Master Certification: Surveillance
Tuesday, March 28 9-10:30 am: Surveillance Ethics and Considerations
We will examine the legal, technological, and moral implications of emerging surveillance technologies and discuss how they intersect with human rights, civil liberties, and freedom of expression. Trainers: Billy David, Bo-Co-Pa & Associates, and Abe Marin, Casino Cryptology
10:30-10:45 am
Break
Maximizing Operational Effectiveness This class will cover methods of improving surveillance operations. Students will review the key concepts of leading effective surveillance operations such as planning, communication, and assessment will also be discussed. Trainer: Abe Marin, Casino Cryptology
10:45-12n
12n-1:30
Lunch
Technologies, Integrations and Technicians: Budgeting for ROI and Risk A lively overview of the principles and practices of surveillance integration. We will discuss methods of integrating surveillance systems into an existing system and how it can increase the effectiveness of security and safety. Trainer: Abe Marin, Casino Cryptology Surveillance and Data We are now in the big data era, what should surveillance department and organizations do with all this data. We will discuss what some departments are doing with this data. Trainer: Billy David, Bo-Co-Pa & Associates
1:30-3 pm
3-3:15 pm
3:15-3:30 pm Break
Surveillance Risk Management With limited staff and limited hours in the day, many Surveillance departments are starting to use Risk Management philosophies when managing their departments. We will discuss processes and how to implement this type of management approach. Trainers: Billy David, Bo-Co-Pa & Associates and Abe Marin, Casino Cryptology
3:30-5 pm
Wednesday, March 29 9-10:30 am:
Hiring and Retention Practices Receive insights on potential solutions to the challenges of hiring and retaining staff for surveillance operations. Trainer: Abe Marin, Casino Cryptology
10:30-10:45 am
Break
Training and Succession Join for a comprehensive overview of succession planning, a critical component of any Surveillance team's long-term success. We will discuss the importance of having a formal succession plan in place, the factors to consider when creating one, and how to implement it. Trainer: Abe Marin, Casino Cryptology
10:45-12n
12n-1:30
Lunch
Training Programs We discuss what are the best practices when creating and implementing training programs. Billy David, Bo-Co-Pa & Associates Creating and Developing Dynamic Surveillance Teams This class will be interactive with the group. We will lead the conversation aiding the group in team development processes. Trainers: Billy David, Bo-Co-Pa & Associates and Abe Marin, Casino Cryptology
1:30-3 pm
3-3:15 pm
3:15-3:30 pm
Break
Leading 21st Century Surveillance Teams This class will provide an overview of modern principles, strategies, and tactics of Surveillance Leadership. It will explore the roles of surveillance leaders in creating a safe and secure working environment for their organizations. Trainer: Abe Marin, Casino Cryptology
3:30-5 pm
Thursday, March 30 9:00 – 10:00 am
Preparing for the Future of Surveillance in Indian Country This workshop session combines elements from the preceding two days in activities and exercises designed for attendees to practice new skills. We will explore the current state and future of casino surveillance. Billy David, Bo-Co-Pa & Associates and Abe Marin, Casino Cryptology and a special guest.
10:15 – 10:30 am
Break
Preparing for the Future of Surveillance in Indian Country (Continued)
10:30 – 12:00 pm
12:00
Released
3/22/23
Surveillance Ethics and Considerations
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
Billy David billy@bo-co-pa.com 541-810-0700 www.bo-co-pa.com
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Warm-up
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What’s the big deal?
Credit: Glasenberg Cartoon Service
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Risk factors
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Expectation of privacy
Credit: Teach Privacy
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Ethics in P&P
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laws
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Ethics for the ethic-less
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Ethical dilemmas
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Conflicts of interest
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Human factors
Credit: Student Press Law Center
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Confidential information
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Exercise #1: The see-Store
A small convenience store adjacent to the casino is using surveillance to monitor the activity of its employees and customers in order to reduce theft and improve overall customer service. The store has installed several cameras throughout the store which are monitored by store staff. However, it’s come to your attention that store staff are also using the cameras to monitor the personal conversations of customers and employees. They are also using the cameras to monitor activity in areas of the store which customers may not be aware they are being recorded. The store manager has not put any policies in place to protect the privacy of the customers and employees.
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Exercise #2: To look, or not to look?
You receive a complaint from a Surveillance Supervisor about inappropriate footage (zoomed in on a scantily dressed player) on several of the table games cameras last night. You review the footage and agree that it is questionable. The activity log shows no report of requests or observations. The Agent that recorded the footage tells you that they were watching two players on the table (one male, one female), the cameras were intended to focus on players’ hands for suspicion of marking cards.
How will you address the Supervisor and the Agent?
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Exercise #3: Slicing the PII
Your Surveillance department might collect and stores personally identifiable information (PII) about customers. You recently heard about a major data breach at a competitor, and you are concerned about the potential for a similar breach occurring at your organization. You want to ensure that the PII of your customers is secure and protected.
What will you do?
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• Ethics, Morals, Roles and Responsibilities
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Ethics, Morals, Roles and Responsibilities: But Why? • In todays day in age people are loosing respect for positions of authority due to the fact that some bad apples are ruining it for the rest of us. We all represent a greater good and need to act in that manner.
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Ethics
• Ethics is knowing the difference between what you have a right to do and what is right to do.
Potter Stewart
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Code of ethics and/or morals
What does “ethics” mean to you?
What does “morals” mean to you?
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What is Ethics?
Promoting the GREATEST GOOD Identifying individuals RIGHTS and your DUTY to fulfill Treating all parties FAIRLY Being consistent with recognized VIRTUES Serving the COMMON GOOD
Living a life of INTEGRITY Doing the RIGHT THING
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Business Ethics
Definition “The study of business practices regarding potentially controversial issues, such as: corporate governance, discrimination, social responsibility and fiduciary responsibilities.”
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Ethics – Tribal Gaming
Tribal Council
Gaming Commission
Casino Management
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6 unavoidable business ethics dilemmas
1) Is the work I’m doing worthwhile? 2) Will I have balance between work and family? 3) Will I go along with the crowd? 4) Will I object when leaders mislead? 5) Will I try to change things? 6) Do I contribute to the common good?
Individuals are the ONLY effective counterbalance to organizational pressures
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Signs of Ethical Collapse
1) Pressure to maintain the “numbers.” 2) Fear and silence. 3) Leaders surrounding themselves with “yes men”. 4) Weak leadership teams. 5) Culture of conflicts within the organization. 6) “We are special” mentality. Fix one weakness and the rest will begin to straighten themselves out.
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10 ethical principles for Surveillance Professionals
1) Be HONEST in all communications. 2) Maintain personal INTEGRITY. 3) KEEP PROMISES and fulfill commitments. 4) Strive to be FAIR in all dealings. 5) Show COMPASSION for others.
6) Treat everyone with RESPECT. 7) Be a positive ethical ROLE MODEL. 8) Build the business’s good REPUTATION. 9) Accept personal ACCOUNTABILITY for ethics. 10) Be LAW ABIDING.
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Ethics and Conflict Management
ETHICS is a guiding principle in decision making… And CONFLICT MANAGEMENT is about understanding how decisions are made.
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Conflict Management
What is conflict management?
Conflicts in business are a natural part of the workplace. It is important that we understand conflicts and know how to resolve them.
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Conflict Management
Dual concern model
An individuals’ preferred method of dealing with conflict is based on two underlying themes:
1) A concern for SELF (i.e., assertiveness); 2) A concern for OTHERS (i.e., empathy).
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Conflict management styles
How an employee responds and resolves conflict will limit or enable that employee’s success.
There are five conflict styles that a leader will follow: 1. Accommodating 2. Avoiding 3. Competing
4. Compromising 5. Collaborating
By Kenneth W. Thomas and Ralph H. Kilmann
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Conflict management styles
Accommodating: • An accommodating leader is one who cooperates to a high degree. • This may be at the leader’s own expense and actually work against that leader’s own goals and desired outcomes. • This approach is effective when the other person is the expert or has a better solution.
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Conflict management styles
Avoiding: • Avoiding an issue is one way a leader might attempt to resolve conflict. • This conflict style does not help the other staff members reach their goals, and does not help the leader who is avoiding the issue pursue his or her own goals. • However, this works well when the issue is trivial or when the leader has no chance of winning.
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Conflict management styles
Competing: • This is the ‘win-lose’ approach.
• A leader is acting in a very assertive way to achieve his or her goals, without seeking to cooperate with other employees, and it may be at the expense of those other employees. • This approach may be appropriate for emergencies when time is of the essence.
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Conflict management styles
Compromising: • This is the ‘lose-lose’ scenario where neither person really achieves what they want. • This requires a moderate level of assertiveness and cooperation. • It may be appropriate for scenarios where you need a temporary solution, or where both sides have equally important goals.
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Conflict management styles
Collaborating: • Leaders become partners or pair up with each other to achieve both of their goals in this style. • This is how leaders break free of the ‘win-lose’ paradigm and seek the ‘win-win.’ • This can be effective for complex scenarios where leaders need to find a novel solution.
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Conflict management
Competition
No Contest: The Case Against Competition by Alfie Kohn
“From the moment the alarm clock rings… from the time we are toddlers… we are busy struggling to outdo others.”
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Principles for Code of Ethics
ü Obligations to the Public
ü OBLIGATIONS TO YOUR EMPLOYER
ü Obligations to your Profession
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What does Fiduciary Responsibility Mean?
The term fiduciary refers to a relationship in which one person has a responsibility of care for the assets or rights of another person. A fiduciary is an individual who has this responsibility. The term "fiduciary" is derived from the Latin term for "faith" or "trust."
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Fiduciary Responsibility
As a licensing official you have a tremendous amount of fiduciary responsibility to the Nation
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Fiduciary Responsibility
• What does “care of assets” mean to you as a Licensing Official?
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Fiduciary Responsibility
“Care of Assets” Assets in our Indian gaming industry, it range from
Ø Money, Ø Guest, Ø Casino/Hotel Team Members, Ø Casino/Hotel Property
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Fiduciary Responsibility
“Care of Assets” We have to understand that it not only is our job duty to protect assets its morally right to perform fiduciary responsibility .
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Review: Ethics and Morals
Discussion
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Maximizing Operational Effectiveness
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
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Warm-up
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Operational effectiveness
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Leadership
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Planning
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Resources
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Technology
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Communication
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Processes
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Flexibility
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Collaboration
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Accountability
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Training
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Quality Control
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Budgeting for Risk & ROI
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
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Warm-up
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Managing existing Tech.
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New Technologies
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Resource vs. resourceful
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Inventory management
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Surveillance Technicians
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Integrators
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Operating Budget
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Capital Budget
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Don’t forget risk management
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Request for Proposal (RFP)
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PROJECTS
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Let’s Integrate!
Your Surveillance department has access to information from all over the operation, through a number of different systems and software applications. Moreover, resources are housed on separate networks and must be moved manually. Collecting the information for use is time consuming and sometimes important data gets overlooked and/or lost; creating actual loss of labor cost and risk of error. In your group, discuss integrations that could improve Surveillance performance and steps to make it happen.
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"PRIORITIZING ALL OF THAT DATA/INFORMATION: MAKING SENSE OF IT ALL.”
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MAKING SENSE OF WHAT?
• Your surrounded by all of this data, how do you use it? How should you use it
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WHAT WE WILL DISCUSS
• Enterprise data management • Business intelligence technologies • Business intelligence analytics • Patterns and recognition • Process modeling and analysis • Data visualization and report writing • Terminology • Putting it together
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ENTERPRISE DATA MANAGEMENT
• information systems that support business processes, including enterprise resource planning, decision support systems and more.
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ENTERPRISE DATA MANAGEMENT: SURVEILLANCE TEAMS
• Where do you get your data?
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ENTERPRISE DATA MANAGEMENT: SURVEILLANCE TEAMS
• Discussion
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BUSINESS INTELLIGENCE TECHNOLOGIES
• data management technologies and processes that support successful business intelligence systems with an emphasis on the design and creation of a data warehouse.
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GAMING OPERATIONS
• How does your Casino Architecture work?
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• Discussion
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BUSINESS INTELLIGENCE ANALYTICS • fundamental concepts, tools, and techniques used to extract
meaningful information from an organization's data in order to support effective decision making.
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BUSINESS INTELLIGENCE
• Decision making: How should you use analytical data to shape your decision-making processes?
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BUSINESS INTELLIGENCE AND GAMING COMMISSIONS
• How does your Surveillance team work in this model? • Act
• Measure • Analyze
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PATTERNS AND RECOGNITION
This examines advanced data-mining concepts and techniques used to identify meaningful statistical patterns and relationships in data.
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PATTERNS AND RECOGNITION
• Data provided without any impurities can provide you information that can support decision making.
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DATA VISUALIZATION
• This will sharpen your abilities to present complex results to a wide range of audiences across an organization, while also learning about practical techniques and the latest tools for developing impactful data visualizations and infographics
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TERMS YOU NEED TO KNOW (IN NO PARTICULAR ORDER)
• Key Performance Indicators (KPI): items found in the data that we determine to be of value, this helps us gain valuable information. This data helps us understand what is happening in the operation. • Data Points : Locations where data is created, produced and/or a combination of both. • Measurable Data Points : Filtering through all the data and identifying what data is good data and what data is not measurable. • Design Analysis Reports : Developing a reporting structure from all of the data that is provided to you from data received. • Key Performance Objectives : Obtained for the analysis report. This will help us to determine what our goals should be. • Data Mining : is the computational process of discovering patterns in large data sets involving. (Wikipedia) 17
HOW DO WE MAKE THIS WORK
• Discussion
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PRIORITIZE
• Information, • Data, • Who gets it, • What do I want and why?
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QUESTIONS
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THANK YOU
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Risk and Surveillance
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Risk Management
the forecasting and evaluation of financial risks together with the identification of procedures to avoid or minimize their impact.
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What is Risk Management and Why Does It Matter to Surveillance? • Risk Management : encompasses the
identification, analysis, and response to risk factors that form part of the life of a business. Effective risk management means attempting to control, as much as possible, future outcomes by acting proactively rather than reactively.
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• Risk management can be applied to any project, activity, or decision that involves uncertainty and potential outcomes
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Risk Management • Risk management is an important process because it empowers a business with the necessary tools so that it can adequately identify and deal with potential risks. Once a risk has been identified, it is then easy to mitigate it. In addition, risk management provides a business with a basis upon which it can undertake sound decision-making.
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Assessing The Risk
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Identify Your Process
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Risk Mitigation and Surveillance
strategy to prepare for and lessen the effects of threats .
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What is Risk Assessment? • a systematic process of evaluating the potential risks that may be involved in a projected activity or undertaking.
• Is this agreeable?
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K.I.S.S
The 5 Step Risk Management Process • Identify potential risks • Measure frequency and severity • Examine alternative solutions • Decide which solution to use and implement it • Monitor results
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Our Process
• Identify Risk • Measure Risk
• Examine Solutions • Implement Solutions • Monitor Results
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Measure frequency and severity
A risk map is a visual tool that details which risks are frequent and which are severe (and thus require the most resources).
What is the likelihood of a risk occurring and if it did, what would be the impact?
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Examine alternative solutions
• What are the potential ways to treat the risk and of these, which strikes the best balance between being affordable and effective? Casinos usually have the options to accept, avoid, control, or transfer a risk. • Accepting the risk means deciding that some risks are inherent in doing business and that the benefits of an activity outweigh the potential risks. • To avoid a risk , the organization simply has to not participate in that activity. • Risk control involves prevention (reducing the likelihood that the risk will occur) or mitigation, which is reducing the impact it will have if it does occur. • Risk transfer involves giving responsibility for any negative outcomes to another party, as is the case when an organization purchases insurance.
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Monitor the results and do something with the results!
Risk management is a process, not a project that can be “finished” and then forgotten about. The organization, its environment, and its risks are constantly changing, so the process should be consistently revisited.
Determine whether the initiatives are effective and whether changes or updates are required. Sometimes, the team may have to start over with a new process if the implemented strategy is not effective.
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Mitigating the Risk • Good sound internal controls for all departments that involve risk. • Good and accurate department policy and procedures.
Processes that “keep honest people honest”
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Once all reasonable potential solutions are listed, pick the one that is most likely to achieve desired outcomes. Set up a formal process to implement the solution logically and consistently across the organization and encourage employees every step of the way.
Decide which solution to use and implement it
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Using Surveillance as a tool to mitigate risk and measure compliance…..
HISTORICALLY WE USE SURVEILLANCE AS AN OBSERVE
NOT MANY PEOPLE REALLY UNDERSTANDS WHAT THE DEPARTMENT DID OR DOES,
INFORMATION (DATA) GENERATED IS NORMALLY NOT REVIEWED OUTSIDE THE DEPARTMENT,
WE ONLY LOOKED FOR GAMING CHEATS AND SCAMS,
SURVEILLANCE STAFF WAS NOT PROPERLY TRAINED
ALL OF THIS CREATES A DEPARTMENT THAT COULD BE A THREAT, RISK AND VULNERABLE TO INEFFICIENCIES AND LOSS TO THE ORGANIZATION.
AND REPORT DEPARTMENT
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Discussion: Ultimately you must do something with the information provided by your Surveillance department/team
• Where does your Data (information) come from? • Is this Data reliable? • Where does the Data go? • How do I use the Data to mitigate Risk? • Am I a Decision Maker?
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Thank you
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Hiring and Retention Practices for Surveillance
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
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Warm-up
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Are we all feeling the pinch?
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Recruiting
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Recruiting: In Person
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Recruiting: On-line
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Team efforts
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Job Descriptions
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Interviews
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Follow Up
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Job Offers
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Monitor the process
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Compensation packages
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Inclusion!
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Create positive environments
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Schedule and balance
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Promote development
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incentives
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More feedback please…
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Hiring and Retention Practices for Surveillance
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
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Warm-up
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Are we all feeling the pinch?
Image Credit: Casino Cryptology
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Recruiting
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Recruiting: In Person
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Recruiting: On-line
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Team efforts
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Job Descriptions
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Interviews
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Follow Up
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Job Offers
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Monitor the process
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Compensation packages
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Inclusion!
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Create positive environments
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Schedule and balance
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Promote development
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incentives
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More feedback please…
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Developing a Training Program That Will Give You Results
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ü Introductions ü Pre-employment to elective learning ü Making the Connection ü Learning Styles ü Generation Gaps - who are they? ü Tips for evaluating hiring and training processes ü Tips for Trainers ü Benefit to an effective training program ü Steps to creating an effective training program ü Summary
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Onboarding, Training & Development ü Pre-employment • Skills testing ü New hire • Job specific ü Promotional/Upward Path • Pay-grade and development ü Compliance and Certification • Job and Education ü Leadership • Development ü Elective learning • Personal growth and development
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Making the Connection
u We all know people in our lives who capture our attention when we communicate with them. u They have a way of exchanging information that resonates because of their communication style and their ability to connect with others. u How we interact with others, and how we prefer to be communicated with, are important to how we learn. u Our learning style impacts our comprehension. u There is no one size fits all way for connecting with students and learning.
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Exercise
u How do you learn? u Write down how you best learn, retain and recover information.
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Different Learning Styles
Auditory
Kinesthetic/Tactile u Acting u Role playing and hands-on activities
Visual u Pictures u Videos u Diagrams u Charts and/or models
u Lectures u Audio
recordings u Storytelling u Music u Verbalization and/or questioning
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Learning Styles and Generational Traits
u Know the characteristics of different generations
u Understand how different employees communicate
u Training programs, with no testing component or measurement for assessing comprehension, prove to be ineffective
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Generational Traits
Four generations in the workplace. What's that like?
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The Traditionalist
u Employees in this group are older, often near retirement age or into their 70s and 80s. u They may be more resistant to change because of their life experiences, and they often rely on past knowledge, experience and skills. u Their use of technology may be limited and they may prefer more traditional methods of learning. u They enjoy verbal communication and the sharing of knowledge. Training tips: Create a learning environment where they can learn from one another or through individual one-on-one instruction, at their own pace. The trainer needs to create flexible courses that can be modified that will facilitate a traditionalist way of learning.
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The Baby Boomer u Baby boomers range in age from the early 50s to upper 60s. u They have multilevel responsibilities and view work/life balances as very important to manage. u It is very difficult for them to find time to learn and focus on training.
Training tips: Create courses that are flexible enough to accommodate an employee’s busy schedule and accept that personal obligations might obstruct the learning process. Creating several short training sessions of 10 to 15 minutes per session will be more manageable from a time standpoint for this age group of employees. Use of videos, games, brain teasers and voice-overs is an engaging way to make learning fun.
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The Generation X u Generation X employees range in age between the mid’ 30s and early 50s. u They are communicators u Self-reflective u Tend to like a more personal approach and have the potential to bridge generational gaps between younger and older employees, which is an asset.
Training tips: It is important to create a self-assessment process for the Generation X employee, encourage a peer relationship with the instructor, and provide multiple options for self- education, learning and testing. This will help guide and support these students through the learning process.
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More on Generation X
Generation X and the Issues of Generational Differences in the Workplace
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The Millennial u Millennials, who are younger employees in their 20s and early 30s. u They are proficient in the use of digital media and like to communicate via their mobile devices. u They have high expectations of their learning, and they only want to be taught about what is relevant to their work and do not want their time or money to be wasted. Training tips: The key for trainers is to create coursework that will maximize Millennials’ advantages so that they can learn, share and advance via their social networking. This includes allowing them the ability to use their mobile devices to access to e-learning 24/7. Creating short training sessions of 10 to 15 minute each will make learning more manageable, and use of games, brain teasers and voice-overs is an engaging way to make learning fun. 17
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Tips for evaluating your existing Hiring and Training Processes Begin with an assessment of your current human resource application, on boarding and property wide training programs. u Adopt a baseline employee/student assessment document and seek new ways to improve employee retention. u Communicate and adapt u What do they already know? u How do they learn best? u What are their career goals? u How can you help them reach their goals?
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Tips for Trainers
u Trainers must adapt their approach to communicating u Acknowledge individual learning styles, generational traits, culture and language characteristics.
u Create diverse and engaging learning programs u Consider using learning management platforms
u Trainers need to be knowledgeable u Utilize industry subject matter expertise u Use materials brought back from outside training programs to maximize the course content
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Benefits of an Effective Training Program u Effective training can lead to increased compliance u Team members are more efficient at their jobs u Increased productivity, revenue, and profits u Decreased costs, waste, and inefficiencies u Happier and more satisfied workforce
So the benefits are many!
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Training Delivery Options
Classroom, Onsite Trainer and (Offsite) Workshops
Hand written test
Classroom Learning
Online testing
Instructor Led Webinar Learning
Online testing
Online Learning
Online testing
Mobile Learning
Mobile testing
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Steps to Create Effective Training Programs Step 1: Assess Your Training Needs u Identify a clear business goal that the training supports
u Determine the tasks the workers need to perform so the company can reach that goal
u Determine the training activities that will help the workers learn to perform the tasks
u Determine the learning characteristics of the workers that will make the training more effective
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Create Engaging Training
Games and Audio
Game Themes
Brain Teasers
Hangman
Tic Tac Toe
Voice Over
Hyperlinks and Objects
Training and Internal Website
PDF, Word Docs, Images and Photos
Policies and Procedures Manual
Internal Controls Manual
SOPs
Videos
Internal and External Training
Surveillance Footage
Job Specific Footage
10 Minute Snack Bytes
YouTube
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Steps to Create Effective Training Programs Step 2: Four Parts to Develop a Learning Objective u A B C D u A = “Actor” who will perform the objective u B = “Behavior” the Actor must perform
u C = “Conditions” under which the Actor must perform the behavior u D = “Degree” to which the Actor must perform the behavior
u Example: Our team members must be able to identify suspicious monitory transactions within the casino and take the appropriate steps for reporting.
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Steps to Create Effective Training Programs Step 3: Design Training Materials u Include as much hands-on practice or simulation as possible: people learn by doing
u Do everything possible to let the employees talk and interact with the trainer and with each other during the training
u Break your training materials up into small “chunks” that are easier to take in and understand
u Try to use a “blended learning” approach that includes training in several different formats (computer-based, instructor-led, etc.).
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Steps to Create Effective Training Programs
Workshops and Conferences
Step 4: Develop Your Training Materials
Internal PowerPoint
3 rd Party Online Learning
Trainings
Training Video
Consultant for Subject Matter Expertise
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Steps to Create Effective Training Programs Step 5: Implement the Training u Identify and inform your team members u Take care of all notifications, supplies, training rooms, etc.
Combine some or all training options u Classroom training u Letting the employees be active participants u On-the-job training u Make sure you know exactly what the employees must do u eLearning training u Make sure material is engaging and interactive
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Steps to Create Effective Training Programs Step 6: Evaluate the Training
u #1 Team Member’s reaction to training u Did the team members like the training? u #2 Team Member’s actual learning u Test results? u Demonstration of hands-on exercises for skills? u #3 Team Member’s post training behavior u Are the team members applying their new knowledge or skills? u #4 Quantifiable business results u Did you increase revenue? u Did you reduce costs?
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Steps to Create Effective Training Programs Step 7: Repeat Any Step as Needed
u Misjudged your team member’s learning needs u Provided too much information u Too little information u Instructor led training had very little team member interaction u New Hires u New regulations or process changes
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Conclusion for Creating Effective Training Programs
Does training have an important role at the workplace? Absolutely! Effectiveness depends on how it’s designed, developed, and implemented. u Increased training ROI
u Happier employees
u Attainment of key business goals.
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Summary for Creating Effective Training
DYNAMIC
ACCOUNTABILITY
COMPREHENSION
TECHNOLOGY
COLLABORATE
Assess and educate your team - create dynamic learning opportunities for them to succeed
Learning uniformity and accountability for trainer and team – schedule and track all training programs
Measure comprehension and course completion – continue to evaluate and adapt to your audience
Use technology platforms to create, schedule and track
Network, information share, educate and collaborate with colleagues across the US
trainings - use reporting and analytics tools
What does effective training look like?
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Questions?
u Thank you!
Billy David, Owner Bo-Co-Pa & Associates billy@bo-co-pa.com 541-810-0700
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INVESTING INTO THE FUTURE: BUILDING YOUR TEAMS
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PRESENTED BY:
• Billy David, Owner Bo-Co-Pa & Associates • billy@bo-co-pa.com • Phone: 541-810-0700
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SESSION EXPECTATION
• Explain the importance of communication within your teams. • Explain how team goals and accountability differ from individual goals and accountability. • Learn common techniques for team building. • Evaluate the advantages and disadvantages of large and small teams.
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WHAT ARE SOME CHARACTERISTICS OF EFFECTIVE TEAMS
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KEY CHARACTERISTICS OF EFFECTIVE TEAMS
• Clarity of Purpose • Good Communication • Positive Role for Conflict • Accountability and Commitment • Shared Leadership • Positive Group Dynamics
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CLARITY OF PURPOSE • The purpose of the team must be clearly defined in concrete and measurable objectives. Effective teams know how their work contributes toward an organizational goal. The team leader reminds members of how each team member makes business success possible.
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GOOD COMMUNICATION
Open and accurate communication both between the team members and between the team and the larger organization is critical to keep members informed, motivated and focused. Part of the communication process involves establishing roles, making plans, and following standard business protocols and procedures.
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POSITIVE ROLE FOR CONFLICT • We will look at the role of positive and negative conflict in more detail later in this module, but generally
effective teams use conflict to improve decision-making and problem-solving processes.
This Photo by Unknown Author is licensed under CC BY-SA
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• Each member of the team understands their role on the team and takes responsibility for their actions. • Team members take proactive measures to ensure that they can complete tasks, and they alert leadership when a problem arises. • Members of effective teams not only know the team‘s purpose but are committed to achieving it and demonstrate the behavior needed to meet the goals. • Team members have the authority to do what they need to do without being checked every step along the way. • Finally, members must be incentivized and rewarded on both an individual and team basis.
ACCOUNTABILITY AND COMMITMENT
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SHARED LEADERSHIP
• Effective team members are willing to assume leadership roles when appropriate. • Shared leadership reinforces a sense of shared responsibility and increases morale and team performance.
This Photo by Unknown Author is licensed under CC BY-SA-NC
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POSITIVE GROUP DYNAMICS
• Interpersonal relationships in effective teams are built on trust, respect, honesty, and acceptance. Conflict will still occur, but a positive group dynamic will focus the conflict productively.
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COMMON TECHNIQUES FOR TEAM BUILDING
SET TEAM GOALS AND PRIORITIES
SELECT TEAM MEMBERS CAREFULLY
TEAM DIVERSITY
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SET TEAM GOALS AND PRIORITIES • This step supports the key characteristic of clear goals. • Team members need detailed explanations of how their individual actions contribute to the achievement of the team goals. • Team priorities should be established so that members can understand when and where to provide additional help if needed. Individuals need to understand how their personal goals support the team goals and how supporting the team also allows them to meet their own personal goals. • If personal goals and team goals are not interdependent (for example, if a team goal is not specifically tied to a personal goal), then the team member most likely will focus on their own needs to the detriment of the team. • Good communication skills are required to make sure that the goals are written clearly and that team members know their performances will affect the team goal and thus each other’s performance.
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SELECT TEAM MEMBERS CAREFULLY :THREE FACTORS SHOULD BE CONSIDERED WHEN SELECTING PEOPLE FOR A TEAM: INDIVIDUALISM, THE AVERAGE LEVEL OF EXPERIENCE AND ABILITY, AND THE DEGREE OF DIVERSITY. • It’s a fact that some people make better team members than others. It’s also a fact that with determination, anyone can learnto function on a team. • Individualists generally put their personal welfare and interests first, and they prefer independent tasks in which they work alone. • On the opposite end of the spectrum is the collectivist , who prefers cooperation to competition and is happiest working in a group. Although collectivists generally make better team members, there are many instances when independent tasks are part of a larger team effort. It may take more effort to communicate with the individualists, however. • The experience and ability levels of team members should be balanced so tasks can be distributed with high expectations of the work being done. At the same time, newer employees need to become a fully functioning part of the workforce, and this can happen by teaming them with the more experienced people. It is also important to select people based on their skills and leadership potential. • Team diversity represents not only the mix of skills and experiences, but also how people of varying culture, ethnicity, race or gender work together. Diversity is a good defense against groupthink because of a different outlook and belief system that challenges common assumptions.
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OPTIMAL TEAM SIZE
The ideal size, according to most management experts, falls within the range of five to nine people.
There seems to be no question about the right size of many teams.
Experts also agree that the optimal size of the team is driven by other factors: what type of task the team will perform, what skills the team requires to complete the task, and the time provided to complete the task.
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THE FIVE STAGES OF TEAM DEVELOPMENT • Effective teams don’t just happen. They are the result of a development process through which members learn to work together and support team goals. • Teams become high performing when the members have worked through their individual differences and have agreed on standard values that control behaviors. • Teams are effective when the development process results in strong relationships and high performance.
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STAGES OF TEAM DEVELOPMENT
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STAGES OF TEAM DEVELOPMENT
FORMING STAGE
STORMING STAGE
NORMING STAGE
PERFORMING STAGE
ADJOURNING STAGE
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FORMING STAGE
The forming stage involves a period of orientation and getting acquainted. 1
Uncertainty is high during this stage, and people are looking for leadership and authority. 2
A member who asserts authority or is knowledgeable may be looked to take control. 3
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Team members are asking such questions as “What does the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members get to know each other.
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STORMING STAGE
• The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict and competition as individual personalities emerge. • Team performance may decrease in this stage because energy is put into unproductive activities. Members may disagree on team goals, and subgroups and cliques may form around strong personalities or areas of agreement. • To get through this stage, members must work to overcome obstacles, to accept individual differences, and to work through conflicting ideas on team tasks and goals. • Teams can get bogged down in this stage. Failure to address conflicts may result in long-term problems.
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NORMING STAGE
If teams get through the storming stage, conflict is resolved, and some degree of unity emerges. In the norming stage, consensus develops around who the leader or leaders are, and individual member’s roles.
Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges.
Team performance increases during this stage as members learn to cooperate and begin to focus on team goals. However, the harmony is precarious, and if disagreements re-emerge the team can slide back into storming.
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PERFORMING STAGE • In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning. • There is a clear and stable structure, and members are committed to the team’s mission. • Problems and conflicts still emerge, but they are dealt with constructively . • The team is focused on problem solving and meeting team goals.
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ADJOURNING STAGE
• In the adjourning stage, most of the team’s goals have been accomplished. • The emphasis is on wrapping up final tasks and documenting the effort and results. As the workload is diminished, individual members may be reassigned to other teams, and the team disbands. • There may be regret as the team ends, so a ceremonial acknowledgement of the work and success of the team can be helpful. • If the team is a standing committee with ongoing responsibility, members may be replaced by new people and the team can go back to a forming or storming stage and repeat the development process.
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• Teams usually develop norms that guide the activities of team members. • All the team members implicitly understand them. • Norms result from the interaction of team members during the development process. • Performance norms are very important because they define the level of work effort and standards that determine the success of the team. • Leaders play an important part in establishing productive norms by acting as role models and by rewarding desired behaviors. • Norms are only effective in controlling behaviors when they are accepted by team members.
TEAM NORMS
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