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Speaker A Michelle drew this icon, this picture. And it's just to make a couple other points here. In organizations we talk about individual capabilities and there's a watch out here. So this is the employee employee capability. We're talking about the individual themselves. When a person's unable to deliver as required in the role organizations, managers usually focus on the individual. So you always hear that, don't you? What's wrong with the individual? And this little icon is just simply to remind you that there is a sequence that we should be going through in our thinking when we're thinking about a person who's unable to deliver as required. And that is this. First we look at the person. These are factors that affect a person's ability to deliver in the role. A person. The first thing we look at are the organizational factors. So remember when we looked at the leadership framework, the organizational factors, what if the structure is inappropriate and the role relationships haven't been well defined? What if the systems and processes are inadequate? How will that impact on the mobilization of the individual capability of the role? So remember, we said this is about ensuring that the individual is able to do their best work given their capability. Sometimes they still cannot do their best work because of these other factors. One being the organization. If strategy is not clear, where are we going that's going to affect your person's ability to mobilize all of their capabilities? The second thing we're saying is watch the manager. So as a manager, what are you doing? One of our clients, in describing it to his people, said I think we need to give whenever we employ every manager in this organization, we need to give them a little mirror because when things are not going well with their employees and the delivery of the work, look, check the organization issues. But secondly, which is very difficult to do, look in the mirror yourself and go and seek help, advice, coaching from your own manager when you're trying to improve a person's ability to deliver. So one, check the organization factors. Two check your own ability to deliver leadership to this person in this role. Because if your manager, as we saw, is not capable, does not have the level of workability, no amount of trying is going to actually enable them to add value to the role. But if they're short on knowledge, skills and experience, there is something we can do that will, however, impact the employee's ability to because you may have micromanagement and only then do we actually tackle the issues of the employee. So we're not actually doing it in a formal sequence. But if you only focus on how do we fix the employee and you're not looking at the organization of issues and the effectiveness of the managerial leadership in managing that employee, then you may be in a situation where these employees feel that they're in a low trust and no fair. So that's just factors that affect the individual. We have a little handout here which actually translates this picture into a checklist. And we find managers often go the HR function, say our managers come to us and they tell us that they've got a problem with the employee and what can they do to remove the initiate removal of an employee. When we actually sit down with the manager and we do a full analysis with the manager, there's usually an issue there, and often we think there's an issue there. So what this is intended to do with all of these models, we have some checklists that help managers to think through when I've got a problem, have I done a whole series of things here? Have I done some things here? Have I talked to my own manager about my ability to deliver value to the employee and only then do it off the another one? Just to follow on from that is in order for an individual to feel that the organization is trust inducing fair there is a sequence we talked, I think Michelle alluded to that. And that is if we've got the individual here, capability of the individual, what do we need to do as a minimum, as a manager to put in place to ensure that that person is able to deliver their best? Well, the first is start there, what will you be doing there to check if you've got all the conditions in place for the success to deliver. Check that the role accountabilities and authorities are requisite. Check that they have role clarity. Check that. You have answered the third question of the four questions what's my role, how does it fit within the organization? And as part of that, where are we going? How does it fit in delivery strategy? Secondly, then of course, you can select because often people are just selecting and they're not actually clear about the requirements for role. So you're really setting up a situation where an individual can't deliver in the role. If you're not clear about the role requirements, how can you therefore select this assessment to the role? And then a manager takes time to set a development plan because an individual needs a period of time, usually in organizations, it's up to six months to have a full induction into the role, understand how the organization works, the role relationships, systems, and any knowledge, skills and experience gaps for the role. So a manager, before they can actually really be in a position to make a judgment of our effectiveness in role, needs to ensure that the individual has been given the right training and development for that role. And also, of course, the assignments if we're not assigning, if the tasks are not being assigned well. Elliot said managers, surprisingly, this is the one thing managers generally don't do very well. We think we do it well because we do it all the time, but in actual fact, there's a lot of work to be done to assign the work if we're not assigning the work well or we're assigning it at the wrong level. In other words, work has been assigned to the strategy below that the manager should be doing themselves. You find that occurs in an organization a lot, then how can this person actually be effective in that role with work that's incorrectly assigned? But in order to assess the effectiveness of roles, the manager needs to assign and of course as part of assigning, you're not just leaving the person alone, you're actually monitoring, providing coaching, feedback, advice, getting and giving advice so that the person can deliver their assignment. And only then are you really in a position as a manager to assess capability, to assess fit for role, to assess the effectiveness of the customer role. Often when you ask organizations how effective their performance review system or personal effectiveness review system, people will always ask and say we've got a problem with the system. And yet, when you actually get down to talking to managers about the sequence of work they do with their employee to ensure that they're able to make sound judgments that are trust inducing and fair, you find that there are issues in how they've actually clarified the role and assigned the work and given feedback and coaching to the individual before they do this. So they actually just end up with the annual review without the regular interventions, which are the one on one conversations with the individual and they've got nothing on which debate, nothing sound on which debate their judgment. And of course the review recognized, reward you can only make good judgments about recognizing and sorry, review recognize and reward. You can only make good judgments about that when you've done. If you've not gone through this process and made a fair judgment here, then they're delighted to be in misalignment with your recognition. And the next thing is when the person is ready to be developed for next role. Fourth question and possibly we're looking at promotion or transfer elsewhere. On what basis are we looking across the organization if we have not gone through this cycle, where now the manager and the manager once removed are working on sound evidence over time?
Speaker B And I think BR exactly fits into business intelligence.
Speaker A Just expand on that.
Speaker B So you have the analytical data, you can make an assessment based on the statistical data you have. So you refine the process other than doing it manually. So your decisions about promotion, development or rewards can be much accurate, then a manager would do it manually.
Speaker A That data. And remember, we're saying a manager is actually paid to make judgments and the basis of those judgments need to be on sound evidence. But at the end of the day, they are still making the judgment. That's what we pay them to do that. So you need both. You have to take that data and make your any questions on that's, Sam?