On successful completion of this module you will be able to:

List the documents which the new team member will require, as laid out in the organisational standard operating procedures.

Identify the workstation of the new team member as laid out in the organisational standard operating procedures.

Explain the importance of motivating a team.

Demonstrate an understanding of self and team members in a workplace.

Apply theories of motivation and group dynamics.

Implement a plan of action to strengthen a team.

Provide feedback and recognise achievements.

PART 1

Policies and introducing a new member on a team

Documents that a new team member requires :

The documentation that should be provided to a new employee includes various policy and procedures that will explain company and departmental rules.

These documents will vary from one organisation to another but could include some or all of those documents listed.

Please note that this list is given as a guideline only.

Documents given and explained:

- Departmental Induction policy

- Sick Leave policy

- Health, safety and welfare policy

- Code of Conduct (including confidentiality)

- Disciplinary and grievance procedures

- Equality & Diversity Policy

- Data Protection Policy

- Pension scheme booklet (if appropriate)

- Change of details policy

- Staff handbook

- Home Working Policy (if appropriate)

- Pay Policy

- Risk Management Policy

- Complaints Policy

- Whistle-blowing Policy

- Special leave policy
- Email and internet policy

The documents listed above are available at the Human Resources Department or could also be published in electronic format on the organisation's Intranet.

Some organisations also have information kiosks where employees that do not have access to personal computers and the organisation's Intranet can access information.

1. Resources, stock or stationery required by a new employee

The resources, stock or stationery required by a new employee will vary from one organisation to another as well as between departments within the same organisation.

The items listed are given as a guideline only.

Resources

Communication equipment:

- Telephone

- Cellular phone

- Other electronic communication equipment

Tools of trade:

- Desktop or laptop computer

- Calculator

- Class room equipment

Stock

Sales representative:

- Samples of product

Stationery

Administrative, sales and service staff:

- Writing utensils

- Notebooks

- Files & folders

- Receipt books

3. Allocate responsibility for mentoring the new member

The responsibility for mentoring a new member rests on the departmental manager, supervisor or team leader. This individual could delegate some of the mentoring responsibilities to one of the existing team members (a buddy) that is familiar with the job function or that fulfils a similar job.

The departmental manager is responsible for induction of the new member in departmental policies and procedures and issues of a general nature. The buddy is responsible for training of the new member in more job specific issues as well as introducing him/her to other less important but necessary issues such as:

Welfare facilities – toilets, kitchen,
Location of fax machines, photocopiers and shredders,
Location of meeting rooms, reception and pigeonholes,
Local services and facilities (e.g. shops, banks etc.

4. Policies, procedures and processes used by the group or team ensuring that the new member receives the necessary induction.

Research conducted on the Internet indicates that many organisations have formal procedures to ensure that a new employee or team member receives the necessary induction. There are various documents that can be used in this process, but the two most commonly mentioned are the induction checklist and the employee handbook.

A comprehensive induction checklist will include detailed instructions on what needs to be done who will be responsible for the particular item and an area for the new member to sign and date that he has received the necessary induction, training, or documentation.

These checklist also makes provision for various activities that should be conducted on the first day of employment, within the first two weeks of employment and finally within the first 12 weeks of employment.

5. Draft an action plan to ensure that the new member is introduced to all the people and places.

Most people like to get along with other people and want to be liked, but they dread the first few days or weeks in a new job because they do not know the other workers or how these people would react to them.

They further also feel insecure as they are not familiar with work processes and procedures and where to find information required performing their own job.

It is therefore important that an action plan is drafted to introduce the new member to all the people and places with whom he/she is required to interact.

The plan should include the following headings:

Department

Person to meet

Date and time

6. Allocating and preparing the correct workstation for the new person

A new person will feel strange and uncomfortable in a new team until they have a physical place which they can call their own, and where they have all the necessary tools to get the job done.

This will include desk and chair, telephone, suitable computer workstation, suitable lighting and lockable security for valuables. The workstation needs to be located close to the people with whom the new person is likely to be working to avoid wasted time walking around or going to other buildings or locations to speak to people.

It is a good thing to consult with the new person about their preferences in terms of furniture and computer if this is possible, rather than have them ‘dumped” with unsuitable equipment or outdated “hand-me-downs” from the last person who did the job. Make sure that everything has been cleaned, and that there is no left-over ‘junk’ from the last person still lying around in drawers and cabinets First impressions are very important in motivating the new person, and visible status symbols make the new person feel important when starting a new job. Make sure that the new person knows where the restrooms, coffee facilities and HR Department are in relation to the new workstation. Ensure that they have an up to date telephone list with the details of the people they are going to have to work with. A “welcome card” is a special touch which makes the first day a memorable one.

PART TWO :

Policies, do they work?

Below is the policies designed to change ECD for the better.

It was written in 1996.

INTRODUCTION

"The care and development of young children must be the foundation of social relations and the starting point of human resource development strategies from com-munity to national levels" (White Paper on Education and Training, 15 March 1995).

The Government of National Unity (GNU) has acknowledged the importance of Early Childhood Development (ECD) as a fundamental pillar of the foundations for later or lifelong learning by incorporating ECD as an intrinsic component of the White Paper Policy Framework for Education and Training in a democratic South Africa.

The White Paper (1995) defines Early Childhood Development (ECD) as "an umbrella term which applies to the processes by which children from birth to nine years grow and thrive, physically, mentally, emotionally, morally and socially" (p. 33, par. 73).

Previously the term Educare was used to refer to programs for children in the 0 to 6 years age group. This is now replaced by the term Early Childhood Development (ECD) that encompasses children from birth to at least nine years, depending on their age when entering formal education.

ECD programs include a variety of strategies and a wide range of services directed at helping families and communities to meet the needs of children in the above-mentioned age group.

This development phase is particularly crucial in the current context of reconstruction and development as impoverished families are not able to meet the developmental needs of their children without assistance. Many young children are at risk because their health, nurture and education cannot be provided for adequately from resources available within the community.

The families of more than half of our infants and children are extremely poor. The children of poor parents are particularly vulnerable to malnutrition, diseases and premature death.

These children suffer disproportionately from the effects of migrant labour and other exploitative labour conditions which divide families and put them under stress. They are also victims of domestic, social and political violence.

A high proportion of poor parents have had very little or no schooling and experience difficulty in preparing their own children for formal learning and for acquiring skills such as reading.

Programmes aimed at reconstruction and development which address the basic needs of families for shelter, water and sanitation, primary health care, nutrition, employment and adult basic education are therefore particularly vital. Their successful implementation will improve the quality of life of young children and enable families and communities to care for them more adequately.

PART 3 WELCOME TO MOTIVATING AND BUILDING A TEAM

REMEMBER:

Competency is not only what you know: it’s also what you can do and the attitude you display while doing the activity.

Specific Outcomes:

REMEMBER:

If you are able to achieve the learning outcomes, you should be well on your way to meeting the assessment criteria and attaining competence on the entire unit standard

Explain the Importance of motivating a team

“You’re here to have fun whether you like it or not!”

Why is motivation important?

The sad reality is that many people seem to experience this kind of demotivation and loss of interest in their job at some time in their career, and the question we need to ask is “Why?

If human beings were created to work, and to find satisfaction and fulfillment in their work, why do we sometimes end up feeling despondent?

The American Management Association published a few years ago an interesting definition of the team “motivation”:

“Getting people to do willingly and to do well the things which ultimately we cannot persuade or compel them to”.

The most commonly-believed motivator is MONEY!

“If only I had lots of money, I am sure I would be happy. People who say money can’t buy happiness are talking nonsense!” is a common cry.

Money is, of course, an important factor in all our lives, but it is also true that it is not the only motivator. We shall discuss in more detail in a later module of this program.

We have all seen the evidence of amazing results, some apparently superhuman performance produced by people who are highly motivated, and organisations seek out the people who have this ability to “self-start themselves and then “take others with them “on the road to success and achievement.

There is no-one who would rather work with a “losing team “than to be part of a motivated and successful team. It will be our task to identify what makes the difference.

The Importance of Motivation

Motivation can be considered as the amount of effort that an individual is willing to put into his or her work or “the inner force “that drives employee behavior.

Understanding people’s motivators is a key competency in being an effective leader, manager or team member. Given the fact that different people are motivated in different ways, the problem facing someone in the role of leader is to create an environment in which each individual fulfills his or her potential.

If the team leader does not understand this, he or she can manage his or her people wrongly and may even be counterproductive.

For example, if an employee is motivated by work-related achievements and we give him a salary increase, probably this will have little effect on his motivation. On the other hand, if you assign him or her to a challenging and interesting project, this will probably have a positive effect on his or her behavior.

Understanding the dynamics of how individual motivation works can make the difference between a successful leader and one that is not.

The negative impact of demotivated team members and indicators that help to identify a lack of motivation in a team

A lack of motivation in any member of a team can have a negative effect, reducing the group’s effectiveness and possibly leading to the demotivation of others. Demotivated employees, clients, or team mates need encouragement to become contributing members in the workplace.

A lack of motivation can be due to depression, low self-esteem, and fear of failure or substance abuse and is defined as the absence of desire, willingness, or energy to take action. A lack of motivation in individuals can be identified by:

· A lack of energy

· Absenteeism

· Unwillingness to co-operate

· Rebellion

· Inability to complete tasks

· Isolation from other team members and friends

· Inappropriate use of drugs and alcohol

· An apathetic, “I don’t care” attitude with little desire to change

· Lack of belief in his or her ability to manage current activities or to achieve future goals

· Personal problems interfere with work activities.

Some of these can also be used as indicators to identify a lack of motivation in a team:

· Inability of the team to complete tasks;