BSBWOR501B QUEENSLAND INTERNATIONAL BUSINESS ACADEMY.

Manage personal work priorities and professional development BSBWOR501B

QUEENSLAND INTERNATIONAL BUSINESS ACADEMY

Elements of manage personal work priorities and PD

1. Establish personal work goals2. Set and meet own work priorities3. Develop and maintain professional

competence

Establish personal work goals

1.1 Serve as a positive role model in the workplace through personal work planning and organisation

Characteristics of a good role model

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“If you fail to plan, you plan to fail”

Planning

Managers cannot afford to spend their day managing from one crisis to another.

At all levels of management, planning is the foundation that can bring goals into reality.

Planning involves setting goals and deciding how best to achieve them.

Planning will not guarantee that you will reach your goals. However, it will help you to stay focused on and you are more likely to achieve a satisfactory result.

Benefits of personal work planning

Planning helps to offset the effects of uncertainty and change in an individual’s work role, the duties or tasks they perform and their responsibilities on a daily, weekly or monthly basis.

Planning focuses the attention on the organisation’s real objectives, allowing the individual to maintain the link between what they want to achieve and what the organisation needs them to achieve.


Planning allows individuals to work more efficiently and effectively with the time that they have available to them.

Planning helps with the process of control, allowing for the individual to have benchmarks against which they can measure progress and actual results achieved.


Planning helps to identify when and where an individual may need to apply contingencies and adapt to ensure they can still achieve goals within specified timeframes.

Planning allows for improved use of available resources or personnel that may be required to assist an individual achieving their goals.

Time Management

1. Goal setting2. Prioritising3. Planning your time4. Making the best use of your

time

Plan Ahead and Prioritise

The first step to good time management is to prioritise your tasks.

In other words, deciding which task is most important and should be completed first.

The Action Priority Matrix

The Action Priority Matrix is a simple diagramming technique that helps you choose which activities to prioritize (and which ones you should drop) if you want to make the most of your time and opportunities.

Quick WinsQuick Wins Major ProjectsMajor

Projects

Fill InsFill Ins Thankless Tasks

Thankless Tasks

Impact

Effort

High

HighLow

The Action Priority Matrix List the activities that you’d like to

complete;

Score them on impact (from, say, 0 for no impact to 10 for maximum impact) and on effort involved (from 0, say, for no real effort to 10 for a very major effort);

Plot the activities on the Action Priority Matrix; and select or drop activities appropriately.

The Action Priority Matrix Quick Wins (High Impact, Low Effort): These are

the most attractive projects, giving you a good return for relatively little effort. Focus on these as much as you can;

Major Projects (High Impact, High Effort): While these give good returns, they take a long time to complete – meaning that one “Major Project” can crowd out many “Quick Wins”. If you’re engaging in these, make sure that you complete them quickly and efficiently and that you disengage your effort as soon as you can;

The Action Priority MatrixFill Ins (Low Impact, Low Effort): Don’t

worry too much about doing these – if you’ve got spare time, do them, but drop them if something better comes along; and

Hard Slogs (Low Impact, High Effort): Avoid these. Not only do they give low returns, they crowd out time which would be better used elsewhere.

Plan Ahead and Prioritise

To prioritise successfully you must develop weekly and long term time management plans.

Many people find long, medium and short term planning useful for organising their work as effectively as possible.

Short-term Planning

Planning on a Weekly Basis Use a Weekly Planner▪ a diary▪ a timetable ▪ To-do-lists (that are prioritised)

Colour coding could be useful if the same activity carries across multiple days. This will also assist visual oriented people to stay focused

To-Do Lists

To-Do Lists are prioritised lists of all the tasks that you need to carry out.

They list everything that you have to do, with the most important tasks at the top of the list, and the least important tasks at the bottom.

Crucial to have a priority ranking for each task

To-Do Lists

Start by writing down all of the tasks that you need to complete

Break down large tasks into their component elements and until tasks will take no more than 1-2 hours to complete.

Next, run through these jobs allocating priorities from A (very important, or very urgent) to F (unimportant, or not at all urgent).

Once you have done this, rewrite the list in priority order.

The Urgent/Important Matrix

Managing time effectively, and achieving the things that you want to achieve, means spending your time on things that are important and not just urgent.


Important activities have an outcome that leads to the achievement of your goals.

Urgent activities demand immediate attention, and are usually associated with the achievement of someone else’s goals, or with an uncomfortable problem or situation that needs to be resolved.

Activity logs

Activity logs help you to analyse how you actually spend your time.

The first time you use an activity log you may be shocked to see the amount of time that you waste!

Memory is a very poor guide when it comes to this, as it can be too easy to forget time spent on non-core tasks.

Activity logsActivity Log

Week Date range

Time Activity description Duration Value (high, med, low)

Long-term Planning

Long-Term Planning Use a Yearly Planner▪ A yearly planner you can place on your wall or by

your desk allows you to plan your work over longer periods of time and reminds you about deadlines and upcoming commitments.

The Gantt chart▪ One of the best known and widely used planning

tools is the Gantt chart. ▪ A Gantt chart can contain multiple goals; their

corresponding activities and timeframes over yearly, quarterly, monthly or weekly time periods.

Sample Gantt chart

Activity / Task March April May June

Week Week Week Week

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Choose assessment topic

Research topic

Write draft

Check draft

Write final assessment

Print and photocopy final copy

Submit assessment

Study for mid-term exam

Study for final exam

Use Time Slots Wisely

People often think they have 'no time' to complete tasks, but many of them think of time in terms of 3 hours or more.

A well-used 15 minutes is more effective than a wasted 2 hours.

Factors to Consider When Planning Your Time

Be Flexible Be Realistic Over-commitment Seek Help Avoid procratination

Avoiding Procrastination

Begin with a task you enjoy. Avoid being a perfectionist. Eliminate time wasting activities Plan your time and stick to it. Break up difficult or 'dry' work into

sections to help you achieve it more readily.

Set deadlines for yourself that aren't too restrictive.


1.2 Ensure personal work goals, plans and activities reflect the organisation's plans, and own responsibilities and accountabilities

Goal Setting

Work Goals Personal Goals

• Functional Goals • Family

• Targets (KPI’s) • Relationship

• Workgroup Goals • Health and wellbeing

• Project Goals • Hobbies and interests

• Organisational Goals • Finance and wealth

• Quality Goals • Religious or philosophical

• Continuous improvement Goals • Personal development and growth

• Career Goals • Experiential – travel, trying new things

• Pleasure – doing things for yourself

• Social – friends

Linking individual and organistional goals

Let's take an example of how an individual employee's goal is linked to organizational strategy:

Organizational Vision – To be known for our superior customer service and satisfaction.

Organizational Objective – To reduce the number of disatisfied customers by 25%.

Organizational KPI – The number of customer complaints that remain unresolved at the end of a week.

Linking individual and organistional goals

Team Member's Goal – To increase the number of satisfactory complaint resolutions by 15% this period. Each employee goal should have at least one associated KPI.

Team Member KPI – The weekly percentage difference in complaints handled that result in satisfied customers versus unsatisfied customers.

Essential goal setting guidelines

What makes the difference between goals that work and goals that are bound to fail from the beginning?

Personal goal planning guidelines and tips implementing the SMART principle.

SMART goals

Specific Measurable Attainable Rewarding Timely

Specific

With a specific goal you can clearly see what it is you want to achieve, and you have specific standards for that achievement.

The more specific is your goal, the more realistic is your success, and the shorter is path to it.

Write your goals down

Measureable

For a goal to be measurable you need a way to measure the progress and some specific criteria that will tell you when you can stop and the goal is achieved.

Feeling the progress is very important for you to stay motivated and enjoy the process of achieving the goal.

Attainable

An attainable goal is a goal for which you see a realistic path to achievement, and reasonable odds that you get there.

This does not mean you should aim low, goals that work best have a challenge in them.

Chose goals that are ambitious but still reachable, they will give you more motivation and sense of achievement.

Rewarding

A goal is rewarding when you have clear reasons why you want to reach that goal.

It is important that: the goal is really yours you have specific reasons for achieving the goal you have specific expectations that you will

gain from achieving the goal write down your reason and expectations and

or create a visual (image) board of the goal and rewards

Timely

Your goal should have a specific time limit.

Time is the price you pay for the reward from achieving a goal.

Setting the deadline will protect you from paying higher price than the goal is worth.

This is also your protection from procrastination and perfectionism.

Discover your personal goals

DREAMSHOPES

DESIRES

ASPIRATIONS

PASSIONS

WISHES

AMBITIONS

Starting to Set Personal Goals

Goals are set on a number of different levels:

First you create your "big picture" of what you want to do with your life, and decide what large-scale goals you want to achieve.

Separate what is important from what is irrelevant, or a distraction.

Starting to Set Personal Goals

Second, you break these down into the smaller and smaller targets that you must hit so that you reach your lifetime goals.

Finally, once you have your plan, you start working to achieve it.

We start this process with your Lifetime Goals, and work down to the things you can do today to start moving towards them.

Lifetime goals

The first step in setting personal goals is to consider what you want to achieve in your lifetime (or by a time at least, say, 10 years in the future).

Setting Lifetime Goals gives you the overall perspective that shapes all other aspects of your decision making.

To give a broad, balanced coverage of all important areas in your life, try to set goals in categories

Starting to Achieve Your Lifetime Goals

Once you have set your lifetime goals, set a plan of smaller goals that you should complete if you are to reach your lifetime plan. 5 year plan 1 year plan 6 month plan 1 month plan

Each of these should be based on the previous plan.

Starting to Achieve Your Lifetime Goals

Create a daily to-do list of things that you should do today to work towards your lifetime goals.

At an early stage these goals may be to read books and gather information on the achievement of your goals.

This will help you to improve the quality and realism of your goal setting.

Finally review your plans, and make sure that they fit the way in which you want to live your life.

Staying on Course

Once you have decided your first set of plans, keep the process going by reviewing and updating your to-do list on a daily basis.

Periodically review the longer term plans, and modify them to reflect your changing priorities and experience.

Achieving Goals

When you have achieved a goal, take the time to enjoy the satisfaction of having done so.

Absorb the implications of the goal achievement, and observe the progress you have made towards other goals.

If the goal was a significant one, reward yourself appropriately. All of this helps you build the self-confidence you deserve!

Achieving Goals

With the experience of having achieved this goal, review the rest of your goal plans: If you achieved the goal too easily, make

your next goals harder. If you learned something that would lead

you to change other goals, do so. If you noticed a deficit in your skills

despite achieving the goal, decide whether to set goals to fix this.

Achieving Goals

Failure to meet goals does not matter as much as what you learned from that failure.

Remember too that your goals will change as time goes on. Adjust them regularly to reflect growth in

your knowledge and experience, and if goals do not hold any attraction any longer, then let them go.


1.3 Measure and maintain personal performance in varying work conditions, work contexts and contingencies

What needs measuring

It is not enough to define performance based on the end result of finishing a task or achieving a goal (referred to as output).

Any individual or team can work and achieve an output within a set time period.

It is important to look at how this is done.

What needs measuring

Evaluation Criteria

Performance Requirements Standards Behaviour

Before we start the process of measuring personal performance, a clear understanding of the evaluation criteria for that performance must be identified.

Performance Requirements Made up of all tasks and responsibilities

that form the individual’s duties including special or extraordinary tasks “what you have to do”.

Achieving a task within a specific timeframe “how long you have to complete it and by what deadline”.

The task requirements “How that task should be completed”.

Standards

are all about how well things are done.

May include: quality standards, standards set out in

legislation (such as occupational health and safety), requirements and conditions set by the work team or organisation.

Behaviour

Includes the ways the organisation may want its employees to act.

While each organisation expects their employees to conduct themselves in a professional and ethical manner, behaviour is also about following the norms “the way things are done around here”.

Personal performance as a process

Throughput

Work activity ProcessesEfficiencyQualityTesting CommunicationFeedback

Throughput

Work activity ProcessesEfficiencyQualityTesting CommunicationFeedback

Output

Output

Finial product or service

Output

Finial product or service

Input

Skills / KnowledgeCompetenceMachinery EquipmentStationary workspace Time

Input

Skills / KnowledgeCompetenceMachinery EquipmentStationary workspace Time


When measuring the performance of an individual (including your own performance) or a work team, it helps to view performance as a process.

It is easy to see a completed task and assess that it meets the standards required and was finished by deadline, but that is only part of the picture.


It is not always possible to connect individual effort directly with measurable output. It is important to also look at the process, “how the individual achieved the task”. This is the area that helps individuals to become more efficient. It is helpful to think about performance requirements in terms of inputs, throughputs and outputs.

BSBWOR501B QUEENSLAND INTERNATIONAL BUSINESS ACADEMY.

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