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What are you sure you understand/misunderstand about the topic?

What I understand most about the topic is just the fact that the world does not only revolve around you, does not matter if it is the work environment and you are management or if you are a brand new employee amongst other new employees. In organisations there are chains of command, departments and levels of management. Employees in all of the above have to be mindful of each other. Before making decisions or performing actions that involve other departments or levels of management, that you think of how it can affect them. Just because the decision benefits you, it may tamper with the processes of others in the organisations which will cause tension and frustration. A good example was brought by the lecturer about the chain of command and operations in a construction company. The architect or the lead engineer wants the project done at a certain time that suits him or her, but it puts a lot of pressure on the employees that are out on site physically doing the work because they have to meet deadlines. It can cause a lot tension and frustration which can lead to mistakes and fallouts which will negatively affect the success of the project. So, what I understand is that decisions always have consequences. ity is important to carefully make decisions and INCLUDE the ones involved to have their input on decision making so everyone will be on the same page, which will at the end of the day, guarantee a successful project.

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Mindfulness at Work - How to be Mindful at Work Tips

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Job Analysis & Competency Based Profiling

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Job Analysis & Competency Based Profiling

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How is the topic of today’s class important to the IP profession?

It is important because IP focuses on the human factor in organisations, which includes talent acquisition, selection of candidates and onboarding. What Job analysis and Competency profiling does is make sure that the organisation takes in the right people with the right competencies to ensure the organisation's success. It does this by breaking down the job and analysing everything got to do with it and then drawing up the required competencies to fill those skill gaps to perform the job.

What was your mindset before, during, and after the lesson?

My mindset before the lesson was : "Okay, I know the basics of this topic from my bachelors year so I have a general understanding of what it is about...but, I would to know a more in depth perspective about it in the Industrial Psychological field."
My mindset during the lecture was a feeling of a little bit overwhelming but interest at the same time because i was also thinking how it relates to my current occupation I have. I currently work in the Solar Industry and it is a very technical field and our main priority is customer service and quality maintenance. And I was just thinking and connecting the dots on what competencies one must have to perform my job and how crucial it is to our success as an organisation.
My mindset after the lecture was positivity and interest. I really enjoyed the more in depth view of the topic and thought if i was a practitioner, how would I approach my company I work for in retaining talent and acquiring the right candidates to perform my job.

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How is the topic of today’s class important to the IP profession?

This topic goes hand in hand with Competency Based Profiling which is to look at the competencies required by the organisation to recruit talent and retain it. This is important to the IP profession because it is one of the most crucial process a practitioner has to do. An organisation wants to recruit talent and you are the person that can make that happen for them by drawing the competency models and conducting the interviews. This is all to create a competitive and productive work environment for the organisation, reduce employee turnover which reduces time and costs, increase profit turnover and be a competitor in the market. A structured Competency-based interview is probably the one of the most well known methods in assessing applicants. It is important to the IP profession because it is the physical manner in collecting data on potential applicants and matching it to the competency model to pick the competent applicants for the organisation.

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Of what you learned, how much of it was new, and how much have you seen before?

Well, I used to be a Tour Guide/Facilitator. So I do have have experience in facilitating. So what I already know or seen before is that it is all about the group being facilitated to solve the problems and to get through the activities by the use of their own ideas. It is only the job of the facilitator to keep control of the session and to schedule the sessions. The new things I saw in this lecture is the different methods you can use to get the group to talk and generate ideas by using role play and using situational problems such as the chocolates discussion we had at the beginning of the lecture where we had to discuss who deserves the chocolates the most and why. I really love the different creative ideas to get the facilitated group to engage with each other and to solve problems.

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What is Facilitation?

Facilitation means guiding a group or team to achieve its common objectives. The facilitator is the person who is handling this guidance and provides solutions if any roadblocks occur. A big role of the facilitator is to ensure that everyone has a chance to share their ideas and that the discussion stays on track. Facilitation can be useful in various settings, from team meetings to brainstorming sessions. It can help groups overcome creative blocks, generate new ideas, and make decisions more efficiently. In addition, facilitation can promote better communication and collaboration within a team.

When done well, facilitation can be an invaluable tool for any organization.

Different Types of Facilitation

There is no one-size-fits-all approach to proper facilitation. The best way to facilitate depends on the size of the group, the purpose of the gathering, and the personalities or dynamics of the participants. To ensure that your facilitation is effective, it is important to be familiar with the different types of facilitation and how to use them in different situations.

Process Facilitation

At its core, process facilitation is about helping groups of people to work together more effectively. This can involve facilitating team meetings, workshops, and other events where people need to come together to share information and ideas. Process facilitation can also help individuals overcome creative blocks or develop new ideas by providing structure and guidance.

In all cases, the goal is to help people achieve their objectives more efficiently and effectively. While process facilitation has traditionally been used in business settings, it is increasingly used in education, healthcare, and other fields. By helping people work together more effectively, process facilitation can positively impact both individuals and organizations.

Team Facilitation

Team facilitation is the process of leading a team through guided discussion and activities to help them achieve their goals. An effective facilitator will create an environment where all team members feel safe to share their ideas and opinions and where everyone feels respected and heard. Team facilitation can help a team identify their goals, generate creative solutions, improve communication, resolve conflict, and much more. While team facilitation is often associated with formal business meetings, it works in any setting where a group of people needs to work together more effectively. Whether you're leading a team of employees, volunteers, or students, team facilitation can help you get the most out of your group.

How To Be A Good Facilitator

Being a good facilitator is more than just running meetings and keeping people on track. It's also about being an active listener, setting clear expectations, and creating an environment where everyone feels comfortable sharing their ideas. While a good facilitator has many leadership characteristics, they aren't necessarily considered the leader of the meeting. Perhaps the best way to think of a facilitator is like a coach. It's a coach's job to train their players, motivate them, and ultimately put the team in a position to win.

Here are some of the ways to be a good facilitator:

1. Be an active listener. Facilitators need to be able to listen carefully to what people are saying and look for non-verbal cues that can help guide the discussion.

2. Set clear expectations. Before you start facilitating a discussion, make sure everyone understands the purpose of the meeting and what you hope to accomplish.

3. Create a comfortable environment. Encourage open communication by creating an environment where people feel safe to share their thoughts and ideas.

4. Stay on track. Keep the discussion focused on the topic at hand and make sure everyone has a chance to share their thoughts.

5. Be respectful of everyone's opinions. Remember that not everyone will agree with you, and that's okay. Respectfully listen to other points of view and be willing to compromise when necessary.

6. Be prepared for anything. Facilitators need to be able to adapt to changing circumstances and handle unexpected situations gracefully.

7. Be patient and flexible. It takes time and practice to become a good facilitator, so be patient with yourself and be willing to experiment with different techniques until you find what works best for you.

8. Stay organized. Keep track of the discussion and ensure everyone is on the same page.

9. Be aware of your own biases. As a facilitator, it's important to be aware of your own biases and prejudices and try to put them aside when leading a discussion.

10. Be humble. Facilitators are not always right, and it's okay to admit when you're wrong. Remember that the goal of facilitation is to help a team achieve their goals, not to take control of the discussion.

There are many different ways to facilitate a discussion, and what works for one group may not work for another. The key is to find what works best for you and your team and to be willing to adapt as needed.

Facilitation in Practice

It's story time! At a digital marketing agency, the creative department needed some fresh ideas for a huge campaign they were working on for a new client. The team leader, let's call him Santi, recently expressed to his manager that he felt like the team had grown a bit stale over the last six months and could use a fresh approach to their brainstorming session.

Laura, his manager (not her real name), decided it might be best to bring in a facilitator that could help the group. After all, this was a new client with a big marketing budget, and they wanted to make a great first impression to gain their trust and, potentially, more business from them down the road.

The facilitator was brought in, and both Laura and Santi caught them up to speed on the project, its goals, and who to expect at the brainstorming session. The goals were simple: develop some excellent ideas so that the creative team could show off their skills and knock their first campaign with this new client out of the park.

In the facilitator's mind, the tricky part was the group itself. They learned that the group had gone a bit stale, and no one person was doing their part to help Santi lead the team. As the facilitator saw it, part of the reason was that half of the 12 participants were senior members who led teams themselves. The facilitator asked some questions about the group and discovered that everyone was swamped with busy work nearly all the time, and this was the first big project they'd had to just brainstorm about in a long time.

The group was an excited bunch but also had a thousand other things going on in their brains. Also, even though the team was one unit, many of them had never worked together, and due to a hybrid work environment, they'd never even crossed paths. They only knew each other through meetings and chance one-off assignments.

So, the facilitator got to work. They knew that the first task on the agenda was to get everyone comfortable with each other as quickly as possible and then to get some strong energy flowing. They also knew the importance of getting people out of their heads and focused on their tasks during this meeting instead of the ones waiting for them when the meeting was over.

Here's what they did during the meeting:

Started With An Icebreaker

One of the best ways to get to know someone quickly is to get them up on their feet and have them talk about themselves. Icebreakers are fun, and they instantly raise the energy levels of everyone involved. Soon, everyone was engrossed in the icebreaker game instead of thinking about the emails collecting in their inboxes.

Got Creative Juices Flowing

Next, to avoid letting the energy go to waste, the facilitator introduced a challenge that allowed the group to redirect that energy into creative ideas. Even before going into detail about the creative brief and what they were attempting to accomplish that day, the facilitator asked them to come up with some of the craziest ideas they could think of based on the information they currently had about the client.

They were encouraged to take ideas as far as possible and not worry about judging them. The group developed dozens of ideas. Some were strong, others were not so strong, and a few would never work for any client. The only part that mattered was that creative juices were flowing, and the energy in the room grew stronger.

The Facilitator Facilitated

After those early exercises, the rest of the meeting was smooth sailing, and people left the room with smiles on their faces and an extra giddy-up in their step. Laura and Santi were delighted with the facilitator's work and were happy to have multiple ideas to share with the client. Even after the meeting, both Santi and Laura followed up that the staleness had completely left the team, and the creative department was doing some of its most inspired work in years.

And that is the power that facilitation can bring. Not only can a facilitator get a team where they need to go, but they can inspire and reinvigorate a team long after they've left.

The Future of Facilitation

The future of facilitation is an ever-evolving landscape. Just as technology and the workplace have changed dramatically over the past few years, the facilitator's role has changed too.

Today, facilitators are increasingly being called upon to help organizations adapt to the new normal of remote and hybrid working environments. Individuals feel siloed, teams don't feel cohesive, and managers who spent years learning how to handle their team in person are lost on moving forward. While we may not know where the future of work will take us, many can agree that some form of this environment could stick around for a long time. The managers and leaders of organizations who take the time to build better strategies now are the ones who will win and grow their businesses in the long run.

In Conclusion

Facilitation is one of the keys to unlocking a team's full potential. It's not about telling people what to do but instead helping them find their own way and giving them the tools they need to be successful. When done well, facilitation can help teams achieve things they never thought possible.

What do you think?

Could facilitation help fuel better work among your employees or leadership team? We think so.

Discover other similar articles:

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How Facilitation Fuels Better Work - Articles | Klaxoon

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Facilitation can fuel better work and create an environment where people get excited and feel like they are part of something awesome during their meeting.

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What did you find most surprising about the topic?

What I found most surprising about the topic is how important the concept of continuous feedback back. It is surprising to see actually how much of an impact it makes on performance! There are people in organisations that are unsatisfied at work because they are not getting enough feedback about their performance, those long gaps between feedback can cause stress and pressure because the employee does not know if they are performing well or not. It is also surprising how it links to the elements of the brain. I did learn about the parts of the brain back in bachelors year but it was quite nice to get a refresher about it. I don't often see lectures about how industrial psychology practices links to the parts of the brain, it is quite interesting.

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What did you assume about today’s learning before the class started? How did that affect your learning (for better or for worse)?

Before the class started, I had a pretty decent understanding of assessment centres. So I was not sure what to assume about the class before it started, I know the lecture was going to go into more depth of the topic and elaborate even more on what I know about the topic, which it definitely did so it affected my learning for the better. I assumed that assessment centres were only used for selection and evaluation of candidates. But I was intrigued to learn that it is also used for performance development of current employees as well and also to help candidates improve their skills for selection.

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What are you sure you understand/misunderstand about the topic?

So to my understanding Talent Management and Competency-based profiling, interviews and Assessment Centres goes hand in hand. Because Talent Management involves the planning for acquiring the talent and then managing it to keep the workplace productive, competitive and topped with skill. For me most importantly, Talent Management is crucial for retaining the talent in an organisation and reducing employee turnover.

What about the topic makes you curious?

I am however very curious about the different perspectives of talent. There beliefs that everybody has a talent, Only certain people have talent, talent cannot be acquired vs talent can be acquired. It is intriguing for me to think about. But, in my opinion hard work beats talent every time. I believe there are people that are talented at things more than others but it does not mean that they cannot acquire the required skills.

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What seemed to be the most important ideas in today’s lesson? Least important?

Ethics for me is considered to be the most important aspect to take into consideration in the IP profession. I pay extra attention to this topic because if one does not, he/she can destroy everything they have worked for. There was not a least important topic, everything got to do with ethics is important. The most important idea for me are Ethical Problems vs Dilemmas. It is important to know the lines between ethics and law. An example would be a selection criteria in an organisation, say this organisation is basing their selection on religious affiliation, it may be in the organisations ethics code...but it is illegal. Another example would 'Price Gouging'. This means when an organisation would dramatically increase prices of essential goods and services during a time of crisis in society. It is unethical...but legal.

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What was your mindset before, during, and after the lesson?

My mindset before the lecture was genuine interest. training and development is one of my favourite aspects of the IP profession and HR. In my Bachelors degree i've done multiple Training and Development plans so I have a pretty good understanding of the topic. I was genuinely interested in the lecture to get more insight on the topic from an honors degree perspective. During the lecture, it was really good and I enjoyed how the lecturer got us involved in what she was lecturing by getting us to do some tasks that are done in the training and development process. The whole designing of a capability programme and how it will drive business strategy, and the tasks you need to do to implement the programme such as getting the employees on board and on the same as the HR practitioner and management which is very important, and then the schedule of implementation. What methods will be in the program and designing a schedule that will be time efficient. And finally the Kirkpatrick evaluation model. During this lecture I had a very open and engaging mindset.

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What are you sure you understand/misunderstand about the topic?

What I understand about the topic is that in order for the organisation and the culture to develop and flourish, you need a strong leader. This individual must possess the competencies of a leader. This individual has to know the organisations place in their environment and must take them forward. They must get all departments and levels of management on board and on the same page, this is done by drawing up strategic plans and communicating them with EVERYONE in the organisation. A good leader involves their employees and management and takes their input on decisions and plans. The leader has to have a mission statement and vision and communicate it. The moment they get the organisation on board with them, then they can implement the plan and start developing.

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Of what you learned, how much of it was new, and how much have you seen before?

Today's lecture was filled to the cap of information and content. Of what I learned in this lecture there are things that I have seen before such as the reward mix, remuneration mix, reward governance, where rewards and remunerations fit in HR value chain and pay equity. But this lecture was filled with things I have never seen before about the topic. I never realized how much input and principles there are into rewards and remunerations. It was my first time seeing the Employment Value Proposition, Total Reward Strategy, External and Internal influences many others. It was a bit overwhelming and too much to fit into one lecture I would have prefered it to be split into multiple lectures.