導入

長年にわたり、世界中の組織が従業員のエンゲージメントについて追跡調査してきました。明確な期待とミッションとのつながりが、エンゲージメントと効率に多大な影響を与えることが分かっています。チームメンバーが、自身のパフォーマンス、成長と改善の余地、そして自分の業務が全体的な目標にどのように貢献しているかについて、定期的にフィードバックを受けることが不可欠です。このニーズを満たすため、「スタッフ育成サイクル」は私たちにとってかぎとなるプロセスです。 

「スタッフ育成サイクル」の資料は、チームリーダーが毎年、各チームメンバーと少なくとも3回の集中的な話し合いを行うための枠組みとツールを提供します。そしてチームのエンゲージメント、効率性、ミッション達成度の強化を後押しします。 

「スタッフ育成サイクル 」の概観はこちらから

詳細はこちらをご覧ください スタッフ育成サイクル (SDC) video:

**この優れたプロセスの原因と方法に関する詳細なリソースは、[ツール] タブで見つけることができます。

［再］フォーカス

The initial “Focus” conversation (or subsequent [Re]focus conversations in the following years) is the “launch-pad” for the year. It answers the headline question of “What are we going to do?” in terms of the priorities of the team member’s role and development plans.

As you prepare to have this conversation, it’s helpful to use whichever of these you have to establish priorities:

• Job Description(JD): 役割の目的、役割が存在する理由、そして役割に関係するすべての要素を検討します。
• 戦略計画: チームまたはミニストリーに戦略計画がある場合、チームの優先事項および計画は、各チームメンバーのポジション・フォーカスに大きな影響を与えます。
• 個人育成計画 (PDP) If the team member already has a Personal Development Plan, it’s important to review current priorities for development and what progress has been made.

The desired outcome of the [re]focus conversation is to establish an individual’s personal ministry and development plan for the year as a “Position Focus” (Position Focus forms for your team may be available for you online or you can download a form from the ‘Tools’ tab).

As you prepare for a Position Focus conversation, you will want to refer to the Position Focus form. The categories of the Position Focus, the inputs listed above, and the input of the team leader will be vital to establishing annual priorities.

Preparing for the Conversation

上記の情報が揃っているかどうかにかかわらず、［再］フォーカスの話し合いに備えて、同様の質問について考えておくことが望まれます。以下はいくつかの提案です。

1. What is the job or role?  Why does it exist?
2. この役割の主な責任は何ですか（職務記述書）？
3. 今年、不可欠な育成ステップは何ですか）？
4. チームのミニストリープランに基づき、今年達成すべき進展は何ですか。
5. 今後6〜12か月の間に達成すべき進展は何ですか。
6. 進捗をどのように測定しますか。具体的な測定指標であることを確認してください（詳細情報は…をご参照ください） SMART目標はこちら）)
7.  

Both team leader and team member should think about these ahead of time so you can discuss them in the meeting. 

The Conversation

Before the meeting, the team member should develop a first draft of the Position Focus. The team member fills out the first two sections.

The team leader and the team member then work through the initial draft together, discussing the priorities until you come to an agreement on the Position Focus. It may take more than one draft. Working together provides some rich coaching opportunities!  For further resources on asking good questions visit https://www.leadingwithquestions.com/.

重要なミッション目標

重要なミッション目標は、チームメンバーの職務記述書と戦略計画を組み合わせた内容から設定されます。これらのいずれも利用できない場合は、チームの優先事項とチームメンバーの役割に関する共通理解を基に設定されます。ポジション・フォーカスは、チームメンバーの役割のあらゆる側面を網羅することを目的とするものではなく、ミッションにとって重要な分野において具体的な目標を設定することで、年間で重点的に取り組む優先領域を明確にすることを目的としています。

多くの人は、設定することが…と感じています SMART目標はこちら） (specific, measurable, achievable, relevant and time-bound) the hardest part of this process, but it is essential to do this, as you will find when you are ready to review them!

個人育成計画 (PDP)

ポジション・フォーカスのこのセクションは、包括的な個人育成計画に取って代わることを目的としているわけではなく、ミッション目標と同様に、最も重要な育成分野を強調するものです。これらの育成分野を職務記述書とどの程度関連付けるかについては、人によってさまざまな考え方があります。その判断は、本人または所属組織全体によって決定することができます。

主要な育成課題 

Unlike the other Postion Focus sections where both the team leader and the team member bring input, the Key Developmental Assignments (KDAs) are where the team leader takes the initiative to ask the team member to undertake a specific assignment for the sake of ongoing development. 

任務は、「ストレッチ」や挑戦的な要素に加えて、フィードバックとコーチングが伴うことで育成の機会となります。これは、チームリーダーがミッションを達成しながら他のメンバーを育成するための絶好の機会です。主要な育成課題を作成する際に検討すべき質問をいくつか挙げます。

1. What is the team member’s potential for leadership? 
2. 今年、チームメンバーがリーダーとして成長するために役立つ経験は何ですか。
3. リーダーの4つの役割（方向設定者、変革推進者、コーチ、または代弁者）のうち、どれが強みですか。その強みの分野でさらに成長するために、どのような責任がこの人にとって良い挑戦となりますか。
4. この人にチームを率いる可能性がある場合、今年どのような業務・プロジェクト・またはチームを任せることができますか。
5. 戦略計画に関わるどのような業務が、この人の個人的能力および／またはリーダーシップ能力を高める機会となりますか。
6. Who will coach the person in the assignment?
7. 育成を目的とした任務において、すべての人が同じレベルの支援を必要とするわけではありません。初めて取り組む人は、より多くの指示や明確な期待を必要とする場合があります。経験と自信が高まるにつれて、コーチングはより支援的な役割となります。 
8. The team member should receive feedback on the developmental assignment throughout the year, especially during the mid-year and end-of-year Position Focus Review conversations. This is what anchors the experience in the mind and heart of the person as developmental.
9.  

You can find out more about developing KDAs for team members HERE.

修正

The Refine conversation is the “checkpoint” at the mid-year point. It answers the headline question of “How is it going?” and is an opportunity to reflect on a team member’s progress towards set goals and objectives and see what adjustments need to be made. Although we recommend this happens at the mid-point of the year, it can happen more frequently. You can refine the Position Focus occasionally but frequent completed items may indicate the Position Focus has become too tactical – more of a “to-do list” than a statement of priorities for the next 6-12 months.

調整の面談では、チームリーダーは主に「コーチ」としての役割を担います。調整の面談にはさまざまな利点があります。以下にそのいくつかを挙げます。 

• 率直なコミュニケーションを促進します。
• チームメンバーは、強みを認められ、成果を共に喜び、成長を評価され、ミニストリーへの貢献に感謝されることで、励ましと動機づけを得ます。
• ミニストリーの重要な目標の達成を促進します。
• また、チームメンバーとチームリーダーが問題を早期に把握する助けとなります。 （責任の未達成、動機・リソース・研修の不足、または本人の管理が及ばない外的要因など）
•  

ミーティングの前に

調整の面談の焦点は、年初に設定されたポジション・フォーカスに基づき、ミニストリーの優先事項および育成に関してどのような進展があったかを確認することです。 この面談は、成果を共に喜び、必要に応じて調整を行うための評価の機会を提供します。 （特に進捗状況を日頃から把握している場合には）会議のために多くの準備時間を割くことは必ずしも必要ではありませんが、共に集まる際にはポジション・フォーカスを見直し、洞察力、知恵、恵み、そして真実が与えられるよう祈ることが有益です。

チームメンバーは「 を完了する必要があります「ポジション・フォーカス・シート」の「調整」タブ 会議前。

The Conversation

The Refine conversation will take around 60 minutes, but if you have a relaxed conversation over a cup of coffee, perhaps it may take a little longer (it’s worth it!). Take time to pray and ask God to bless your time together.

Both the team leader and the team member should have access to the Position Focus Sheet – “Refine” tab.

The primary goal is to hear the team member’s perspective on how things are going. The team leader can ask questions to help unpack the details:

• What has gone well?
• What has not gone so well?
• What are you learning?
• Where are you stuck?
• What needs to change?
• What do you need more of?  Less of?
•  

話し合いの終わりまでに、チームリーダーとチームメンバーの双方が、ポジション・フォーカスに必要な変更について合意します。特に、次の点を検討してください。

• What needs to continue as a priority?
• 何を何らかの形で調整する必要がありますか。
• 何を置き換える必要がありますか。（すでに完了した、もはや関連性がない、または達成が困難であることが明らかなため）
•  

進展を覚えて主に祈り、感謝しましょう。 

**追加のリソース「調整とレビューの面談,」は、レビューと調整の面談を実施するための提案と面談の進め方を提供します。 

振り返り

The review conversation is the ‘grand finale’ to the year. It answers the headline question of “What has happened?” and lays the groundwork for “Where do we go from here?”. It is a chance to look back and reflect, to celebrate the things that have happened, the goals that have been achieved, and the areas of growth that God has been at work in.

There are many similarities between the core part of the review conversation and the refine conversation(s), in terms of the benefits and approaches, so do look at the refine conversation details again, if it’s been a while since you read through the details, and also the additional resource, “Refine and Review Conversation” (in the tools tab).

ミーティングの前に

The focus of the conversation is to evaluate and celebrate the things that have happened, so unlike the Refine conversation, you should take a good amount of time to think through what you believe about the team members performance and achievements this year, by working through their Position Focus form and the notes from the Refine conversation. Think through each of the elements of the Critical Mission Objectives and the Personal Development Plan priorities and make a mental note of how you would rate their performance on the Position Focus: Review form.

If the team member has a Job Description, you will probably also want to look through this to evaluate how the team member has done in light of their wider team and ministry responsibilities. We have attached some additional questions that you might want to use for “Role Review” in the Tools tab.

As with your previous preparation, continue to pray for insight, wisdom, grace, and truth as you meet with your team members.

It is helpful to have your team members download or share the “Position Focus: Review” form, and ask them to think through their own evaluation of the elements, but not complete the form as you will do that together.

Key Tools

• Position Focus form (completed at the beginning of the cycle and amended during the Refine conversation
• Position Focus Review form (blank, but with notes that you and the team member have made)
• Role Review Questions

The Review conversation is a longer conversation than the Refine one (around 90 minutes) as there are a couple of different elements that most people find helpful to cover. Both elements are more evaluative than the previous Refine conversation.

Hopefully, you will both have access to the Position Focus (amended since the Refine conversation) and any notes you made for the Review time. 

We have described the two elements of the conversation in this way:

Zoom-in

The zoom-in part of the conversation focuses on the elements of the Position Focus – How well have the priorities been achieved? Some people may find the rating system on the Review form uncomfortable: evaluating the team member’s performance as “satisfactory,” “outstanding,” or “needs improvement.” This is not essential (or another rating system may be appropriate), but it is essential for the team member to understand which areas they have done well in and which areas they need to continue to focus on. This will form the basis of the next conversation where you refocus and establish priorities for the coming year. Work through each of the areas of the Position Focus, (you might want to use some of the questions from the Refine discussion), evaluate the performance and then together start to work on the next steps as appropriate. Don’t feel you need to finalize all these. Sometimes further reflection is helpful before it is than finalized in the following Refocus conversation.

Zoom-out

The zoom-out part of the conversation puts the priorities of the Position Focus in the context of the team member’s wider role by looking at the individual’s Job Description (if available).  Whether it is formally written out as a Job Description (which we’d certainly recommend!), or whether you and your team member just know the other elements of their role, it’s important to work through the whole role, as well as the areas prioritized in the Position Focus. We have developed some questions that you may want to use to guide this part of the conversation. The Role review questions can be found in the tools tab.

Outcomes

By the end of the conversation, you and the team member should have agreed (or at least understand your points of differing perspective) the level of performance and to have started to make progress on what the next steps may be (to be finalized at the next [re]focus conversation).

There shouldn’t be any surprises for the team member, but it is the leader’s responsibility to complete the Position Focus: Review form.  

There will be a few things you’ll want to do with it:

• Keep a copy for yourself. You’ll want to continue your thinking and refer back to the form when you have the [re]focus conversation.
• Give a copy to your team members. It will encourage them in the things they have achieved and hopefully focus them and spur them on in the things God continues to call them to, as well as their own development.
• Provide a copy to HR. If your ministry or organization has an HR department, it’s helpful to send them a copy of the review form as well. It will help them keep a record of development. Particularly, if the Role Review has uncovered aspirations for future roles, notifying HR and the organization’s leadership will be essential as they plan for the future.

If you are using an online system, such as the Google forms provided, this process is obviously much simpler as they can simply be shared.

We have said that celebration is a key part of this stage. How you go about doing this will vary greatly according to culture, but think through what would be appropriate, either individually or as part of a team get-together.

Continuing the Cycle

The richness of this cycle will really only emerge as you continue to go deeper. You may have found by this stage that the whole process would be even more effective when used together with some other tools and processes. The common ones are:

• Strategic plan. There may have been some frustrations over expectations in the staff development cycle. This can sometimes be because the team was not clear on the strategic priorities of the ministry or team. This might be an area to re-visit.
• Job description. When people do have job descriptions, they are often unused and therefore not reflective of the particular role. The process of developing or refining a job description can often seem an administrative burden, but can often solve a multitude of misunderstandings, conflicts, and frustrations before they start.
• Personal Development Plan & Input. Although the Position Focus identifies a couple of areas for development, many people find gaining others’ input on their development, (using a tool such as a 360-degree feedback questionnaire) and then articulating more fully the plan for development (in a Personal Development Plan) really helpful. These two tools are available in the Forms section. We have suggested that sometime in the middle of the year (around the time of the Refine conversation) might be a good time to do this as well. 

さらに学ぶための資料

Helpful “Why we do this” articles

Key Development Assignments

Definition of Terms

Refine and Review Conversations

Team Leader Overview 

Team Member Overview

How to Give and Receive Feedback – 30 Days of Feedback

Using the Forms

Here are forms and resources to record the three conversations of the Staff Development Cycle, some great sample questions, and a PDP. The resources can be downloaded and adapted to fit your organizational culture. There are also some example forms below.

Position Focus

Position Focus Refine

Position Focus Review

Role Review Questions

個人育成計画 (PDP)

Example Forms

Position Focus example

Refine form example

Review form example

Personal Development Plan example