McKesson Manager Toolkit by Gpickering95

Manager Toolkit

Welcome to the McKesson Manager’s Toolkit Whether you are new to management or new to McKesson UK, we hope this toolkit will provide you with everything you need to know to succeed in your leadership role. This guide is designed to introduce you to the McKesson UK leadership behaviours, ‘the way we do things around here’, to equip you with some useful tools to help with everyday management situations and to walk you through the processes that you will need to know to support your team on their journeys as colleagues. As a manager at McKesson UK you play a pivotal role in helping embed our HR strategy to get, grow, keep the best McKesson people. Get, grow, keep is an intrinsic part of our business strategy, and how we will achieve our vision of a healthier world where more people can live life to the fullest.

HR Leadership Team

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Contents Welcome to the McKesson Manager’s Toolkit The McKesson UK Leadership Model �� 4

Manager Toolkit Questioning �� 5–6 Listening �� 7–9 Assertiveness �� 10–11 Time Management ��12–13 Managing Change ��14–17 Conflict Management ��18–20 Giving & Receiving Feedback ��21–22 Motivating ��23–25 Coaching ��26–27 Presentation Skills ��28–29 Health & Well-being ��30–33 Valuing Differences ��34–35

The Colleague Journey Interviewing ��36–38 Best Welcome ��39–45 Setting Objectives ��46–47 Positive Performance Management ��48–51 Talent Management & Performance Reviews ��52–55 Investigations ��56–58 Reading List ��59–60

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The McKesson UK Leadership Behaviours Our leadership behaviours are designed to support managers at all levels within McKesson UK to achieve high performance. We have 5 leadership behaviours that along with our ICARE values should help shape the way that we do things around here. Our 5 behaviours are: • Set strategy – Have a forward thinking mind-set • Remove Boundaries – Think networks not hierarchies • Deliver Results – Be accountable for business delivery • Be Courageous – Do the tough stuff • Be a Talent Maker – Grow yourself and grow others The grid below can give you some more details on how to apply the behaviours in the day-to-day as well as setting out what we expect from you as a leader in our business. As we work through the different tools in the toolkit you will see the icons below appear, letting you know which leadership behaviour will be developed using the skill discussed.

Set Strategy

Remove Boundaries

Deliver Results

Be Courageous

Be a Talent Maker

Time to Lead – Behaviour Model

Set Strategy

• Look forward, encourage a growth mind-set • Use insights from your peers to see the bigger picture • Balance short and long term • Take others with you on your journey- create follow-ship

Remove Boundaries

• Look beyond your areas to establish priorities • Build teams and networks to create a unified perspective • Create a culture of trust, openness & support • Use collective expertise

Inspiring, Knowledgeable & Collaboration Deliver Results enabling everyone to be the best they can be

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• Navigate complexity • Take personal and collective accountability • Effectively lead change • Strive for operational excellence

Be Courageous

• Do the tough stuff even when unpopular • Explore doing it differently • Use your judgement • Be resilient against setbacks

Be a Talent Maker

• Facilitate and coach to provide development and performance, build confidence • Recognise and appreciate differences • Share talent • Be hungry for knowledge and learning

Questioning Skills Why questioning skills? Effective questioning skills are a vital skill to develop for any Manager. If you are able to question effectively you can identify the real issue/point an individual raises as well as clarify exact requirements from tasks delegated.

Skills required by a Manager • Utilisation of open fact finding question • Listening skills • Clear communication

What is it? Questioning skills are useful in general conversation; it’s hard to imagine a good conversation without good questioning and listening skills. Questioning is a vital communication skill in the Manager’s toolkit, especially when it comes to interviewing, investigating and fact finding. There are 4 main types of questions: • Open questions • Probing questions • Leading questions • Closed questions Different stages of questioning

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Questioning styles Open questions Used to draw a person out by phrasing the question in such a way that it is impossible to respond with a brief answer, therefore further information has to be provided. Such questions are also called open questions because they invite the listener to open up. Examples of informational questions: • Tell me about…? • How do you feel about…? • What are your views on…? • What do you mean by…? • Is there anything else…?

Probing questions Used to explore a particular subject and reach the depth of someone’s understanding or to get more from them. Examples of probing questions: • Can you give me some examples of…? • In what way…? • Specifically, what was your role…? • What evidence do you have for…? • Tell me more about…?

Closed questions Used to seek specific information, pinpoint questions and particularly useful when you a) need to clarify a point and b) when someone is being vague. Examples of closed questions: Statement (vague/exaggerated/general) • “You are always causing problems” • “Everybody agrees that…” • “The other shift always leaves a mess…” Closed • “Give me an example of a problem? • “Have you asked everybody” • “Does that make sense?”

To develop this skill even further please see the effective communication and questioning e-learning module on myLearn. There are also further resources available on effective communication on the performance improvement page of the hive and OnePortal.

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Listening Why listen effectively? Skills required by a Manager • Listen to understand and not to reply • Actually hear what the individual is saying and not just second guess • Self-restraint • Patience • Ability to clear your mind of other factors and focus 100% on the other person Pros

Cons

• Provides a clear picture of what is expected of you • Equips you to respond appropriately to individual’s feedback and comments • Means a Manager responds appropriately to all given situations • You become effective at communicating to all • Relationships are built on trust and respect making them very effective and solid

• Requires self-restraint • Challenging self to not offer solutions immediately

What is it?

Seek first to understand and then to be understood Poor listening – Often involves no more than hearing something and quickly responding without understanding and interpreting what is being said. If we respond too quickly we can misinterpret the message an individual is trying to convey, resulting in our response not being appropriate or accurate. The impact of misinterpretation is a loss of respect and a break down in future communication. Here are some hints and tops to adopt a more active approach to listening, which will work towards building strong relationships and solid communication. Active listening has 4 stages: • Hearing • Understanding • Interpreting • Summarising To progress through the four stages, it is essential to listen non-judgementally at three levels. Active listening is a ‘Three level activity’ 1. Listen for the content – Listening to the words and concentrating on the facts described 2. Listen to the intent – Listening for the feelings/emotions and the underlying meaning behind the words 3. Observe the non-verbal signals – Assessing the tone of voice and body language

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Non-judgemental listening – An essential skill in active listening is being able to listen none judgementally. This can be difficult because we automatically compare what we are hearing with our own beliefs and experiences. For example, when we hear something about which we have knowledge and experience, or something we feel very strongly about, we have the tendency to interrupt so that we can express our own opinions and feelings.

Judgemental listening forms a barrier to understanding and often leads to a misinterpretation of what is being said Barriers to Active Listening • Tone of voice

• Aggressive attitude

• Dislike of speaker

• Boring subject

• Selective hearing

• Pre-judgemental

• Feeling left out

• Feeling threatened

• Non-specific details

• Meeting drags on

• Tiredness

• Intellect

• Climate – unfriendly/blame culture

• Environment – cold/stuffy/crammed/noisy

• Language barrier

• Repetition

• Pre-occupied

• Thinking about a reply

Tips to demonstrate you are listening • Using the right body language

• Reflecting back

• Using attentive silence

• Clarifying

• Asking open questions

• Summarising

• Paraphrasing

Valuable tips! Do

Don’t

Clear your mind of other matters

Interrupt

Use positive non-verbal signals – eye contact/ relaxed facial expression/friendly gestures and tone of voice

Dominate with your own opinions

Show concern and empathy

Let your mind wander

Listen for the main points

Fidget or try to do something else

Listen as if you are hearing it for the first time

Pre-judge

Acknowledge and paraphrase

Get emotional

Reflect back understanding

Display bad body language (clicking pens/drumming fingers)

‘So what you believe is…’

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Don’t

Help them get to the point by using helpful questions: e.g.

Use unhelpful questions/statements

Tell me about… How do you feel about…? What do you want most…? How should we progress…? What stands in your way…? What would you like me to do…?

That’s pretty typical of you Why am I not surprised to hear this? Just what is your problem? I hope you know what you’re doing Too many ‘why’ questions Leading questions Multiple question Sit behind a desk

ClarifyI understand you believe…? Summarise

Be party to running others down

List an revisit the main points Withhold your considered views until the end. Be descriptive and focus on the future

Dwell on the past

For further development of active listening skills please see the e-learning module on myLearn.

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Assertiveness Why assertiveness? When communicating with others, our style can fall into three different categories • Aggressive • Assertive • Passive

Skills required by a Manager • Consideration of others • Management of own frustration to maintain assertive style of communication • Listening skills

What is it?

Others will forget what you do and what you say, but never how you made them feel The true test of whether you are communicating in an assertive manner is both parties leave the interaction feeling respected, with their self-esteem and dignity intact.

Models of behaviour You can choose to adopt any one of these three styles: aggressive; passive; assertive. If you are aggressive – and stand up for you own rights in such a way that you violate the rights of others – you may only achieve your goals by hurting others. If you are passive – and deny your own rights; express yourself in an apologetic and self-effacing way; fail to express honest thoughts, feelings and beliefs – you may be unable to make a choice to behave as you would like to. If you are assertive – and acknowledge your own rights and those of others; express yourself in a direct, honest and non-manipulative way – then you will be able to choose for yourself how to behave in a given situation. Type of behaviour

Typical statements

Non-verbal signals

Assertive – Expressing your own ideas and feelings while respecting the rights of others to do the same.

‘I believe that. What do you think?’ ‘I would like to proceed in this way, how will that affect you?’

Medium pitched voice. Eye contact, nonstaring, Positive open posture. Relaxed facial expression.

Passive – Giving in to others. Not expressing your own ideas and feelings. Running yourself down in favour of others.

‘Sorry to take up your valuable time but…’

Hesitant, quiet voice. Little eye contact. Nervous movements. E.g. - hand wringing and shrugging. Hunched shoulders.

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‘It’s only my humble opinion, but…’ ‘I’ll go along with whatever you want me to…’

Type of behaviour

Typical statements

Non-verbal signals

Aggressive – Dominating with own opinions and feelings whilst ignoring those of others. ‘Put down’ remarks. Blaming others. Sarcasm. Patronising attitude and verbal hostility.

‘Don’t argue, just do it.’

Loud voice, harsh tone. Rapid speech. Glaring/ staring. Pointing. Clenched fists. Firmly set jaw. Leering and other hostile expressions

Passive aggression – Hidden agendas. Manipulating. Emotional blackmail. Secretive. Deliberately not expressing own needs while still expecting them to be met.

This behaviour is quite common and difficult to deal with because of personal hidden agendas, where people are not honest about their aspirations and motives. They pretend to be in agreement and they fake commitment, whilst behind the scenes they plot and scheme to satisfy their goals. The associated statements and non-verbal signals will be behind unsuspecting backs.

‘Surely you don’t believe that?’ ‘That’s a stupid idea’ ‘What part of no do you not understand’ ‘I don’t suffer fools gladly’

Four steps to being assertive 1. Show that you are listening and you understand their point of view 2. Say what you think and feel 3. Say what you want to happen 4. Search for a solution that is fair to both parties

Advantages of being assertive • Taking responsibility for own thoughts • Personal performance and potential is more likely to be recognised and rewarded • Increased feeling of self-worth • Blame others less and make fewer excuses for own behaviour • Less time and energy spent worrying about offending others or being involved with one up-manship contests • More likely to gain commitment from others The chart below demonstrates the impact of an individual’s feelings/thoughts on their ability to be assertive.

Where do you fit?

I am not OK You are OK

I am OK You are OK

one down position

healthy position

Get away from Helpless

Get on with Happy

I am not OK I am OK You are not OK You are not OK hopeless position

one-up position

Get nowhere with Hopeless

Get rid of Angry

I am Okay with me

I am Not Okay with me

You are Okay with me

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Time Management Why time management? The role of a Manager is to coordinate a number of factors and elements. This ultimately requires managing other people’s time as well as your own. Consequently effective leaders are solid time managers and structure their diaries and time productively and accurately.

Skills required by a Manager • Self-discipline • Identification of key projects and priorities • Realistic on timeframes • Build flex into workload

What is it? Time management is the skill of utilising time available to you in a productive and focused fashion. Allocating suitable and realistic amounts of time to key business priorities. Without effective time management we can waste time focusing on elements which are not going to assist in achieving the years’ objectives or targets.

Time is a precious resource; if we don’t manage time effectively it makes it difficult to manage anything else Why is time precious? It is the scarcest resource • It can’t be retrieved; you can’t turn the clock back and do things differently • It is limited, there are only 24 hours in a day • It runs at a continuous, precise pace, even when it seems to drag and fly Time management is essentially about • Cutting out unnecessary activities • Delegating where appropriate • Being organised- doing things in order of priority • Identifying time wasters The chart below details examples of poor time management and consequently how this can be addressed.

Examples of poor time management

How to deal with it

Allowing interruptions

Train people to be brief and to the point. Arrange a more convenient time. Allocate a routine period when you can accept interruptions. Learn to deal with time wasters assertively. Say ‘No’ or ‘later’.

Being disorganised/Failure to prioritise

‘To do’ lists in order or priority. Keep a diary. Tidy workspace. Good planning. Filing system

Putting things off (procrastinating)

Set objectives. Avoid excuses. Do urgent/important tasks first. Meet unpleasant tasks head on and get them out the way.

People unsure of what to do next

Set SMARTer objectives. Train and coach. Good communication

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Examples of poor time management

How to deal with it

Solving all the problems yourself/ taking too much on

Involve your team; create a problem solving mind set. Delegate

Miscalculating how long things take

Use historical information. Detailed planning. Delegate

Making promises you can’t keep

Learn to say ‘no’. Practice assertiveness

Poor relationships

Improve your inter-personal skills. Build good working relationships with your Manager, team members and colleagues.

Covey’s Time Management Matrix breaks tasks into four quadrants; 1,2,3,4. Establish what tasks sit within your quadrant. Consider how you can reduce your Q3, Q4 tasks in order to spend more time on your urgent and important tasks. This is what will you support you in your effectiveness.

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Managing Change Why manage change? A Chinese Philosopher once said ‘change is the only constant’. Managing change is a key part of an effective manager’s role.

Skills required by a Manager • Consideration and awareness of others • Clear understanding of change and the communication of this • Support and encouragement • Coaching • Listening skills • Questioning skills In times of change there are predicted stages of change that are outlined below. Whilst this is the case, it is important to remember that individuals will arrive at different points of the transition curve at different times.

Managing change – The Transition Curve

The transition curve process 1. Shock – Panic/Fear. Anger. Why? We’re doing okay. They can’t do this to us. 2. Denial of Change – Change isn’t thought necessary or new methods will not have been adopted. False competence. Only the individuals can move on from this point. It will pass. Keep head down. Just go through the motions. 3. Awareness – Fear. Frustration. How can I deal with this? This is for real. I’m going to have to behave differently. I won’t be able to do it.

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4. Acceptance – Letting go of the past. Maybe we did need to change. This could be better. I can see some advantages and I might be able to do it. 5. Testing – New behaviours and approaches. Frustrations at not being competent. Let’s give this a try. How do I do this? Can I have some training? 6. Searching for meaning – Learning the reasons for success and failure, why didn’t that work. Next time I’ll do this. 7. Integration – Taking ownership of new tools and behaviours. Reaches a higher level of competence. I can’t understand what all the fuss is about. Do you remember how we used to do it? I can’t believe we didn’t change sooner.

Making change happen Changes in methods, systems, organisation and attitudes can often meet resistance. Even if it is in your power to impose the change, the resulting problems can make it doubtful if it is worth it. People will resist any form of change for a variety of reasons: • Reduced power or status • Uncertainty or insecurity of role • Loyalty to a traditional method • Fear of the unknown • Belief that another way is better Making desired changes occur is a Manager’s role to make them happen. Ensuring commitment to sustaining it without unnecessary conflict is the ideal. John Kotter’s 8 steps change model should help, and will enable you and your team to adjust to the change more efficiently and without disturbance. As you read through the 8 steps, consider what you can do in order to instil the new change effectively.

Step 1 – Create Urgency This isn’t simply a matter of showing people how bad it was before and how it must be better. Open an honest and convincing dialogue about what the change will support, what’s happening in other organisations and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

Note: Kotter suggests that for change to be successful, 75 percent of a company’s management needs to “buy into” the change. In other words, you have to work really hard on Step 1, and spend significant time and energy building urgency, before moving onto the next steps. Don’t panic and jump in too fast because you don’t want to risk further short-term losses – if you act without proper preparation, you could be in for a very bumpy ride.

Step 2 – Form a powerful coalition Convince your team that the change is necessary. This often takes strong leadership and visible support from key people within your organisation. Managing change isn’t enough – you have to lead it. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, and expertise. Once formed, your “change coalition” needs to work as a team, continuing to build urgency and momentum around the need for change.

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What you can do: • Identify your coalition team, this could be your deputy, manager, change agents, project managers • Ask for an emotional commitment from these key people • Work on team building within your change coalition • Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company to support the change

Step 3 – Create a vision for change A clear vision can help everyone understand why you’re asking them to do something. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more sense.

What you can do: • Determine the values that are central to the change. Which McKesson values does the change link to? • Develop a short summary (one or two sentences) that captures what you “see” as the future of your team or organisation. • Create a strategy to execute that vision. • Ensure that your change coalition or team can describe the vision in five minutes or less. • Practice your “vision speech” often.

Step 4 – Communicate the change What you do with your vision after you create it will determine your success. You need to communicate it frequently and powerfully, and embed it within everything that you do. Don’t just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone’s minds, they’ll remember it and respond to it. It’s also important to “walk the talk.” What you do is far more important – and believable – than what you say. Demonstrate the kind of behaviour that you want from others and be positive about the new change but be empathetic about your teams change stages. “I understand that this will take time for us to adjust to…”

What you can do: • Talk often about your change vision. • Address peoples’ concerns and anxieties, openly and honestly. • Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision. • Lead by example.

Step 5 – Remove obstacles If you follow these steps and reach this point in the change process, you’ve been talking about your vision and building buy-in from all levels. Hopefully, your people want to get busy and achieve the benefits that you’ve been promoting. But is anyone resisting the change? And are there processes or structures that are getting in its way? Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

What you can do: • Identify, or select a change champion to help support your team • Recognise and reward people for making change happen • Identify people who are resisting the change, and help them see what’s needed • Take action to quickly remove barriers (human or otherwise)

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Step 6 – Create short term win wins Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you’ll want to have some “quick wins” that your people can see. Without this, critics and negative thinkers might hurt your progress. Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each “win” that you produce can further motivate the entire colleagues.

What you can do: • Reward the people who help support the change. This can often be with small and inexpensive gestures, such as acknowledgement and appreciation.

Step 7 – Building on the change Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements. Each success provides an opportunity to build on what went right and identify what you can improve.

What you can do: • After every win, analyse what went right, and what needs improving. • Set goals to continue building on the momentum you’ve achieved. • Learn about kaizen, the idea of continuous improvement. • Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Step 8 – Anchor the Changes in Corporate Culture Finally, to make any change stick, it should become part of the core of your organisation. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. Make continuous efforts to ensure that the change is seen in every aspect of your organisation. This will help give that change a solid place in your organisation’s culture. It’s also important that your company’s leaders continue to support the change. This includes existing colleagues and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

What you can do: • Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. • Include the change ideals and values when hiring and training new recruits. • Publicly recognise key members of your team, and make sure the rest of the team– new and old – remembers their contributions.

Summary You cannot lead change alone, create your change coalition team and ensure that you are all promoting the change and aligning this to the values of the organisation. Continue to open dialogue and communicate the change and why it’s happening. Empathise with individuals that may be struggling, your empathy will remove their vulnerability barriers to the change much quicker. Ensure you identify and remove barriers and obstacles that are causing interference. Reward and recognise individuals that are positively enabling the change successfully. Build on the change over time.

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Managing conflict Why manage conflict? As a Manager it is crucial that your team utilise their energy on completing the job in hand rather than on conflict between each other. Conflict can cause disruption within a team, impacting on motivation, morale and output levels.

Skills required by a Manager • Team awareness and interaction • Solid team management skills • Assertiveness • Giving difficult feedback • Sourcing solutions

What is it?

The key to managing conflict is to find the source and then find a solution Causes of conflict

Detail

What you can do

Differing values and beliefs

Can be the cause of the deepest conflict

Value diversity. Search for common ground. Try and put yourself in the other person’s shoes.

Facts/data

Often perceived in different ways by different people. Adamant about being right.

Improve the way information is presented and distributed.

Roles

Unclear about who is responsible for what. Leads to perceptions about what people ought to be doing

Role clarification. Job descriptions and clear communication.

Methods

Disagreements with how things ought to be done. Rigidity. ‘This is the only way.’

Empower a diverse group to explore new ideas. Include the rigid team members

Objectives

Differing opinions about what the objectives are. Which are the most important? Territoriality

Clear performance objectives and activities. Common purpose. Common working approach. Full involvement.

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Dealing with conflict – The five R’s Reflect – Before you enter into discussion; examine your motives and your feelings Report – Say exactly what is happening. Describe the behaviour as it is, don’t evaluate it. Avoid attacking statements, ‘You always…” “That is typical of you…” These are known as ‘triggers’ and will escalate conflict. Relate – Explain how the behaviour impacts on others. In most negative conflict situations, people get emotionally involved, which can affect their work and their private lives. Negative conflict often spreads to others in the organisation and relates to poor performance. Request – Express in firm, yet reasonable terms, the behaviour that needs to be changed. Whatever it is that needs to be different has to be within the capability of the other person to meet. You may be able to negotiate ways to help them change. Results – Point out the benefits of the consequences of the changes being made. Give reinforcement feedback on the positive consequences.

Approaches to managing conflict

Collaborating – Most positive and satisfying outcome for all Compromising – Sometimes, each side has to give a little Dominating – Causes resentment because somebody loses Accommodating – Weak. Often leads to resentment because of feelings of being taken for granted and views not being considered. Avoiding – Can be prudent in special situations. Generally seen as weak on uncaring. Not prepared to address important issues.

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Don’t

Start by expressing your desire for a positive solution

Use your position to dominate

Try to put yourself in their shoes

Give in to your own frustration, just talk about the problem.

Focus on issues, not personalities

Lecture about why you are right. It’s enough to state your point of view

Express your ideas and feelings

Include ‘hearsay’

Have an interlude if things get too heated

Keep repeating yourself

Approach conflict situations as opportunities to improve relationships Speak to HR employee relations if you feel you require further support.

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Giving and Receiving Feedback Why give feedback? Feedback is one of the fundamental tools used for enhanced performance- an essential contributor to feelings of self-worth, accomplishment and a vital component of performance management and self-development at work. Feedback also fulfils a vital role in fostering productive working relationships, improving people’s understanding or others’ preferences and expectations, establishes boundaries for acceptable conduct and agreeing work performance. It is therefore essential in team development.

Skills required by a Manager • Sound communication skills • Awareness of others and individual’s feelings • Time to give effective feedback • Supportive and encouraging approach to team

What is it? Providing an individual with information about performance and behaviours, whether good or bad at the right time, in the correct setting and in the correct tone so that the outcome is a positive one for both Manager and colleague and it supports the development of the individual.

How do you do it? Feedback can provide valuable insights, but only if the person receiving it is open to really understanding what is being shared with them. There are two kinds of feedback: Re-enforcement – Used to recognise success and provide an individual with the information that their performance is reaching the standards required. You may know they are doing well, but they won’t know unless you tell them! Re-directional – To help an individual change/improve their behaviour/performance. It works well when the feedback given is descriptive, not evaluative and focuses on the issues not the person. The style you adopt for giving feedback will depend on the individual’s performance, so take the time to reflect on what it is you want them to hear prior to conducting the feedback session. The E.E.C. feedback model provides a framework in delivering feedback. Example: Provide colleague an example of what happened. For example; “I have observed that you have been late on a number of occasions, most recently on Monday, it took you a further 10 minutes to log on.” Effect: Explain the effect that this is having. For example; “When you are late, it has an impact on our service levels and therefore the customer service. It also puts pressure on the wider team.” Change/Continue: Be precise in what needs to change. For example; “I will need you in and ready to start your shift from 9am immediately. Please continue to discuss with me any issues that may prevent this from happening.”

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Points to consider when giving feedback Be clear – identify clearly the behaviour you have observed and describe it. Be specific and objective. Identify effects of behaviour – Let the individual know the effects and the impact that the behaviour is having on you and others. Give specific examples – Provide the individual with specific, simple and clear examples of the observations you have made. Ask yourself was it detailed enough for them to take action. Be brief – Make your feedback clear and precise; also avoid repeating, nagging or over emphasising the point. Be empathetic – If you are giving re-directional feedback the individual may be feeling hurt or upset and consequently may become defensive. Giving feedback isn’t about who is right and who is wrong, it’s about supporting and developing an individual, so try to understand their reaction and see it from their point of view. Do not argue – Do not defend or argue your position. If you get into an argument then the whole point of giving feedback has been lost. If the individual becomes very aggressive or upset, then try and refocus on the issue and how it can be improved. If the individual remains very upset then postpone the meeting, but to a time and date as soon as possible. Do not avoid the issue, it must be dealt with, if you fail to readdress the subject then you jeopardise your position as the Manager. Give a balanced view – Ensure the feedback you give is balanced, giving both types of feedback at the appropriate time and frequency.

Receiving feedback Listen – Listen actively (and with the intent to understand, not reply) Ask questions to help your understanding. Clarify – Make sure you know exactly what behaviour the feedback is about and what the sender believes the impact is likely to be. Reflect back – Reflect back to the sender your understanding of the feedback to make sure you have received the message correctly. Do not argue – Arguing or defending yourself is not helpful to you. You may not have to agree with the feedback. Express your feelings – If you have negative feelings about the feedback- express them. Make sure you are not attacking the sender. Be positive – You may have a common tendency to ‘not hear’ the positive messages and focus only on the negative. View any feedback as useful. Avoid adopting a defensive attitude; it is a virus that feeds on negativity and gloom. Feedback and Criticism – The difference

Feedback

Criticism

• Seeks solutions • Looks to the future • Is descriptive • Is tough on issues

• Seeks to blame • Dwells in the past • Is evaluative • Is tough on PERSON

For more information and tips on how to give effective feedback please visit the module in the performance management catalogue on myLearn. There are also further resources available on the performance cycle page on the hive and OnePortal.

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Motivating Why motivate others? Keeping your team and individuals motivated will maintain performance and enable individuals to operate 25% better than demotivated individuals. A person or a team who is working at only half capacity for the same costs represents a substantial loss to the employer. Consequently you as a Manager need something you can use on a day to day basis to get more out of your colleagues and your team. Pros

Cons

• Helps maintain performance • Enthusiasm and energy remains high • Commitment to complete the job to best of ability • Motivated individuals perform 25% better

• Taking time to identify what makes individuals tick • Building in motivation • Aspects to communication pieces • And team briefings

Skills required by a Manager • People awareness and interest • Enthusiasm and passion • Ability to energise others • Solid communications skills • Innovation

What is it?

Motivating others is about creating the desire to do what you need them to do! Various studies have been completed on what motivates individuals, Herzberg being a very popular theorist. To assist you in understanding what some of the fundamental factors are regarding motivating people, the following paragraph list some of the results that Herzberg discovered.

Motivators – why do people work harder? 99 Achievement – Meeting and exceeding targets 99 Recognitions – Credit and praise for good work, well done 99 Work itself – Taking personal pride in the quality of the work being produced 99 Responsibility – The status of being in charge, of either the task or the delegation 99 Advancement – Learning, getting better at the job they do or getting promoted

Hygiene factors – why do people choose to work here? • Knowledge of policy and administration systems – people feel well informed and secure • Effective management – Being competently and fairly managed by people who understand • Salary – fair for the job, fairly compared with others, A fair day’s pay for a fair day’s work • Relationships (interpersonal) – good atmosphere with others • Working conditions – Comfortable, safe, adequate equipment Everyone is different and everyone has different needs. Therefore what is considered to be a motivator to one person may be a major inhibitor to someone else. If someone perceives their hygiene factors (why do people choose to work here?) are not being met, then the motivators will not motivate them.

MANAGER TOOLKIT 23

If you want to motivate your team… first get to understand them! How to motivate others For this particular tool we are going to focus on Maslow’s Hierarchy of needs model. This will equip you with a greater understanding of what motivates people and how this knowledge can be transferred into your everyday management style. Each of us is motivated by needs. The hierarchy of needs states that we must satisfy each need in turn, starting with the first, which deal with the most obvious needs of survival. Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs.

In motivating people it is helpful to understand where they are, at this point in time in the model. Remember different circumstances both at work and at home will mean people have different priorities and challenges.

24 MANAGER TOOLKIT

Top tips for Managers When looking to maintain motivation or instil motivation into a team and its individuals there are some key points to consider from Hertzberg and Maslow: • Identify the motivating factors for this individual to come to work • What are the factors as to why they chose to work here? • What are the individual’s aspirations? • Have/are you as a Manager meeting the motivating factors for this individual? • What more could you do to maintain or raise motivation levels? • Spend some time understanding what makes each individual tick • Avoid assuming what motivates one will motivate another • Where does your individual sit within the hierarchy of needs? This will assist you in identifying where their motivation lies and what their key drivers are • Remember to say THANK YOU – simple things, minimal effort, and massive impact!

MANAGER TOOLKIT 25

Coaching Why coach? Coaching is the main tool for developing people. Specific feedback is used frequently for the purpose of improving performance.

Skills required by a Manager • Questioning skills • Solid communication skills • Patience to allow an individual to seek the solutions themselves • Encouragement and support • Action planning • Assertiveness

What is it? Training and coaching – are fundamentally different and have different applications Training is telling and showing people the preferred way of doing something Coaching is helping people to discover for themselves ways of improving performance and developing.

Coaching is unlocking a person’s potential to maximise their growth Applications of coaching • Feedback on performance – Praising, redirecting, and raising levels of performance • Expanding existing skills and development opportunities, for example, preparing an employee for further advancement or responsibility • Consulting with employees on obstacles to achieving objectives • Addressing poor performance where an employee consistently fails to meet requirements. • Performance analysis People perform at different levels and to further complicate matters not everyone is consistent. However, people generally fall into the following categories.

Management Behaviour ‘Steady Eddie’

‘Star’

Right Behaviour

Right behaviour

Steady achiever

High achiever

‘Under-achiever’

‘The Cowboy’

Poor behaviour

Poor performance

Achieves results

The role of the Manager is to move people in to the top right of the grid, and hopefully to the right upper hand of the quadrant. N.B. This model applies to established people in the organisation, not trainees or new starters.

26 MANAGER TOOLKIT

Coaching process There are four stages to the coaching process 1. Opening – Welcoming, establishing rapport and creating a friendly learning environment. Establishing reasons for coaching and setting goals. 2. Exploring and clarifying – Analysing tasks and discussing options. Using questions and active listening skills. 3. Agreement to act – Establishing the way forward. Setting SMARTer performance objectives in terms of results. Agreeing a contract of who will do what. 4. Reviewing – What we did or did not achieve. What might work better? What could be done differently in the future? Feedback is the key skill.

The G.R.O.W. Coaching model As will all good processes it is good to have a good framework to follow. The G.R.O.W. model is one of the most straightforward and effective coaching models to work with. Providing you with a structure and format to follow when coaching an individual. Goal

What do you want to achieve? It is valid and relevant?

Reality

What is actually happening now? What are the performance indicators telling us? What obstacles are we encountering? What have we done so far to correct the problems?

Options

What else could we do? Discuss changes to the activities to improve performance. Clarify how you can help.

What’s next?

Choice of options. Action plan. Clear performance objectives. Activities needed to support the objectives. Schedule follow up meeting for monitoring and give feedback.

Remember: An effective coach helps others to draw from themselves that which they already know

For further resources to develop coaching skills please see the performance cycle pages on the hive and OnePortal.

MANAGER TOOLKIT 27

Presentation skills Why deliver presentations? As we progress in our career the need to deliver effective, focused and well-structured presentations grows.

Skills required by a Manager • Strong communication skills • Planning skills • Identification of key detail • Tone, pace and voice portrayal A presentation has three stages: Start – An opening that gets the attention of the audience Middle – Information that is well organised into a logical sequence that is put over in such a way that it is easily understood End – A conclusion that the audience will remember You can achieve this by: • Planning • Rehearsing • Presenting effectively • Asking and answering questions

Planning The purpose – e.g. To simply provide information or to persuade management to adopt a new system The audience – e.g. what do they need from the presentation? What do they already know? What level should it be pitched at? What should be said? – Use relevant matter only. Create a clear, logical structure. Keep it as short as possible. How should it be said? – Getting the message across. Words. Visual aids. Participation

Rehearsing check • The sequence • Your fluency • Your notes for ease of reference • When to use visual aids • Your pace and timing

Presenting effectively • Memorise most of your material or key facts/information • Prepare notes that are cues, which you can read at a glance • Engage the group; make eye contact with everyone and speak with conviction • Remove physical barriers between you and the audience • Analyse your habits. Build on the good and eliminate the bad • Monitor the time and keep to the point • Monitor your audience

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Answering questions • Listen carefully and relate answers to points in your presentation • Never put the question down and never get defensive or argumentative • If you don’t know the answer, be honest and say so, say you’ll find out • Capture the delegates answers on flip chart using their language

Guidelines for giving successful presentations Preparation

Check everything. The room. Your material. Equipment. Lighting

The opening

Address any concerns. Establish rapport. Set ground rules. Give the purpose. Ask a question that requires a response from the audience. Make a dramatic sentence “staff turnover is costing us xxx” Show the structure. Quote from an original source.

Non-verbal behaviour

Look at the audience. Open posture (arms and palms down and open). If you need to put your back to the audience, don’t talk at the same time. Avoid fidgeting and distracting mannerisms. Don’t move around too much.

Emphasising a point

Use repetition. Use stimulus response links (Provide stimulus- obtain responseconfirm response) Slow, deliberate delivery. Pause immediately before key words.

Asking questions

Be careful not to make an individual look stupid. Direct questions to the whole group. Ask for opinions, and shape questions in a searching way. Give praise. Repeat answer in an individual’s own words. Write focused questions on flip chart and ask them to reflect and consider some responses.

Monitoring the audience

Look for signs of boredom (laid back, restlessness, slumping, yawning, dosing, and gazing elsewhere). Give short breaks. Involve the audience with questions/quizzes or activities where possible.

Visual aids

Use for reinforcement only. Don’t depend on them. With powerpoint don’t be too clever. Too many animations distract from the key messages. Use large font and a few words per slide. Keep quiet when audience is studying your aid.

Closing

Summarise, ask for questions. Keep a special closing point in reserve. Thank your audience.

To further develop presentation skills please visit the e-learning modules on myLearn.

MANAGER TOOLKIT 29

Health and Wellbeing It is important to look after our own personal health and wellbeing, as well as our teams. Stress can appear within the work situation, whether it is yourself or a member of your team, valuable skills to develop is that of how to manage stress, prior to it impacting on work productivity and/or health and wellbeing.

Skills required by a Manager • Consideration and awareness of others • Know your pressure points • Be aware of other’s pressure points • Effective delegation skills • Listening skills • Clear communication

What is stress? An automatic reaction related to the fight or flight response to danger. A perceived threat triggers alarm (stage one of the stress cycle) that releases adrenaline into the system. The rush of adrenaline provides extra energy and strength needed to fight, or run away from the danger. Atomically, you can experience symptoms such as: faster heartbeat, tense muscles, and sweating or even stomach spasms. Stress is pressure – making you feel nervous, tense, anxious and upset. Stress is tension – making you feel irritable or excited when you are with people or situations that threaten you. The general adaptation syndrome (Hans Selye) has three stages; Alarm, resistance and exhaustion.

Stage 1: Alarm – The brain is short circuited allowing you to respond instantaneously to danger. Stage 2: Resistance – The body is prepared, through the process above, to resist any potential threat. Once the threat has gone the chemicals causing the stress recede and the body resumes its natural balance. Stage 3: Exhaustion – If the threat is excessive or, more commonly, prolonged over a period of time, the balance is not restored, which can gradually lead to exhaustion and ill health. Stress can be positive. A certain amount can be good as it is needed to give you extra drive through demanding times that require short bursts of extra energy. Stress can be negative. Especially when you approach stage 3.

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Recognising stress Stress is inevitable in all of us and to manage it to an acceptable level we first need to recognise the causes and the signs. Some common causes of stress

Some common signs of stress

Personality – Some are more prone than others. Easily hurt. Worriers. Anxious.

Physical

Working environment – e.g. noise; temperature; space and ventilation

Emotional/Behavioural

Work demands – pressure. Boredom. Too complex. Not enough challenge. Poor support Your expectations – Pay. Security. Promotion

Nervousness. Headaches. Not sleeping. High blood pressure. Back/neck ache. Weight loss/weight gain. Change in eating habits. Nail biting. Low resistance to viruses and other complaints

Anxiety. Poor concentration. Loss of self-esteem and self-efficacy. Hostility. Moody. Irritable. Depression. Feeling constantly under pressure. Unable to switch off. Speech problems. Blaming. Absenteeism.

People – Relationships with manager/colleagues/ colleagues and customers Work/home interface – Moving home, new family, divorce/separation Other factors – illness, age, financial

Managing stress In order to maintain effectiveness both in and out of work, it’s important that once you have recognised stress that you gain the appropriate support. To conclude this section are some useful tips on managing stress. (The three ‘R’s) 1. Recognise that you need to do something about the stress 2. Realise what is causing it and what needs to change 3. Re-organise your life style, making an action plan and following it • Health habits – Exercise. Watch what you eat and drink. Get enough sleep/rest • Manage your time – See ‘the essentials to time management’ • Heighten your self-awareness and self-regulation – Be consistent in demonstrating feedback skills together with assertiveness • Maintain a positive attitude – positive thinking tends to generate positive results- besides, it sets the right example Change personal habits – • Know what is important, you are not much use to family and friends if you are approaching exhaustion • Learn to relax, there are simple, short exercises you can do without compromising your output • Share some of your problems with those who you respect and trust • Do things you enjoy, too much stress makes us forget how to enjoy ourselves • Plan more leisure time to avoid complete burn out • Remind yourself about all the things you are good at

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Employee Assistance Programme Sometimes, daily life can seem full of challenges. So it’s reassuring to know that you’ve got somewhere to turn when you need reliable information or support, and someone to talk to when things aren’t running as smoothly as you would want. The employee assistance programme (EAP) is available to all employees and supports home and work issues (such as legal matters, buying a house, debt, and family issues). The EAP also supports challenging and medical situations. Qualified practitioners are available to support you. Please refer to back page index for information on how to utilise the EAP.

Service Guide

Your 24/7 confidential support service We can also give you guidance when you’re experiencing a medical issue. And we’re here whenever you need to talk about something more personal, such as when you’re feeling upset, worried or stressed. We offer a completely free, confidential and impartial service. Simply give us a call and let us know what issue you’re facing, and we’ll talk to you about the sort of guidance, information or support we can offer.

What help can I get? Common aspects of life where we offer information, support and counselling include: Home or work issues We offer practical, impartial information and support on everyday matters ranging from financial and legal matters (such as dealing with debt, buying a house and consumer rights) to home and family issues.

Help and support whenever you need it. Sometimes, daily life can seem full of challenges. So it’s reassuring to know you’ve got somewhere to turn when you need reliable information or support, and someone to talk to when things don’t run as smoothly as you’d like. As well as being able to offer you expert guidance on everyday matters, we’re here for information and support with more serious problems too.

Call. Any time. Whatever the reason.

0800 072 7 072

www.axabesupported.co.uk AXA PPP healthcare is a trading style of AXA ICAS Limited Registered Office: 5 Old Broad Street, London EC2N 1AD, United Kingdom. Registered in England No. 2548573 © AXA PPP healthcare 2013. All rights reserved. Information is accurate at the time of writing. PB44406/01.13

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Challenging situations Whatever situation you’re facing you can call us for support from our qualified practitioners. You can call us as many times as you need too – we’re here 24/7 to take your call. Just talking about the problem over the phone can feel like a huge step forward. Medical concerns Simply call us and we can provide medical support to help reduce the stress of your medical worries. Whether you’re calling because you have late night worries about your child’s health, or you have some questions that you forgot to ask your GP, it’s likely that we’ll be able to provide you with the information and help you need.

How and when? How often can I call? You can call as often as you like - we’re here 24/7 to take your call. And you can call about the same issue or different issues.

from and also helps us to access your information quickly. Your call is always completely confidential.

Your call is confidential Will anyone else know I’ve called?

Can I get information and guidance online? Yes. You have access to our be supported website where you can access a huge range of information on a variety of practical, medical and wellbeing topics.

No. Our service is completely confidential and we won’t tell your employer or anyone else that you’ve called. The very rare exceptions to this are if we think people might be a serious risk to themselves/ others or where we are legally obliged to do so.

Talk to us

What information does my employer get?

What happens when I call? When you call us, you immediately talk to one of our fully trained and qualified team members who will direct you to the most appropriate support for your situation. Talking about the issue you’re facing can be the first step to helping you make better sense of your concern or query.

We think it helps employers to know the general kinds of things that their employees are calling about so they can provide more support if needed. Every so often we will provide statistics to your employer on the number of people that have called about different types of issues, such as debt. Under no circumstances would any individual employee or family member be identified.

We’ll start by asking you a few questions so we understand what information you’re looking for and what support you need.

Do you need to know my name?

We’ll also ask for the name of your employer and some memorable information. This is just so we can keep a note of the organisations people are calling us

It’s entirely up to you whether you want to give us your name or not. We don’t need to know it, but people often tell us our service feels more personal if we can talk using first names.

Take a look at be supported online today: Visit www.axabesupported.co.uk Username: lloydspharmacy Password: supported

MANAGER TOOLKIT 33

Valuing Differences Why acknowledge diversity? Because people are different Diversity – means a world of differences in terms of age, race, gender, culture, education, ability, language, and lifestyle and so on.

Skills required by a Manager • Self-awareness • Solid communication skills • Sound team management skills • Following procedures & structures • Assertiveness

What is it? Understanding the causes of differences Behaviour is our response to a situation; the response depends both on our nature and the nature of the situation. For example; we might suggest a different method of working (situation) and the response might be positive and negative. Diversity comes from deep-seated instinctive or habitual (learnt) ways of behaving. These behaviours are driven by our motives and traits, which are linked to early environment, upbringing and influence from key people/ events in our lives. Our current working or home environment could influence the behaviour on others. The way we view the world and our attitude to different people, will affect the way we behave, which in turn, will affect the rights we give to others. I’m OK and you’re OK

A positive view of self and others (mutual respect, assertive)

I’m OK but you’re not

Positive about self, negative about others (superior, aggressive)

You’re OK but I’m not

Low self-esteem (passive)

Neither of us is OK

Demoralised, depressed

Interpreting behaviour Describe behaviour – Describe, don’t evaluate. Describing behaviour helps to eliminate judgements based on emotion or bias. Be objective. Discover causes – Identify the underlying cause of the behaviour. Once you have identified the cause it will be easier to solve the problems arising from the behaviour. Understand differences – Identify areas where you are in agreement by trying to put yourself in their shoes. A genuine empathetic approach will help you to find similarities between yourselves and understand what makes others different from you. Once you’ve identified the differences, you can work on solutions.

34 MANAGER TOOLKIT

Managing diversity Help yourself to manage diversity

Help others to manage diversity

Seek feedback from a variety of people

Help others to change prejudicial behaviour, but bear in mind it takes time

Examine your own beliefs and values

Speak out for others when you feel they are not being valued

Monitor your own thoughts, language and actions for unfounded assumptions

Use your assertiveness skills to confront othersâ&#x20AC;&#x2122; prejudiced views. Being assertive will give them opportunities to change their views without losing face.

Build a network of colleagues who are interested in valuing and managing diversity

Challenge assumptions about people that could limit their opportunities

Donâ&#x20AC;&#x2122;t joke about differences

Discourage others from joking about differences

Learn what you can about cultures

Challenge policies and practices that appear to exclude people

Strive to understand differences, not to judge them

Build problem solving/continuous improvement teams from a wide diversity of people

Develop a broad view of diversity- age, education, ability, race, gender, language culture etc.

Coach your team in understanding differences

MANAGER TOOLKITâ&#x20AC;&#x192; 35

Interviewing An interview will give you the opportunity to find out more about an individual and ask for specific examples of previous experiences to help you understand and assess their capability, behaviours and approaches to certain role-relevant situations.

Arranging your interview Once you have identified the candidates you would like to see for interview, the resourcing department will arrange these interviews for you.

Hiring Manager provides Resourcing with their interview availability

Resourcing contact the candidates to confirm their availability

Resourcing will send you a calendar invite confirming the interview time, date and location

Resourcing will then email you a confirmation of the interview along with the candidates CV and the relevant interview documents

Prior to the interview Before you conduct an interview it is key to think about the key selling points of the role and the wider business to share with your candidates. Although you are there to assess their suitability for the position, they are also here to assess whether the business and role they are applying is the right role for them. Many candidates will apply for multiple roles simultaneously, and we want to be their employer of choice and for them to be excited to join McKesson and also your team! Think about why you wanted to join the business and what motivates you and your team daily to deliver the business objectives. Below are a number of keys areas that candidates are interested in when considering a role and what is important to them. You may get asked some questions relating to these topics. Consider what you could offer a candidate and how this could support the candidate in become a success in their role.

36â&#x20AC;&#x192; MANAGER TOOLKIT

Development

Training

Benefits

Flexibility

• Crazy-paving careers • ACD yearly reviews • Progression opportunities

• Induction • Qualifications • System training

• Free parking on site • Scripts/Costa Coffee • Charity work

• Opportunity to work from home • Flexible hours

Conducting the interview The more relaxed and open an interview is the more the candidate will provide you with a good representation of themselves and their suitability for the role. You will have a copy of the interview document prior to the interview to prepare your questions and structure of the interview. Our interview documents allow you to combine your own technical, role-specific questions with those softer questions focusing on attitudes and behaviour. Things to remember; • Offer the candidates a drink and make them feel at ease • Explain the structure of the interview • Ask the candidate if they have any questions • Prepare some technical/situational questions relevant for the role The candidates are asked to bring a copy of their eligibility to work to the interview, please remember to take a copy of this before the end of the interview. This is a legal requirement, so taking this copy at interview stage will streamline the offer process and help prevent any potential delays in creating offer paperwork and finalising a start date.

MANAGER TOOLKIT 37

After the interview Giving candidate feedback is crucial in creating a positive candidate experience, which is key to maintaining a competitive employer brand. As such, we should be aiming to provide constructive feedback to all candidates, irrespective of outcome. Here are a number of tips to support you in providing great feedback: • Complete the feedback as soon as you can after the interview. • Provide a number of key strengths the candidate demonstrated. • Provide the key development areas that they could improve on. • Try and provide examples of where they demonstrated this strength or development area. • Remember to include behaviours and skills Our interview documents have a set scoring criteria to support you in making your decision, however in order to provide the candidate with the best feedback the above method will support the resourcing team in giving the candidate the best experience.

Additional supporting resource We have created a manager guide to help you secure the right talent for your team. You can find this document on the Hive under Resourcing. In preparation for your interview your Resourcing Partner can go through the interview document you will be using and will also be able to talk you through how to conduct an effective interview.

38 MANAGER TOOLKIT

Best Welcome At McKesson UK we want to give our new colleagues the ‘best welcome’ to our business.

Why induction is important Giving your new colleague a great induction to the business is important for 2 main reasons: • Colleague engagement and turnover • Fulfilling their new role as soon as possible It’s your role as a line manager to ensure that a thorough and structured induction is prepared for your new colleague.

The Best Welcome Your colleague’s best welcome doesn’t start or end on their first day. It starts with the great candidate experience that you provide throughout the interviewing process and it doesn’t ever end! At McKesson UK however, we have a 3 month induction period which ends in a probationary review meeting. For LloydsPharmacy network colleagues there is a manager’s guide and colleague workbook available from the Learning and Development pages of One Portal, all the information needed for your new starter’s induction can be found there. For AAH colleagues there is a branch induction available from your line manager. For Support Centre and LPCH colleagues please see below what you need to cover with your new starter throughout their first three months, welcoming them to the McKesson UK business and their new role. For LPCH colleagues there is an additional on-boarding FAQ sheet that can be found on the shared drive.

MANAGER TOOLKIT 39

Pre-join Checklist Get ready for your new starter using the checklist below. Check all new starter documents have been received by HR, including verified right to work documents (passport or birth certificate) Confirm start date and time with HR Confirm date of Best Welcome Event with Learning & Development Order IT Equipment (for more information see the Best Welcome page of the hive in the ‘I’ve got a new starter’ section) Arrange desk space and include desk number on IT request Plan induction schedule HR – hrservicecentre@McKesson.co.uk Learning & Development – learninganddevelopment@McKesson.co.uk

Induction Schedule A structured induction is a good induction and the best way to help your new colleague settle in as soon as possible. You can find a template of an induction schedule on the next page or in the ‘I’ve got a new starter’ section of the Best Welcome page of the hive. Remember to include: • Time for a tour and to meet the team on the first day • Time to complete induction modules on MyLearn & to explore the Best Welcome page of the hive or the Induction page on One Portal • Time to visit different parts of the business – A LloydsPharmacy store or AAH warehouse where possible • Time to attend the Best Welcome Event if Support Centre or Harlow based • First day, first week and first month review meetings • Time to complete mandatory e-learning modules which include: -- Pharmacovigilance -- Good Distribution Practice -- Falsified Medicines -- Medical Devices -- Manual Handling -- GDPR -- Code of Conduct -- Introduction to Health and Safety

40 MANAGER TOOLKIT

Objective Setting It is helpful to set your new colleague short-term goals to achieve during their induction period, for more support and advice on setting relevant, achievable and measurable goals please see the objective setting section of the Manager’s toolkit.

Probation Review Meeting At McKesson UK our probationary period is three months. During this time communication between colleague and manager should be continuous, giving the colleague the opportunity to work towards objectives with regular feedback. A probationary review meeting needs to be held at the conclusion of these first three months. In this meeting you should review your new colleague’s performance in line with their induction objectives. The 3 potential outcomes of the final probation review meeting are: • Successful completion of probation period • Extension of the probation period by 4 weeks with clearly defined objectives to be achieved within the time. (Employee Relations should be consulted if a longer extension is required). • Termination of employment with payment in lieu of contractual notice. (Employee relations should be consulted in this instance) Following this meeting you need to notify HR that your new colleague has passed their probation. To do this, please email a completed probation review form to hrservicecentre@McKesson.co.uk. This form and the performance management policy can be found in the Best Welcome page on the hive under the ‘I’ve got a new starter, info for hiring managers’ tab. For more support on conducting performance reviews please see the performance management section of the Manager’s toolkit.

MANAGER TOOLKIT 41

Your Best Welcome To McKesson UK Induction Schedule

Colleague Name: Start Date:

get

grow the best McKesson people

42â&#x20AC;&#x192; MANAGER TOOLKIT

keep

Your first day Activity

Contact

Location

Time

First day meet

Line Manager

Support Centre Reception

9.30

Tour of support centre

Line Manager

Support Centre

9.45 – 10.15

Meet the team

Team

Our desks

10.15 – 10.30

Induction meeting with line manager

Line Manager

Meeting Room

11.00 – 12.00

Induction meeting with key stakeholder

Key Stakeholder

Meeting Room

13.00 – 14.00

MyLearn Best Welcome Modules

Line Manager

Your desk

14.00 – 15.00

Activity

Contact

Location

Time

Team Meeting

Line Manager

Felix Hoffman

9.00 – 10.00

Your first week Monday

MANAGER TOOLKIT 43

Tuesday Activity

Contact

Location

Time

Contact

Location

Time

Wednesday Activity

44â&#x20AC;&#x192; MANAGER TOOLKIT

Thursday Activity

Contact

Location

Time

Contact

Location

Time

Friday Activity

Additional Meetings • Visit to LloydsPharmacy store • Monthly team meeting • Meeting with line manager’s manager

MANAGER TOOLKIT 45

Setting Objectives Why set objectives? Individuals work best when they know what they are aiming for and what the purpose is of the work they are doing. By setting clear and precise objectives an individual identifies the role they have to play and the purpose for the tasks they complete, resulting in focused and motivated individuals.

Skills required by a Manager • People awareness and interest • Organisation skills • Feedback skills • Solid communication skills • Time management • Setting clear objectives

What is it? When talking of aims and goals they can be seen as aspirations; they tend to be general statements and not linked to a specific measurement or time frame. However when referring to objectives they are specific statements that describe the results to be achieved by particular people in a particular time frame. The purpose of relevant objectives is to accomplish goals, which in turn, are linked to the organisation’s missions. Goals are general statements, in order to turn these goals into reality they need to have specific statements attached which can be measured and aligned to the timeframe – i.e. objectives set!

What is an objective? A specific end result to be achieved within a stated time frame to a pre-determined quality and quantity. An objective is not an activity- Objectives focus on the end results or the output. Whereas activities/tasks are what needs to be done to achieve the desired result.

How to set an objective Objectives are written in terms of the end result- so what will be delivered if the objective is achieved. Characteristics of an effective objective – SMART. Specific – Clear, concise and unambiguous end result, simple to understand. Measurable – Observable outcomes of performance measured against set criteria in terms of quality, quantity, time and cost. Achievable – Within the capabilities of constraints.

46 MANAGER TOOLKIT

Relevant – Address a significant need of the organisation. Focus on the end result. Time framed – A good time to do it and a completion date. A manager’s primary function is to plan, organise and control human and other resources economically, effectively and efficiently in order to achieve results.

MANAGER TOOLKIT 47

Performance and Development; Enabling High performance everyday Why manage performance? To keep a team performing to a high standard, it is important to always be managing people’s performance – not just looking at those who are under performing. Regular performance and development dialogue helps keep the focus on performance and enables regular updates, feedback and support to happen to enable success and to prevent low levels of performance from going undetected and unsupported.

Skills required by a Manager • Listening skills • Planning and following through on actions • Goal setting • Giving feedback • Challenge behaviours • Lead by example

What is it? Performance management is not one single activity, it involves a constant style of ensuring that colleagues know what is expected from them, how they are performing, giving them feedback, and encouraging them to develop themselves to achieve more. This can be done through informal meetings but also on a day-to-day level.

How to positively manage performance Although there are no set answers on the right approach to positively managing performance of your colleagues, there are a number of areas that if they are covered well and consistently, should provide a solid framework for motivating your team and ensure the management of performance.

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Overview; The 4 key elements to managing performance.

Progress updates Progress updates are designed to enable regular check-points for discussion on task completion. Depending on the type of work in question, managers may choose to hold daily or weekly progress updates either with individuals or as a team.

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1:1s Check-In Meetings are forward-looking conversations focused on how to move the employee’s work ahead and grow their career. 1;1s are not intended to be general status updates. This is the employee’s opportunity to discuss performance, development, and ask for feedback. Employees and managers may meet more frequently one-on-one for other purposes, but we recommend dedicated 1:1s on a monthly basis.

Mid year review and development discussion Based on the outputs of monthly 1:1s, mid-year performance review & development discussions are used to reflect on the first 6 months of the performance year. An indicative rating is agreed as well as a clear plan to ensure performance either continues or starts to meet expectations.

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Year End performance review and development discussion Based on the outputs of monthly 1:1s and mid-year review, the year-end performance review & development discussions are used to reflect on performance year. The discussion will focus on WHAT was achieved and HOW it was achieved as well as discussing progress against development goals. A performance rating is agreed â&#x20AC;&#x201C; either Inconsistent (I), Good (G) or Excellent (E).

Summary Positive performance management relies on combining a number of initiatives and applying them consistently, and its success will depend on how well the Manager carries out these initiatives. You will also need to take into account the individual team members and how receptive they are to the initiatives. You will need to regularly review your own success in managing performance and adapt your style if necessary to achieve better results.

You can find more knowledge and skills on Managing Performance and Development on myLearn. More resources are available on the performance cycle page of the hive and OnePortal.

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Talent Management Everyone in our organisation is talented, and in order to best support our colleagues, and to support the future of McKesson UK, it’s important for us to understand the development needs of our colleagues to ensure the support we provide is tailored to the individual and so that future business needs are met. We follow a 3 stage process when it comes to managing talent:

Performance Review, including review against business performance

Ongoing Development

Talent Talk Performance & Potential Calibration

Succession Planning & Critical Roles

1. Performance Reviews Why a Performance Review process? Business results are achieved through people; therefore people play a key role in the performance of any organisation. An effective review not only enhances skills and behaviours, it gives a great sense of purpose and builds self-esteem; it keeps motivation alive and therefore fuels commitment to the success of the organisation.

Skills required by a Manager • People awareness and interest • Organisation skills • Feedback skills • Solid communication skills • Time management • Setting clear objectives

What is it? Performance development is about aligning the targets of the business with those of the department. These in turn are broken down and aligned to each individual’s role within the department. This in turn creates the performance development process, as it will be these objectives that the individual is reviewed against towards the end of the year.

What does performance development involve? Setting objectives for the department, which are aligned to the organisation’s overall goals. Aligning employees’ skills and behaviours to the organisation values/goals. Communicating performance objectives to employees through structured 1:1 discussions.

Recognising success Recognising where performance needs to be improved and providing employees with the necessary support to improve it. As a result of the discussions the output is used to form decisions on: • Succession Planning • Bonus Payments • Base Salary (salary reviews) • Programme Nominations e.g. Leading Everyday

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Our Performance and Development process follows our financial year. You should always close off the previous year and set ourselves up for the new financial year in Feb/March. In Sept/Oct the mid-year review should take place where you have a follow up focussed conversation around performance to date. Both of these conversations should include: • A review of objectives set • A review of any personal objectives set • An agreement on the performance rating being applied • A look forward at new objectives to support the organisation strategy that will stretch you further than just doing your daily business routine Performance and Development Discussions should have a focus on both WHAT you have been focussing on and HOW you have demonstrated the key desired behaviours associated with the agreed goal.

The WHAT: Setting Personal Objectives will enable colleagues to define their clear contribution to the success of the company. Depending on the task and responsibilities of the role, and therefore the individual contribution to the company’s strategy and success, the setting of Personal Objectives might be relevant for reward.

Personal Objectives Personal Objectives are yearly defined in agreement with the respective line manager. Within the definition and discussion of the objectives, take into account the overall business strategy and priorities. The Personal Objectives should be challenging beyond the daily work. It is recommended to agree 3 – 5 Personal Objectives.

Setting and Evaluating Personal Objectives Within the Annual Contribution Dialogue line manager and colleague are requested to do two things with regards to Personal Objectives. First, evaluate the achievement of the Personal Objectives of the past year and second, agree Personal Objectives for the coming year. When setting Personal Objectives it is recommended to use the SMART logic.

The HOW The HOW aims at measuring your contribution over the past year in value-based behaviour including reflection of our ICARE Values and by differentiating between four dimensions: ME reflects how the colleague makes use of his personal capabilities TEAM describes the colleague’s contribution to McKesson by following the ICARE principles and the people commitment and by fostering a collaborative culture CUSTOMER highlights the colleague’s Customer-First approach and adding customer value COMPANY considers the colleague’s contribution to and alignment with McKesson’s business and priorities

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Annual Contribution Dialogue for McKesson Europe

COLLEAGUE Name, First Name: Date of Joining:

Performance Year

Department: Position:

GOOD FOR

In position since: (Date)

Date of Dialogue:

LINE MANAGER Name, First Name: For reasons of readability, the male form is used with personal names, however the female form is also always intended.

AEN01McKE

2. Talent Talk – Performance & Potential Calibration Performance Review, including review against business performance

Ongoing Development

Talent Talk Performance & Potential Calibration

Succession Planning & Critical Roles

Here at McKesson UK, we recognise talent as a combination of performance and potential. As you will now be aware, we have a whole host of means of measuring performance, including: • KPIs • Objectives • Leadership Behaviours • ICARE We use the Annual Contribution Dialogue (ACD) as our performance management framework.

What about potential… how do we measure it? We use a framework to assist us in assessing potential which focuses on 3 areas: Aspiration – the desire/ambition to secure senior roles in the future Ability – to be effective in senior positions Engagement – with the values/strategy/direction of the business Once you are clear on your colleagues’ performance and potential, you can complete a ‘Talent Grid’ or ‘9 Box Grid’ which helps you look at the talent in your team and assess the differing development/support needs of each colleague.

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3. Ongoing Development – Succession Planning & Critical Roles Performance Review, including review against business performance

Talent Talk Performance & Potential Calibration

Ongoing Development Succession Planning & Critical Roles

Creating a strong, focused development plan which is tailored to meet both personal and business goals is critical for talent development. There are many ways to develop. In line with our blended learning approach (70%) is achieved through structured on-the-job assignments. By taking a “blended” approach, we can offer the best development. We call this approach 70:20:10 development. Examples shown below for what should be considered when talking about individual development.

Succession Planning This is a process for identifying and developing internal people with the potential to fill key positions in the company. Succession planning increases the availability of experienced and capable colleagues that are prepared to assume these roles as they become available. It is good practice to regularly review the roles within your team and the successors / potential successors to those roles. This will allow for any skills gaps to be identified so that development can be agreed to support the successor in their next move, thus enabling a pipeline to be created to support our internal growth agenda.

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Investigations Why investigate? The purpose of an investigation is: • To gather facts, information, details, reports and witness accounts of alleged incidents that would typically demand a disciplinary hearing take place with an employee • To produce a summary of the above

Skills required by the Manager • Listening skills • Reasoning • Ability to see both sides • Planning and following through on next actions • Understanding

Remember: This is not a disciplinary hearing, it is a fact finding interview

Carrying out an investigation interview Listed below are the guiding principles for carrying out a fair investigation • No disciplinary action can be taken against an employee until a case has been fully investigated by a member of management • The investigation must be thorough with all avenues explored • The investigation should be completed without reasonable delay. • The employee must be advised of the nature of the complaint against them • The employee must be given the opportunity to state their case • Records must be kept of interviews and evidence gathered • The investigation must be carried out and seen to be without bias

3 steps to an investigation interview To conduct an effective investigation interview, follow the simple step by step guide

Step 1: preparation • Ensure all relevant information and factual data is to hand – ensure that you understand exactly what it is that you are investigating • When dealing with the employee being investigated, inform them of the potential breach of discipline and purpose of the meeting. i.e.- an investigation NOT a disciplinary • Decide beforehand on the questions you are going to ask based on the evidence you have • Decide who else you may need to speak to for a thorough investigation, i.e.- witnesses or people with relevant information • If you think the employee remaining at work may hinder the investigation or pose a risk in anyway, consider whether suspension is a suitable option. • You must have reasonable grounds to believe that the colleague may hinder the investigation, this needs to be based on an objective view and not just an assumption.

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Step 2: The Interview meeting • Ideally, there should be two company representatives in the meeting. One for note taking, one to conduct the interview. If you do not have someone to take notes, don’t be afraid to stop the person to ensure you have everything recorded accurately. • The person conducting the investigation should not be the person who will be holding any possible disciplinary hearing • Formally introduce everyone and their roles • Explain the purpose of the meeting • If you are interviewing the person under investigation inform the colleague of the allegation. Depending on the circumstances, you may not fully inform the colleague at the beginning of the investigation of the full details of the allegation as this may affect the answers that you may get. If this is the case, you should provide a brief overview of the reasons you are meeting with the colleague and reassure them that by the end of the meeting they will have a full understanding of the issue. • If you are interviewing other witnesses, limit yourself to stating the incident you are investigating • Allow the employee and witness enough time to give all the relevant information • Challenge inconsistencies that are presented by the colleague under investigation • Ask all relevant questions • Act in good faith, ensure you conduct yourself in unbiased manner • Summarise your understanding of what the individual has stated in the meeting • Ensure all parties are aware that there should be no discussion of the matter between themselves

Step 3: Next steps • Ensure all notes are typed up, dated and signed by all relevant parties • Make sure you keep all hand written notes on file, as a potential tribunal will need to see these • Ensure employee under investigation, and all witnesses, sign all notes to show agreement with the content • Carry out further investigations if required • Complete your investigation summary • Collate a file • Hand over to the disciplining Manager

It is imperative that complete and thorough records are made of the entire investigation and disciplinary process

Writing an investigation report Use this checklist to help you write an investigation report. All reports must be typed and include the following: • Name of person making the statement • Name of the persons present with job title i.e.- Operations Manager • Name of person compiling the report • Background to the employee under investigation, including all jobs held and length of time with the company • Background to the alleged offence/issue/complaint including dates, times and people present • A summary of what happened as a result of the investigation • A summary of the facts and witness statements • The key facts and any discrepancies/ conflicting information/ statements • Any company procedures that have been breached • Signatures and dates on all investigation notes, reports and evidence

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NB: Remember to attach the following: • Any company procedures or policies relating to the offence/issue/complaint • All witness statements in full, typed and any hand written notes or evidence • All hand written notes from the investigations • Any drawings or photographic evidence applicable to the facts and the offence/issue/complaint

Remember This report will be seen by the disciplinary manager prior to the disciplinary hearing. You may be asked further questions to clarify the content of your report/notes or to conduct a further investigation should the disciplinary manager feel that there is insufficient evidence. One copy of all the reports, notes and evidence must be sent to the employee for their own records.

The Employee Relations team are available to support you throughout any disciplinary or grievance investigation process and it is important that you involve them as early as possible. You can email them at employeerelations@McKesson.co.uk or you can call 024 7643 2100, Opt. 3 Opt. 1.

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Additional Materials Support Centre, AAH & LPCH Colleagues will find a lot of the supporting materials on the Hive. Click on the Performance Cycle on the homepage.

LloydsPharmacy

LloydsPharmacy will find what you need on OnePortal. You can access OnePortal by typing http://pharmacyportal/default.aspx into your browser.

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Glossary – Good to know Further Reading If you enjoy reading and would like to learn more about the topics in this guide, please find a book recommendation list below.

1. 7 habits to highly effective people (S.R. Covey) 2. One minute Manager (Ken Blanchard) 3. Coaching for performance (J Whitmore) 4. Courageous Conversations at Work: How to Create a High Performing Team Where People Love to work (L Reynolds) 5. Start with why (S Sinek) 6. Leaders eat last (S Sinek) 7. Our iceberg is melting (J Kotter) 8. Who moved my cheese? (Dr Spencer Johnson) 9. Dealing with conflict at work (Thilan Legierse) 10. Daring greatly (Brene Brown) 11. Turn your ship around (David Marquet) 12. The 5 dysfunctions of a team (Patrick Lencioni) 13. Built to Grow (Royston Guest)

Please let us know how you have found using the guide by emailing:

learninganddevelopment@McKesson.co.uk

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McKesson Manager Toolkit

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