Example case for a team of directors. Application of cases to assess the managerial competencies of managers. Team Negotiation Topic

Often, before training employees, we need to understand the true request. In what way is it true? The one that will bring results - to the Company, to the employees themselves. We use different methods - interviews, questionnaires, etc. etc., but one of the most effective ways is to solve cases. Specific tasks that are similar to the job responsibilities of an employee. This method allows you to learn more deeply the current knowledge of employees, as well as their growth zones.

In addition to the evaluation function before training or as a separate event, case studies are widely used as a development tool. In the course of the training itself, they are actively used to practice the acquired knowledge. Participants solve problems, then they can compare their answers with those proposed in the case and see their resources, as well as further horizons for development. One of the advantages of the cases is a very easy and visual transfer of the gained practical experience to further real professional activities.

These ready-made cases are intended for managers and allow you to develop important management competencies.

So, the cases can be used:
As an assessment tool
As a tool for organizing practice during training
As a trainer for self-development of competencies
As practical tasks in the course of one-to-one training with a mentor

This methodology of ready-made cases takes into account the level of the leader to whom it is offered. So, this material is divided into three levels:
Operations management (line management level)
Operational and strategic management (heads of departments)
Strategic management (positions of top managers and heads of large divisions)

Competencies that assess and develop each of the three cases:

1. Operations management:
Motivation of employees

Work with the emotional mood of employees
Responsibility in making decisions
Delegation skills
Feedback skills

2. Operational and strategic management:
Motivation of employees
Broadcasting unpopular decisions
Delegation skills
Feedback skills
Development of employees
Team leadership
The ability to assess risks on a large scale, within the Company

3. Strategic management:
Motivation of employees
Broadcasting unpopular decisions
Delegation skills
Feedback skills
Development of employees
Team leadership
The ability to build work for a long time
Systematic thinking
The ability to assess risks on a large scale, within the Company
Market knowledge

Each competency is assessed on a 5-point system, which can serve as a guideline in the analysis of the participants' finished work, as well as in the course of self-analysis and discussion of the results of solving the case at the training.

For use in the training, you can use a part of the tasks of the case, which reflects the material analyzed during the training. Each case has several tasks, each of which corresponds to the above-described competencies.

In addition, each case has an example of a real manager's answer. You will be able to get acquainted with how the employees in management positions solve the case and predict the course of the training or the assessment procedures.

The set of each ready-made case includes:
Detailed description of the case itself
Necessary stimulus material
A table with assessment criteria and scores
An example of a real manager's answer

Cost of cases for executives:
for individuals, each case is 5,000 rubles, for legal entities, each case is 10,000 rubles

1 - We guarantee that according to our methodology of ready-made cases, even a novice trainer will assess or competently organize practice during training.

2 - Buy ready-made techniques, while their prices are too low, it is profitable. The prices for finished products are increasing every year.

3 - Invest in your professionalism and earn.

Most employers recognize the importance and value of investing in the development of their employees in order to improve their professional competence.

The development of key skills of employees allows you to achieve great results in the main area of \ u200b \ u200bthe company. A correct assessment of the existing personal and professional characteristics makes it possible to place the right emphasis on the development of professionally suitable qualities.

To correctly identify and assess the existing qualities of a candidate for a managerial position, a recruiting specialist conducts an in-depth analysis of the existing characteristics.

Qualitative selection of candidates involves the need to determine the type of key competence of the future leader, depending on the vacant position.

For example, for the project manager and the category of senior managers, the most important qualities are considered to be the presence of analytical and strategic thinking, knowledge of the basics of time management, high efficiency and responsibility. For the category of line managers, it is necessary to have organizational skills, the ability to correctly prioritize within the framework of priorities, delegate responsibilities and have a clear position in resolving controversial issues.

The most common managerial competence is linear.

Line manager- is an official appointed by the top management of the company to organize and lead a specific department, project or division in order to improve the efficiency of the company or achieve a certain goal.

To build the correct strategy for the development of linear management competence, the recruiter must determine the initial level of the applicant's existing knowledge. The definition of this level is expressed in the candidate's ability to show and rationally use the necessary qualities. It is customary to refer to these qualities as indicators on stress tolerance scales and delegation skills.

Stress tolerance Is a psychological term that characterizes the existing set of innate or acquired personality traits that allow an individual to adapt more quickly and to more easily endure the changing intellectual, emotional and volitional load caused by professional activity.

Delegation it is considered to be the basic skill of a leader, which is necessary for the development of subordinates and increasing the efficiency of their work for the significance of the company.
To determine the level of stress resistance and possession of the skills of delegating the future line manager, the recruiter uses the case interview method.

Case interview or case testing it is customary to call internal specialized tests of a company that are not related to the formation of a general assessment of the qualifications of personnel. Such tests are usually called "home situations" for future candidates. Analyzing the degree of fulfillment of the declared tests, the HR-specialist makes a qualitative assessment of the professional "portrait" of the candidate and, on its basis, forms his further decision.

The use of case testing has been recognized as effective not only for the selection of candidates for leadership positions, but also in the case of annual certification of the management staff and the formation of the company's talent pool.

At the initial stages, recruiting specialists conduct a qualitative assessment of the candidate's personal characteristics using the following psychological methods:

- "Perceptual assessment of stress resistance" (http://www.gurutestov.ru/test/254/);
- "Delegation of Authority" (http://asus.style.rbc.ru/articles/15).

After the conducted psychological research, the future manager is invited to answer several questions that are within the framework of the company's case-interview. This list of questions is different for each company and is compiled taking into account the specifics of its activities.

As an example, you can use the following questions to determine the managerial competence of a leader:

- “What will be your actions if a visitor / client came to you before the appointed time? Justify your further actions. "
- “You are expecting important calls from your clients / customers. It happens that your clients / customers call at the same time to different phone numbers. What will you do in this situation? "
- “For the implementation of an important project for the company, you appointed the most qualified, in your opinion, employee as responsible. In due time, this employee did not provide you with a report on the work done, referring to personal circumstances. Your actions?"
“You and another head of department have received an order from the CEO to complete a specific task. Relying on each other, you did not fulfill it. Give reasons for your further actions in this situation. "
- “Your company provides free training for new employees in order to improve their qualifications. After completing the training course, most of the employees with the accumulated knowledge and acquired skills go to work in competing organizations. What will be your actions to combat staff turnover? "

After conducting all the research, the recruiting specialist builds a pivot table, analyzing the results obtained.

An indicator of the level of managerial competence of a line manager is his presentation of general functional responsibilities.

These types of duties include:

- distribution of responsibilities between employees of your department;
- development of strategic decisions;
- ensuring the effective functioning of all links of the entrusted subdivision;
- coordination of actions of employees of their department;
- drawing up the current work plans of the department;
- the ability to set specific tasks;
- organization of the team's activities;
- motivation of employees;
- selection of personnel;
- planning of staffing.

The correct approach to work and high managerial competence of the line manager will be a good starting point in raising the level of the company and achieving its goals.

Case for determining the ability to build interpersonal relationships, the ability to work in a group and respect the point of view of another on this issue, the willingness to interact and cooperate with other members of society, the group.

Personal qualities. Projective case. Divide and Work Case

For what:

to assess social maturity:

the ability to build interpersonal relationships;
the ability to work in a group and respect the other's point of view on the issue;
willingness to interact and cooperate with other members of society, group.

Whom to give the case to: applicants for a position of any level.

Situation

In the design department of the information company, two women worked as engineers - Anastasia M. and Elena I. They came to the organization at the same time, but their style of work was very different. Anastasia was extremely conscientious, punctual and demanded the same from her subordinates, moreover, she did not refuse unscheduled work.

Elena, in turn, worked unstably, her periods of activity alternated with declines in mood and performance, she complained of pressure, palpitations, but she never went to sick leave, explaining that she did not want to lose in salary. The leader always made concessions to her, knowing that he could rely on Anastasia. When Elena refused small assignments or once again referred to poor health, the head of the department transferred part of her work to Anastasia.

Errors in Elena's work were the reason for the first clashes between the employees. Since Anastasia had to finish some part of the work for Elena, she began to demand high-quality and timely execution of it. And although Anastasia expressed her remarks and demands to Elena without witnesses, she made the incident a subject of discussion in the department. The conflict developed into dislike of colleagues for each other. And their immediate supervisor, having decided not to get involved in women's affairs, at the first opportunity, completely divided their functions and invited Anastasia to take another job in a neighboring department. Anastasia refused to perform other functional tasks and demanded that the manager transfer Elena to another department, since it was she who was shirking from work and was to blame for the situation.

Questions and tasks

Explain the position of the case participants. Who, in your opinion, has the greatest influence on the situation? Are there mistakes in the manager's decisions? Which? What should the participants do to resolve the problem?

Offer the company a solution to the problem.

Comments (1)

The situation described in the case is an example of communication problems. The position of the manager in relation to both employees can be considered as erroneous. The case seems to immerse the applicant in a conflict situation where there are three different positions: a leader and two colleagues.

Interpretation of answers to case questions

Answer options	How to interpret
1. The applicant is of the opinion that Elena is the culprit. It is against her that administrative measures should be directed. Or, at least, not Anastasia should leave the department, but she.	Since we are talking about working in a team, adhering to one side is not quite the right position from the point of view of social competence, since this manifests itself in the inability to accept a different point of view and understand that the potential and abilities of each employee are different. In addition, the answer does not contain a proper managerial position.
2. According to the candidate, Anastasia herself is to blame for the fact that as a result colleagues began to transfer her work to her. If she immediately insisted that she had her own responsibilities, then such a situation could have been avoided. At the same time, the leader is absolutely right, whoever copes is entrusted with the work.	Perhaps in itself it is correct when an employee refuses to do someone else's work. But the fact that the candidate points to this may indicate his inability to work in a group, his unwillingness to build communications in the social (work) environment as required by collective activity. The leader's correctness in this answer is controversial, since there is no explanation of the motives for this act.
3. The applicant does not judge categorically about the actions of the participants in the case. She adheres to the point of view that Anastasia could simply help her colleague, and not do part of her work completely. And this should be a mutual decision of the three parties, which should be initiated by the leader. We can say that Anastasia is right, but at the same time, social and communicative immaturity is visible in her actions, since she reacts negatively to the manager's proposal to move to another department.	There is no answer that could make it possible to draw unambiguous conclusions. But there are decisions of applicants that clearly emphasize their position and show how developed certain social competencies are. In this case, we can say that there is a willingness to interact and cooperate with other members of society, a group, as well as the ability to build interpersonal relationships with colleagues. One can see the flexibility of the position of the applicant, but he does not demonstrate a desire to "get to the bottom" of the reasons for the manager's decision: perhaps, for Anastasia, this is an opportunity for career growth.

Description: The group is given information in the form of facts based on a real situation and asked to discuss problems, analyze issues and provide recommendations. The case teaches you to make decisions or practice a new skill based on the analysis of input information. The case is created by the trainer in advance based on the information obtained during the preparation of the training. You can also use ready-made cases. Or adapt the ready-made case to the needs of the training.

Impact on group dynamics:

It raises: incomprehensible instructions, the presence of the correct answer and its search, "spurring" time ", comparison with others, the wrong time for the case (when there is no leader), the topic is distant or not clear, acute topic, little time, lack of information.

Reduces: familiar topic, hints, jokes, de-frames, multiple solutions.

Number of participants: group of no more than 10 people

How to create a training case with the help of participants?

The group is divided into subgroups of 5 - 10 people.

Step 1 - The group is given a task

Assignment: Describe a case from your experience regarding this topic. ( For example: a month ago, in our department, such a situation happened ... ")

Case requirements:

should be based on a real situation
the task (problem) around which the analysis is built is clearly defined. For example, the topic: “Ways of non-material motivation of personnel

The case should contain the following points:

places, positions and roles of the main actors. For example: director, employee, etc.
a short description - facts only - of the main stages in the development of events and actions of the actors. For example: “You are the new director of development in the company. The company is entering a new market, you have been given a task ... Employees react this way "

Step 2 - Groups change descriptions of situations

Assignment: Think over the solution to this situation, write the options for solving this situation and argue the chosen actions.

Step 3 - Presentation of Solutions and Evaluation of Solutions by Groups

So the group that created the case gives feedback on the proposed solution.

Once, I conducted a training course “Creativity in Business” for Ingosstrakh. And there I used the case method. Try to solve it and you, only without this "google help".

Can you solve a case in 1 minute?

So, the case is called "Gallery Lafayette", and it is based on real events.
At the initial stage of the formation of her business, the young entrepreneur did not have enough funds for traditional methods of promoting goods to the market, she was creative in solving problems and achieved her goal in very cheap ways. Once she came to conquer Europe, and the manager of the Parisian Gallery Lafayette refused to buy her products - a new perfume. But she never gave up. When our heroine wanted something, she was very inventive in striving to achieve her goal. The woman still found a way to prove to the manager in 5 minutes that her perfume can take its rightful place in the prestigious Lafayette gallery.
What did the woman do? What are your options?

And this is what it did. The lady suddenly opened her purse, took out a large bottle of some yellowish liquid and banged it down on the floor with a bang. After a few minutes I could not resist the questions: “Yes, this is my new perfume,” she repeated with a beaming smile. “This is Youth Dew, and my name is Este Lauder. You've never heard my name. "

Examples of cases for training onEmployee management (motivation, mentoring)

Example of a sales case "Customer Profile"

Case No. 1 "Development of methods of influencing an employee"

Based on the analysis of the situation, analyze the reasons for the change in the behavior of Y. Malevin. Develop ways to influence Malevin to change his behavior. Fill out the table "Assessment of the causes of behavior"

Description of the situation:

Yu. Malevin has been working at Tri Kita LLC since 2009 as a refrigeration equipment technologist. During his work, he was noted three times for the high quality of work and was regularly paid bonuses at the end of the year. However, over the past year, Y. Malevin's relations with colleagues have become strained. He was never particularly talkative at all, but now he demanded from colleagues to stay away from his workplace. Y. Malevin made it clear that his tools are missing, and he wants to secure his workplace. The quality of his work has also worsened. About a year ago, the devices produced by him were assessed as completely defect-free products. At present, during random inspection, it turned out that his products require alteration in three cases out of a hundred. Thus, the defect rate in his work increased from zero to 3%. Among his colleagues, the marriage does not exceed 1.5%.

The behavior of Y. Malevin caused concern among the heads of the unit. The good worker has become the middle peasant. What could have caused the change in Y. Malevin's behavior?

Using the table. 2. Select from the list possible reasons for the change in behavior, rate them on a 7-point scale and comment on your assessments.

Table 2. Assessment of the causes of behavior

Please comment on each of your ratings.

What can the manager do? Fill in the table. 3

Table 3. Methods of influence to change behavior

Source: Organizational Behavior by G.R. Latifullina

Case No. 2 "Employee Choice"

Description of the situation: You are the Manager of five petrol stations of the Lesnoy Gorod company in the city of N. One of your petrol stations is Zeleny Kedr. She has the maximum cross-country ability among your other filling stations. In this regard, the workload on staff is quite large. If your refuellers are still holding out, as they get a good tip in total, then the turnover of cashiers is quite high. So you are faced with the task of finding and evaluating a candidate for the position of a cashier, since you do not have enough of them. The situation is further complicated by the fact that the "Green Cedar" filling station has a mini-market with an open display, so the cashiers have a lot of tasks, but they do not receive tips. In addition, the functionality of cashiers is wider than in other fuel companies, so it can be difficult to find a good candidate.

The functional duties of the cashiers of the Lesnoy Gorod company include:

Customer service at the checkout;
Acceptance of goods;
Control of the shelf life of goods;
Participation in the inventory of goods;
Fulfillment of the sales plan for promotional products;
Cleaning of premises (floors, shelves, toilet, etc.)

Working conditions: schedule 2/2 month a day from 9 to 21, month on the night from 21 to 9 (by
agreement with the manager of the gas station is possible only during the day or only at night). It is more convenient for you as a manager so that the cashier can go out both during the day and at night.

Task: Think, please, and write a profile of a candidate for a cashier vacancy at a gas station "Green Cedar" in the company "Forest City". What characteristics and competencies (knowledge, skills, personality traits he must have) in order to successfully work as a cashier at your gas station

Case No. 3 "Retail store"

Description of the situation: Seller Petrova A.K. has been working in the department for one year. During her work, she managed to sufficiently master the assortment of the department, establish friendly relations with the team of employees. By nature, calm, balanced. He treats work responsibly, shows a desire to work in the store. However, he does not show any initiative in dealing with buyers. Reacts to questions, requests for help in choosing a product, is benevolent, but tries to keep this communication to a minimum. With greater enthusiasm, he is engaged in the arrangement of goods, maintaining cleanliness and order in the sales area, in connection with which potential buyers are often left without the attention of the seller and leave.

Exercise: think over and make up a motivational conversation with the employee Petrova A.K. to show initiative in communicating with customers.

Case No. 4 “Pharmacy”.

Description of the situation: Pharmacist Vasilyeva N.N. has been working in a pharmacy for a long time. She is well versed in the assortment, is active in communication with customers. Most often he takes the position of "advisor". Has his own idea of which drugs are preferable for children, insists on his opinion, evaluates the choice of the buyer.

Exercise: think over and make up a motivational conversation with an employee Vasilyeva N.N. to implement its main function - to sell goods based on the buyer's requests.

Case No. 5 "New Employee"

Seller Ilyina M.K., 19 years old. In the company on probation. In my work, I like the opportunity to communicate with people, is interested in gaining experience as a seller, proactive in working with customers.

Systematically violates the requirements for the seller's appearance (youth style, open body parts), motivating this by the fact that he does not have the means to update the wardrobe, refers to the low salary.

Exercise: think over and make up a motivational conversation with the employee Ilyina M.K. for compliance with the requirements for standards of appearance. Sales training cases can be

Books

The experts of the magazine answer the questions of readers and visitors of the www.site portal, touching upon various aspects of the field of personnel management.

Dear colleagues, I ask you to help with professional advice! A week ago I came to the construction and installation department (regional center) as a HR manager (there was no such position in the company before me).

The majority of employees have been working at the enterprise for 15 to 25 years (SMU has existed since Soviet times) and is not going to leave due to age and habit. These are highly professional workers with unique experience. But among young specialists there is a high turnover: they come after college, gain experience, and then leave for large cities in search of a high salary.

Of the big "pluses" of the internal climate of the organization, I would like to note the benevolent, trusting relationship, solidarity, responsiveness, and willingness to help. And then - "cons". Line managers do not know modern systems of motivation and incentives, they use a single style in management - they emphasize the mistakes of subordinates, not their achievements. Brigadiers distribute tasks according to the principle “load on the one who is lucky”, no additional payment is provided for processing. The remuneration system is "non-transparent". The workers cannot calculate for themselves how much and for what they receive. All these factors have a negative effect on the loyalty of young specialists, besides, our salaries are not high in comparison with the market ones.

Please help us to determine at least the motivation tools to increase the loyalty of employees, especially young specialists. Is it necessary, in your opinion, to change the remuneration system?

Irina Proskurina,
HR manager, Tver

Dear Irina!

When building a personnel loyalty system, one should proceed from the fact that it is based, first of all, on the history of the company. It is very good that the organization where you work has its own traditions and a favorable moral and psychological climate. This is what I would focus on while improving the loyalty system. However, just having traditions is not enough; it is important to capture them in the form of the company's values and mission. This can be done by actively involving all categories of staff. Create a working group, which will include both "old-timers" and young people, define the main directions of development, goals and objectives. The material that you receive as a result of joint activities, offer the entire team for voting.

Thus, fixing the history, traditions, values and mission of the company will be the first step towards the formation of personnel loyalty.

As for the training of managers, the most appropriate way would be such a format of work with them, which assumes a combination of "self-training - trainings - coaching" in the ratio of 70% - 10% - 20%.

It is important!

In doing so, pay special attention to the topic of leadership and the "train the coach" format. Provide staff management training to line managers, and be sure to include topics such as staff diagnostics and delegation of authority. And videotape the managers' work during the session. The effect of this will be colossal, believe me.

Moreover, I would split the training into two days. On the first day - a minimum of theory and mostly a video recording of how line managers delegate authority and motivate their subordinates. Then - a week break, during which one should conduct individual consultations with each participant, show him a recording of his performances during the training, discuss possible mistakes and jointly set tasks for the next training day. And the second part should already be devoted to a short theoretical overview on the topic of staff motivation, diagnostics of motivation - This is Important! sphere and competent delegation, as well as the development of practical skills.

Thus, the main principle of the training will be observed - to identify gaps in the knowledge and skills of the participants, to fill the discovered deficit and to correct the skills.

Don't forget about post-training activities. With each of the leaders, one should periodically conduct so-called diagnostic conversations, during which it is necessary to find out how the consolidation of what has been learned at the training is going on.

This approach to training leaders will allow you to gradually, in an evolutionary way, move to the formation of leadership as the main quality of an effective leader.

As for the remuneration system, then, of course, it should be as transparent as possible. Each employee must clearly understand for what and under what conditions he receives certain allowances, how his income is formed at the enterprise and how he can influence it.

Only the transparency of all business processes, staff development opportunities and an individual approach to training will create a fertile ground for increasing the loyalty of the company's employees. I wish you good luck and professional success.

Ekaterina Balashova,
ex-head of the Human Resources Department, Moscow office of J.B. Chemicals & Pharmaceuticals Ltd.