Professional And Emotionally Receptive Attitude And Demeanor

Question: You must: participate in a guidance session role-play submit an action plan. Your assessor will be looking for evidence of your ability to: provide leadership through your own behaviour, including: professional conduct that promotes trust with internal and external contacts adjusting own interpersonal communication style to meet the organisations cultural diversity and ethical environment develop and/or implement processes and systems to manage difficulties, including: identifying and resolving conflicts and other difficulties according to organisational policies and procedures planning how to address difficulties providing guidance, counselling and support to assist co-workers in resolving their work difficulties. explain and discuss procedures for conflict resolution discuss relevant legislation interact with others through: adapting your personal communication style to model behaviour and build trust and positive working relationships playing a lead role in situations requiring effective collaboration get the work done through: taking responsibility for planning in collaboration with others developing action plans demonstrate writing skills through preparing action plans that incorporate appropriate vocabulary, grammatical structure and conventions. Answer: How to build trust with your colleague through assuming a calm, professional and emotionally receptive attitude and demeanor. This is one of the challenges for leaders to show their composure. This has become even more imperative since there has been change management requirements, in the face of amplified marketplace demands and growing competitive factors that has surrounded every industry now. The leaders must always wear down their emotions that is one of the first steps to gaining trust. These front-runners have such emotive self-discipline that even their body language does not indicate their inner emotions. Leaders must keep the professional aspects separate from their work especially when things dont go their way. Business and Commerce pronouncements and situations may not always play as planned due to a dynamically changing environment and office politics change a number of scenarios. As a leader, continue calmness and hence not get distrustful or think that you always must justify your thinking and actions. Leaders create the aura around the organizations that they serve. An optimistic approach can counteract disorder and permit a leader to sequence correct concluded any pessimism. Workforces feed off the outlook of these leaders through periods of ambiguity and uncertainty. There must be a fearless attitude and this builds confidence and trust in the team. Fear brings in vulnerability and hence must not be given into. Every bad situation can be faced with conviction and objectivity, this in turn will make the challenge manageable. Leaders who maintain their composure will never show any signs of doubt. They speak with conviction, confidence and authority whether they know the answer or not. When such leaders deliver something the trust in others goes up. How to adjust your personal communication style appropriately to meet the needs (both emotional and technical) of your colleague. This concept is related to the context or situation which demands the conversation. Thus before initiating the conversation one must remember the time and place for the same. Also look into the extent of conventionalism and formality that is required. Formal occasions like ceremonials and business presentations a more refined semantic and attire. Informal occasions, as an example, being with family or friends allows us to be more comfortable and spontaneous. Next comes the purpose of the interaction, this is related to adapting to the goal of the communication and accommodating the conversation along those lines. It is also very important to recognize the audience in question to build trust in the other person. We must also recognize the different personality types. An example is, extroverts like to communicate face-to-face, over the phone, or in large groups. Introverts prefer to talk through emails, text messages, and in one-on-one conversations. They often need time to reflect before answering questions. Some people want a more direct conversation which is to the point while others prefer more indirect communication where relationship building is more important. There should be a chosen method of communication, for the same in meetings there must be sharing of ideas but also be some listening sessions. There must also be some caution as far as the intention of the language is concerned. Hence communication be along those lines. How to discuss relevant grievance policies and procedures for resolving conflict in accordance with organisational and legislative requirements. In order to look into the aspects of grievance management we have to look into the corporate policy of every company. There are certain restrictions that every corporate policy encompasses. On top of this if an employee is not satisfied then he or she can look into the geographies or countries policy/law in such grievances. In such situation the role of the human resource manager or the peoples representative is crucial, he or she must look into the grievance objectively, policies on sexual and physical harassment are crystal clear and run along the lines of the countrys law in almost every organization. On the other hand there could be other grievances related to pay or promotions. In such cases the HR must clearly go by the rules in discussing the performance management issues. Performance is one of the key cause of grievance in any organization and hence there must be an objective documentation for the HR to suggest a particular hike in wage or no wage hike. We must then look at the policy of internal security and data confidentiality issues that may affect senior management. There could be other issues like colleagues having trouble working with one another these personal conflicts must be resolved with utmost professionalism and privacy since they tend to bring bad name to the company and also lead to gossip mongering within the organization How to discuss strategies for identifying root causes of conflict and for resolving the conflict. Root cause analysis is one of the key factors in determining the future course of action in the organization every issue will have a particular root-cause because that would be causing trouble for the employee. When an employee comes to the HR manager with an issue then the manager must look into the root cause of concern for the grievance. There may be times when the HR shall have to take a call and hence he/she must know the laws that govern the company in and out. The root cause is a key indicator of issues that may become huge if not taken in account. Hence for every grievance raised the root cause must be well documented. As far as strategies for root cause analysis goes it is simple communication with the concerned stakeholders. This will give a fair idea to the issues that concern each and every party. How to collaborate with your colleague to develop an action plan (completing the one from Appendix 2 you have already begun to implement by leading this session), including at least three actions your colleague to take to resolve the issue with their employee. The plan should include the following:- Initial round of discussions to understand the concern of the employee Meetings and discussions will the stakeholders involved A full round of discussions with all stakeholders involved and explaining the corporate policy which will be part of the discussion structure Providing recommendations/action as per the company policy to redress the grievance This is the broader plan of action for the grievance process. The initial discussions must be unbiased and objective in nature to understand the root cause of the problem. There must also be a clear understanding on the aspects of research and a clear law based structure in initiating action against the employee. There is also a paramount case of investigation in the entire process. If the grievance is severe then there must be a demarcated network of HR professionals to address the issue. Appendix 2 Action/activity Timeframe Person/s responsible Description of strategy/ tactic/rationale for action Resources, if required HR meeting with manager (rental) 7-10 days HR Business Partner (you) Discussion of the grievance/issue Company Policy Handbook/ Statute Book HR meeting with other stakeholders (Supervisors. Other employees etc) 11-20 days (will depend on the number of stakeholder and the nature of discussion) HR Business Partner (you) Understand the other side of the story. Talk about the policy structure and what are the alternatives Other emails/conversation records Meeting with all related employees 30-60 days HR Business Partner (you) and senior HR managers Relate the incident as per company policy and framework. Discuss possible solutions and moderate the discussion between the aggravated parties Final Notice/ Policy guidance Within 90 days HR Business Partner (you)