‘people’ skill – leading skill<\/strong><\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div> Engagement:<\/strong> unlock the potential of each team member by building cooperation and trust<\/p>\n Employee retention:<\/strong> reduce staff turnover by enabling everyone to reach their potential<\/p>\n Reduce absenteeism:<\/strong> by challenging and supporting people and building strong relationships<\/p>\n Performance:<\/strong> a motivated, cohesive team performs better and goes the extra mile<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div> Everyday relations:<\/strong> TWI JR develops small daily habits that grow, support and motivate team members and strengthen relationships and trust.<\/p>\n Problem awareness:<\/strong> TWI Job Relations develops the ability to anticipate and see problems. Problems are not left to fester, but are reliably handled before they grow.<\/p>\n Problem-solving skill:<\/strong> TWI JR develops skill in handling people problems. Supervisors learn to correctly assess problem situations and take appropriate actions.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div> TWI JR 4-Step Method:<\/strong> a problem solving pattern that improves attitudes & behaviours and strengthens relationships<\/p>\n TWI JR Foundations:<\/strong> daily habits that prevent problems by m motivating, coaching and growing people<\/p>\n Problem escalation staircase:<\/strong> a framework that enables supervisors to anticipate and detect problems when they are small and easy to handle<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div> When people get promoted to supervisor, they quickly need to learn new ways of fulfilling their responsibilities. Being good at the technical aspects of their job and working hard is no longer enough for success.<\/p>\n Supervisors get results through people. To be successful, supervisors therefore need to develop leadership skills in working with people, developing them and building strong relationships of trust and cooperation<\/strong>.<\/p>\n TWI Job Relations develops the Skill in Leading<\/strong>: how to prevent people problems through small, daily interventions, how to spot any people problems early before they escalate and how to handle people problems quickly and effectively.<\/p>\n<\/div><\/div><\/div> Supervisors\u2019 ability to fulfil their responsibilities depends on their ability to obtain the trust and cooperation of their people. In TWI JR we say, a supervisor must keep the Job Relations Line<\/strong> connecting her with her people straight and strong. Poor job relations give poor results and good job relations give good results.<\/p>\n Through TWI Job Relations training, participants learn how to use the Four Foundations for Good Job Relations<\/strong> which – if practised daily – prevent many people-problems from arising. The TWI JR Foundations involve frequent feedback and coaching, giving praise and encouragement, preparing and guiding their team through changes and developing individuals so they can reach their full potential.<\/p>\n<\/div><\/div><\/div> Not all people-problems can be prevented. Supervisors need to detect problems early<\/strong> and handle them quickly and fairly, so that the Job Relations Line can be straightened out again and performance impact kept to a minimum.<\/p>\n The TWI JR 4-Step Method develops supervisors\u2019 skill in handling people problems<\/strong>. By carefully considering all the circumstances of the problem and the perspective of the people involved when taking decisions, as well as the policies of their organisation, supervisors avoid jumping to conclusions<\/strong> and taking inappropriate actions. Supervisor also develop the habit of carefully preparing and timing their actions, securing needed support and following-up diligently on their actions to ensure the best results.<\/p>\n<\/div><\/div><\/div><\/div><\/div> to get your people to do what needs to be done, when it needs to be done, in the way it needs to be done because they want to do it<\/span><\/b><\/p>\n<\/div><\/div><\/div><\/div><\/div> It consists of three core elements:<\/p>\n<\/div><\/h4><\/div><\/div><\/div> The TWI JR Four Foundations for Good Job Relations provide clear guidance on how to keep the Job Relations line straight and strong:<\/p>\n \u2460 <\/span>Let each person know how they are performing:<\/strong> highlight exactly what needs to be improved and coach how to improve it<\/span><\/p>\n \u2461 <\/span>Give credit when due<\/strong>: express appreciation for people\u2019s effort and contributions to motivate and reinforce desired behaviours.<\/span><\/p>\n \u2462 <\/span>Tell people in advance about changes:<\/strong> thoughtfully guide them through changes to smooth the transition and prevent problems<\/span><\/p>\n \u2463 <\/span>Make best use of each person\u2019s ability:<\/strong> fully utilise and develop each person\u2019s capability to unleash energy, creativity and engagement<\/span><\/p>\n By making the Job Relation Four Foundations<\/i><\/b> a daily habit, supervisors can prevent many people problems.<\/p>\n<\/div><\/div><\/div> Not all people’s problems can be prevented. Supervisors need to learn how to spot problems early, before they escalate.<\/p>\n TWI JR identifies four stages of problem escalation.<\/p>\n \u2460 <\/span>Size up a problem before it happens:<\/strong> anticipate problems to take preventive action.<\/span><\/p>\n \u2461 <\/span>Being tipped off:<\/strong> pay attention to subtle changes in attitudes, behaviours & relationships, to get into problems before they escalate.<\/span><\/p>\n \u2462<\/span>Coming to you:<\/strong> if someone makes you aware of a problem, it usually means it has been going on for a while, has grown and affects other people.<\/span><\/p>\n \u2463 <\/span>Running into:<\/strong> A person refuses to follow instructions or a rule, or there is open conflict. At this stage of escalation, problems tend to be much harder to handle.<\/span><\/p>\n<\/div><\/div><\/div> Problems rarely go away on their own and tend to grow if not handled quickly, correctly and fairly. The TWI Job Relations 4-Step Method develops this essential supervisor skill. Supervisors learn how to consider the whole story by obtaining all the facts<\/strong> related to the problem, including opinions and feelings<\/strong>. This protects them from jumping to conclusions and taking the wrong action.<\/p>\n Once obtained, the facts are then carefully weighed and a range of possible actions<\/strong> is developed. The supervisor assesses the likely impact of each of the actions to determine which action to take and how best to go about it. Timing and preparation<\/strong> are critical for success, as is obtaining any support and authorisation needed. The supervisor then proceeds to executing her plan and carefully monitors any changes in attitudes, behaviours, relationships<\/strong> and performance.<\/p>\n<\/div><\/div><\/div><\/div><\/div> People are all different and constantly change<\/strong><\/em><\/p>\n<\/div> (Strictly speaking, the same person who left work yesterday is different from the person who comes through the door today)<\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div> Good problem solving relies on how well the supervisor knows the people involved and understands what is really going on. Considering only a few facts may easily lead to inappropriate action.<\/p>\n The supervisor must therefore ensure she assembles the whole story<\/strong>. Relevant facts include what is known about the people involved and how the situation relates to rules and customs<\/strong> of the organisation.<\/p>\n Equally important is obtaining the opinions and feelings<\/strong> of the individuals involved, which are considered alongside the other facts.<\/p>\n<\/div><\/div><\/div> The supervisor considers carefully how the facts relate to each other. Are there any gaps or contradictions? Are any additional facts needed before proceeding?<\/p>\n Based on the facts she develops a range of possible actions<\/strong>, ensuring they are in line with company policy.<\/p>\n By predicting the impact<\/strong> of the proposed actions on her objective, the individual, the team and performance the supervisor selects and fine-tunes the most appropriate actions.<\/p>\n<\/div><\/div><\/div>JR Impact<\/strong><\/h2><\/h5><\/div>
How JR works<\/strong><\/h2><\/h5><\/div>
JR Core elements<\/strong><\/h2><\/h5><\/div>
Why TWI Job Relations?<\/strong><\/h2><\/h2><\/div><\/div><\/div>
Results through people<\/strong><\/h4><\/h5><\/div>
Prevent people problems<\/strong><\/h4><\/h5><\/div>
Handle problems early<\/strong><\/h4><\/h5><\/div>
Leaders have followers. To be a good supervisor means<\/strong><\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/h2><\/div>
Three tools of TWI Job Relations<\/strong><\/h2><\/h2><\/div>
TWI JR<\/strong> is a foundational leadership skill that enables supervisors to motivate and build trust and cooperation with their people<\/span><\/p>\n
TWI JR Foundations<\/strong><\/h4><\/h5><\/div>
Problem escalation staircase<\/strong><\/h4><\/h5><\/div>
TWI JR 4-Step Method<\/strong><\/h4><\/h5><\/div>
People must be treated as individuals<\/strong><\/h4>\n<\/div>\n<\/div>\n<\/div><\/h2><\/div>
TWI JR 4-Step Method<\/strong><\/h2><\/h2><\/div>
Good leadership is a skill that can be easily acquired by repeating a time-proven pattern. The TWI Job Relations 4-Step Method enables supervisors to handle people problems quickly, correctly and fairly. By using it, supervisors ensure their team members are highly motivated and relationships are strong and productive.<\/h4><\/div><\/div><\/div>
STEP \u2460<\/strong><\/h3>\n
Get the facts<\/strong><\/h3><\/h5><\/div>
STEP \u2461<\/strong><\/h4>\n
Weigh and decide<\/strong><\/h4><\/h5><\/div>