages, and giving and receiving feedback. They will work to understand the company’s three main voices: 1. COMPANY CULTURE 2. EMPLOYEE CULTURE AND 3. EDUCATION CULTURE.

• Team Process & DevelopmentTeam Process & Development -- Objective: Participants will have effective team meeting skills including agenda writing, time management, and meeting group behavior. In advanced MAAPS Meeting Administration and Problem Solving additional skill topics include: Defensive / Supportive Communication, Dealing with Conflict and Mentoring Team Members.

• Problem SolvingProblem Solving -- Objective: Participants will be able to use the Situation, Target, Cause, Plan {STCP} Problem Solving procedure. This method teaches employees to use practical problem solving skills both in the field and in team meetings.

Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders

©

®

II

COMPANY CULTURE

EMPLOYEE CULTURE

EDUCATION CULTURE ©


Level Three - Intended OutcomeDevelop the understanding of the impact change has at for the company and create skill-sets that enable positive transitions to occur:

• Change & Implementation Change & Implementation -- Objective: Participants will become knowledgeable about how to prepare for changes, how to assess the change process, and how to implement strategies that have a positive impact on change. Participants will develop a change plan. Change can bring fearful events to everyone managing it and communicating effectively are the keys to overcoming those fears.

Method of Training: Change and Implementation Participants: Team Leaders, Coordinators, Senior Team Leaders

©

®

III


Level Four - Intended Outcome

Create practical measuring and monitoring structures based on the Principles of Total Quality Management:

• Total Total QQuality Management uality Management -- Objective: Participants will learn how to conduct practical process improvement analysis, implement changed process based on total quality management principles and measure and monitor the results. Total Quality Management uses a number of both soft tools and hard tools. Soft Tools include: Check Sheets, Pareto Charts, and Force Field Analysis are used to improve the overall quality of the operations. Hard Tools include: Control Charts used to determine the capability of any given process.

Method of Training: Total Quality Management Process Participants: All Teams throughout, Team Leaders, Coordinators, Senior Team Leaders©

®

IV


Level Five - Intended Outcome

Planning developmental paths for individuals in a fluid work environment allows employees to excel and achieve at increasing levels of competence through a mentoring and coaching process for succession planning:

•Mentoring and Succession Planning -Mentoring and Succession Planning - Objective: To combine previously described trainings to transform any employee into a business person who is able to move from basic growing, production, and sales work to a career path that allows them to understand and make the business successful. This person would be able to grow personally and support the business as a representative of the company .

Individual mentoring and a monitoring plan for employees is provided to take the employee through the learning, developing, and excelling stages in a career path that leads to increasing competence and responsibility.

Method of Training: Culturally based succession planning, Processes and Implementation Participants: All Employees indicating interest!©

®

V


Introduction to Team Leader TrainingThis Team Leader

Model is central to work toward being the “Absolute Best” in the world. It contains the knowledge and skills to develop the committed, professional leader of a Team.

In the horticulture business learning by doing is a well-used methodology. The Team Leader Training Model and Manual provide structured learning that supports our hands-on experience with the skill set necessary to become a true professional.

©

®

©


Team Leader Needs Assessment 1. Goal setting 2. Analyzing a task 3. Teaching a task, setting clear

standards and follow up 4. Providing feedback 5. Disciplining 6. Pre-planning and preliminary

set ups 7. Observation of work behaviors

on the line and in growing 8. Evaluating logistical problems 9. Conflict resolution 10. Team and meeting skills Facilitating Dealing with problem

behaviors Organizing a meeting Writing agendas 11. Using listening and questioning

skills

12. Problem solving Observing Getting at the “real” problem

or opportunity Coming up with alternatives Making decisions Following up 13. Assertiveness 14. Working with difficult employees 15. Time management 16. Inter-team communication (ie:

departments) 17. Emotional control 18. Legal issues & safety 19. Shifting thinking 20. Stress control / keeping a balance 21. Particulars of spring readiness 22. Plant knowledge & care 23. Operations knowledge

1 – High Need 2 – Moderate Need 3 – Low

Need

©

®


Change Management Measurement of Progress

The Intended Outcome is to monitor the ongoing change processes so that adjustments and improvements can be made as we move forward with the Regionalization. CRITERIA FOR MEASUREMENT: 1. Adherence to corporate objectives: Distribution cost reduction Improved productivity Reduction of credits This group of outcomes will be measured as ongoing objectives. Reduction of scrap Profitable sales 2. Efficiency and effectiveness of regionalized processes

3. Employee development to fulfill new roles

4. Effective and timely communication and decision-making

5. Workable OPTL

6. Employee retention and motivation

7. Customer Satisfaction

8. Regional unity

EVALUATION INPUTData collected on corporate objectives employees [site, sales]Customer data and opinionLeadership Team REVIEWERS OF INFORMATIONExecutive leadership teams PROGRESS COMMUNICATED Via meetings or news print

©

®


Advanced MAAPS- Meeting Administration and Problem Solving

Advanced Advanced Communication SkillsCommunication Skills

Defensive vs. Objective Difficult conversations Inclusive vs. Exclusive

Advanced Problem Advanced Problem SolvingSolving

Sources and solutionsSources and solutions ImplementationImplementation Monitoring Monitoring

Cultural ProspectiveCultural Prospective Motivating thru Motivating thru understandingunderstanding The transition ladderThe transition ladder

Mentoring & CoachingMentoring & Coaching Mentoring scale Expectations Making a plan

Conflict ResolutionConflict Resolution Avoidance?Avoidance? Acceptance?Acceptance? MediationMediation

©

®


Total Quality Management

Total Employee Involvement Effective Measuring and Monitoring ToolsEffective Measuring and Monitoring Tools

Operations Operations DistributionDistribution HR managementHR management

Increase Operation EfficienciesIncrease Operation Efficiencies Cycle time reductionCycle time reduction Dead loop closuresDead loop closures

Process Improvement / AnalysisProcess Improvement / Analysis Job aid development for each taskJob aid development for each task

©

®


EXCELLING

DEVELOPING

LEARNING

INTEGRATION

Plant Knowledge & Care

Starting, Growing,

Finishing

Operations Environment

Mechanics Logistics & Safety

Personal Conceptual Skills People & Problem

Solving

©

®Integration Model


Cultural Succession Planning

In our business, Succession Planning and

Management does not have to be for top

management alone. Any developmental

program must address the need for critical

backups, at any level, so that we can

continue to produce our product efficiently

while preventing the loss of trained

employees who can help the business get to

the next level.

©

®


Introduction to Cultural Aspects The program is based on a learning environment

that begins by training management to recognize the cultural aspects of the company, then move to train team or crew leaders to teach, coach, and mentor others.

The Philosophy is to provide career paths that are both lateral and upwardly mobile. The paths include cross training for Succession Planning.

An individualized plan is develop for each individual who is going to be mentored and placed on a career path.

©

®


Intended Outcomes Position people on a learning ladder based

on skill assessment and job needs. Where to start – This decision must be made by management preferably after evaluating the individual’s skill sets.

Measure and monitor progress along the ladder.

Teach skill competencies. Provide a motivating environment for both

mentors and mentees. Produce behaviors that reflect the company

culture, values and philosophies adhering strictly to bottom line results.

What can be expected?

©

®


Steps in the Cultural Succession Plan Development Process Job analyses.

State needed technical and transfer skills in knowledge, operations, growing, people and problem solving to do each job.

Choose and train mentors. Provide a system for choosing your

mentee’s Star. Write a Succession Plan with the mentee

and mentor using job analysis and skill set evaluations.

Use the plan to assess and monitor progress.

Revise plans every 3-6 months. Celebrate success. ©

®


Steps in the Cultural Succession Plan Development Process

Job progression is chosen. Roles and activities are defined. Activities are provided. Progression training occurs. Transition practice takes place gradually as competence

increases. Mentee performs the job independently. After the job is performed (usually during jobholders

absence) a debrief is held. The Mentee is given expanded activities as he/she returns to

“regular” job.

©

®


Process Summary Develop a plan and strategy to implement Develop a plan and strategy to implement

the transformation required (Long term the transformation required (Long term format with weekly meetings scheduled format with weekly meetings scheduled following a designed approach) following a designed approach) RECOMMENDEDRECOMMENDED

Individual segments delivered according to Individual segments delivered according to need. Not a complete approach but serves need. Not a complete approach but serves well as an introductions to the concepts and well as an introductions to the concepts and the need for the training. the need for the training.

Target group training, design to provide Target group training, design to provide single program events ranging in duration single program events ranging in duration from a couple of hours to 3-4 days. Single from a couple of hours to 3-4 days. Single topic training with practical applicationtopic training with practical application©

®


The Total Employee Involvement Management

System

“WE ARE LIVING PROOF THAT ANYONE CAN ACHIEVE BOLD DREAMS WHEN BASED ON A FOUNDATION OF INTEGRITY, DEDICATION, RESPECT AND

APPRECIATION.”©

®