D1.HGE.CL7.08 D1.HGA.CL6.05 Slide 1. Subject Elements This unit comprises three Elements: Plan and...

PLAN, MANAGE AND CONDUCT MEETINGS

D1.HGE.CL7.08D1.HGA.CL6.05

Slide 1

Subject Elements

This unit comprises three Elements:

Plan and prepare for meetings

Conduct meetings

Debrief and follow up meetings.

Slide 2

Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor.

Slide 3

Element 1:


Slide 4


Performance Criteria for this Element are:

Identify the need for meetings and who should attend

Decide on the style of the meeting and level of formality required according to meeting purpose, occasion, nature of participants and enterprise procedures

Make arrangements for the meeting in accordance with organisational requirements and within designated timelines.

Slide 5

Identify customer/guest requirements


Develop an agenda in accordance with the purpose of the meeting

Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes.

Slide 6

Meetings

The term meeting refers to ‘a bringing together’.

In business terms this generally means bringing together different people with the common goal of reaching some type of objective or outcome

Most businesses will have meetings, using a range of meeting types and styles

Regardless of the meeting, it is important that every meeting has a purpose and provides value.

Slide 7

Characteristics of meetings

In essence meetings are planned events, with some form of structure and purpose are designed to:

Get people together

Get alignment towards a specific range of topics

Provide information

Brainstorm ideas

(Continued)

Slide 8

Characteristics of meetings

Exchange ideas and thoughts

Understand the topics discussed

Reach confirmation and agreement

Assign accountability and actions

Decide on further action or strategy.

Slide 9

Identify need for meetings

Every meeting must have a purpose

There must be a reason to get people together

The purpose of a meeting must be clear for all participants.

What are common needs of a meeting?

Slide 10

Identify need for meetings

Meetings aim to:

Inform people and share information about new issues or developments

Access new information and exchange information between participants at the meeting

Make decisions by using those present to brainstorm ideas and offer solutions

Review and monitor existing programs or project manage new ones.

Slide 11

Intention of meetings

The intention of meetings will normally be dictated by the outcome to be reached including:

Problem-Solving Meetings

Decision-Making Meetings

Planning Meetings

Feedback or Follows-Up Meetings

Combination Meetings.

Slide 12

Key roles in meetings

In order to achieve those outcomes in an orderly and fair manner, certain positions or roles are assigned to certain participants.

Key roles are generally:

Chairperson

Secretary

Treasurer.

Slide 13


Chairperson

It is the chairperson’s responsibility to ensure the meeting’s purpose is achieved

There are two ways the Chairperson can attain their position, they can either be elected or they can be appointed

The position is also chosen based on experience, responsibility or seniority.

Slide 14


Chairperson

Some of their key responsibilities include:

They liaise with the secretary regarding the next agenda and contribute to its final copy

They ensure that the minimum number of people are present so that the meeting can take place

They open the meeting by welcoming participants

They make sure someone is taking the minutes.

Slide 15

Key roles in meetingsChairperson

Attempt to move the meeting along at a timely and orderly pace by:

Ensuring speakers direct questions to them

One person speaks at a time

Speakers only speak once on a motion

Speakers remain focused on the topic of discussion

Make certain that motions are properly moved and seconded

and that is recorded by the minute taker

Remain objective when someone is stepping out of the

guidelines or not addressing the issue in question

Set the date, place and time for the next meeting. Slide 16


Secretary

The secretary’s position is integral to the efficient functioning of a meeting.

Their duties are numerous and their tasks can be broken down into:

Before the meeting

During the meeting

After the meeting.

Slide 17


Secretary

Before the meeting taking place, they will be responsible for:

Drawing up the agenda and sending out notices of meetings

Preparing items and organising correspondence

Ensuring there is enough seating.

Slide 18


Secretary

During the meeting, they will be responsible for:

Taking a record of who is present, absent and reading out apologies for those absent

Read out the minutes from the previous meetings and any correspondence as a result of previous minutes

Take notes and minutes

Action incoming and outgoing correspondence.

Slide 19


Secretary

After the meeting, they will be responsible for:

Writing up the minutes from the previous meeting notes

Following up on any correspondence

Completing any tasks given from the meeting

Preparing for the next meeting.

Slide 20


Treasurer

A treasurer is in charge of ensuring the finances of the organisation are kept in order.

They must:

Ensure bills are paid

Confirm income is deposited into the bank

Report to the meeting on issues of finance

Provide participants with an financial position.

Slide 21

Participants in meetings

When deciding on the people who are to be invited to a meeting there are a number of questions that must be answered.

Is this person required to play an active role in the meeting – speak, share information or make a presentation?

Are the meeting topics relevant to the person?

Does the person need to be actually at the meeting to receive the information or can it be delivered to them in another format?

Slide 22

Types of meeting

There are many types of meetings, each designed to meet the requirements of the:

Persons attending the meeting

Availability of participants

Location of the meeting

Time frame and budget

Information being presented

Formality of the meeting.

Slide 23

Types of meeting

There are many types of meetings, normally dependent on who the participants are.

Some different types of meetings include:

Quick business meetings

“Stand-up” meetings

Business meetings.

Slide 24

Types of meeting


Staff meetings

Management Team meetings

Interdepartmental meetings

Coordinating meetings

Board meetings.

Slide 25

Types of meeting


Team building meetings

Project Team meetings

Creative product development meetings

Community meetings

Conferences and Retreats.

Slide 26

Styles of meeting

The style of a meeting normally refers to the location or layout of a meeting.

It is aimed around the level of interaction and passing of information within the meeting.

Meeting styles will normally include:

Round table

Lecture

Seminar

Conference.

Slide 27

Styles of meeting

Meeting styles will normally include:

Congress

Exhibition or trade show

Workshop

Training course

Promotional event

Telephone conference call

Video conference.

Slide 28

Frequency of meeting

Since a meeting can be held once or often, the meeting organizer has to determine the repetition and frequency of occurrence of the meeting.

Frequency of meetings, normally comprise of:

A one-time meeting

A recurring meeting

A series meeting.

Slide 29

Formality of meeting

Formality of meetings will normally dictate:

Attire to be worn at the meeting

The structure of the meeting

Style of presentations and information to be given

Conduct

Budget and planning

Catering.

Slide 30

Organisational requirements of meetings

Each business will have their own policies and procedures in relation to:

When meetings are scheduled

Who is required to attend

The style and format

The required action of participants

Confidentiality of information.

Slide 31

Arrange meetings

Once the type, style and formality of meeting has been identified, the arrangements must be made to ensure the meeting is conducted in a professional and effective manner

The aim of arranging meetings is to enable all participants within the meeting to be able to undertake their role in a manner that is streamlined, with all necessary tools at their immediate disposal.

What do you need to arrange for a meeting?

Slide 32

Arrange meetings

Activities to be performed when arranging meetings

Identify meeting leader or organiser

Identify date, time and location

Book meeting facility

Identify budget.

Slide 33

Arrange meetings

Agenda and meeting information

Accommodation options

Transportation arrangements or options

Background information on city or country

Weather information

Direction to the venue

Slide 34

Event schedule

Names of participants

Background information on the company or topics for discussion

Dietary requirements.

Prepare information & agenda

Arrange meetings

Notify people

Organisers

Catering staff

Participants

Suppliers

Meeting room co-coordinator

Media.

Slide 35

Arrange meetings

Arrange venue layout

Tables and Chairs

Surrounding furniture

Stage

Signage

Aesthetics.

Slide 36

Arrange meetings

Arrange Equipment

Computers

Printers

Scanners

Photocopiers

Telephones

Teleconference equipment

Video conference equipment.

Slide 37

Arrange meetings

Arrange Equipment

Data Projector and screen

Audi Speakers

Internet connection or ‘wifi’

Microphone (cordless or fixed)

Microphone stand and speakers

Whiteboards and electronic whiteboards.

Slide 38

Arrange meetings

Arrange Equipment

Flip charts, large paper sheets and pens

Lectern including light

DVD Player and TV screen

Lighting

Camera and video player.

Slide 39

Arrange meetings

Arrange stationery

‘Stationery kit’ which comprises a ruler, pencils, pens, scissors, highlighters, glue, pins, ‘blue tak’ calculator, laser pointer, whiteboard markets, eraser, stapler, staple remover and hole punch

Pens and pads

Name badges

Place settings

Water glass

Mints.

Slide 40

Arrange meetings

Arrange catering Catering staff Glassware, crockery and cutlery Service area Service equipment Clothes and trays Food Timing of meals Special requests of dietary requirements Menus Cash lists, registers and cash float if

items are to be sold.

Slide 41

Arrange meetings

Specialised meeting staff

Welcoming staff

Meeting organisers

MC – Master of ceremonies

Language translator

Photographer

Audio and visual expect

Computer technician

Catering staff.

Slide 42

Develop agenda

An agenda is simply a list of things to be discussed at a meeting

Most agendas take the shape of a one-page document and are given out to the expected participants, prior to the meeting

In informal meetings, quite often the agenda is handed out prior to the commencement of the meeting.

Slide 43

Types of agendas

Informal agenda

An informal agenda may include the following:

Title stating name of meeting

Date of meeting

Time of meeting

Place of meeting

Objectives of the meeting

A list of participants, their title and position

A list of topics for discussion.

Slide 44

Types of agendas

Formal agenda

The opening stage

Apologies received – for those who are absent

A section confirming the acceptance of previous meetings

Most have a section known as ‘Business Arising’ from previous meeting

Correspondence

General business

Date for next meeting

Closing time of meeting.

Slide 45

Preparing of agendas

Contact the Chairperson of the meeting

Identify topics for discussion at the next meeting

Note the topics on the agenda

Confirm all agenda topics and sequence order

Confirm participants to be invited

Obtain participant contact details, addresses and or email numbers so that the agenda can be distributed prior to the meeting.

Slide 46

Preparing meeting papers

The success of a meeting comes down to planning.

As actual meeting times are quite restricted, all participants must be aware of, in advance:

The purpose of the meeting

Any background information

Topics for discussion

Their role in the meeting.

Slide 47


Preparing and distributing meeting papers

In order to prepare participants you may be required to:

Prepare agenda

Prepare presentations

Prepare background notes

Give to staff, suppliers and other interested parties

Give to participants.

Slide 48


Confidentiality of information

In many cases, any information that is to be given to participants, is confidential and not for distribution or viewing to anyone.

This may include:

Strategic plans

Financial information

Information about customers

Staff movements

Salary information

Operational matters

Marketing and promotional materials. Slide 49

Element 2:

Conduct meetings

Slide 50

Conduct meetings


Chair meetings in accordance with enterprise procedures and meeting protocols

Encourage open and constructive communication

Reach agreement with meeting participants on meeting goals and conduct

Present information and ideas clearly and concisely.

Slide 51

Conduct meetings


Give all participants the opportunity to contribute

Manage meetings to maintain focus on agreed goals

Conduct meetings within agreed times, or adjust times with the agreement of participants

Record the minutes of meetings accurately, where appropriate.

Slide 52

Chair meetings

Whilst meetings are extremely valuable and effective avenues in which to share information, make decisions and agree on strategies that will shape the future direction of a business

It is vital that they are well managed

Most meetings will have a person running it

This is normally the person who called the meeting in the first place

This person will assume the role of the ‘chairperson’ regardless of whether they give themselves the title or not.

Slide 53

Chair meetings

The role of the Chairperson

In essence it is their role to ensure:

The meeting stays on track

The agreed topics are discussed and auctioned

All participants have an equal opportunity to contribute.

Slide 54

Chair meetings

By adopting the following concepts, the chairperson can help to conduct a meeting in an effective manner:

Be prepared

Use and follow the agenda

Keep track of time

Include people

Get feedback.

Slide 55

Chair meetings

Meeting flow chart

There is a common meeting flow chart that is used to ensure all aspects of a meeting are covered including:

Open the meeting

Apologies

Minutes of the previous meeting

Business arising from the minutes.

Slide 56

Chair meetings

Meeting flow chart

Correspondence

Reports

General business

Any other business

Closing meeting.

Slide 57

Opening meetings

Always start on time and state that sticking to the agenda and its timeline is important

Welcome attendees and thank them for their time

Make introductions

Clarify your role in the meeting

Review the agenda

Allocate someone to take minutes

Start the meeting in a positive and enthusiastic manner.

Slide 58

Maintaining control

The three most common reason meetings get out of control are:

Disagreements and differences of opinion when making decisions

Talking about topics that are not relevant

Spending too much time on a particular agenda item, at the expense of other items.

Slide 59

Open and constructive communication

Meetings are only as good as the ideas that the participants bring forward

Great ideas can come from anyone in an organization, not just its managers

It is no point having people attend meetings if there are not able to express their views, opinions or suggestions

As the chairperson, it is your role to ensure everyone is given a fair opportunity to participate in meetings.

Slide 60


Confidentiality

Many people generally have reservations about being honest and open if they know what they say is relayed to others after the meeting

Critical comments, may be an important aspect of a meeting topic and the basis for ways to improve performance

They are vital to a meeting and should be encouraged

Establish a ground rule in relation to confidentiality.

Slide 61


Meetings are the most common place to address problems that exist in the workplace

In order to find a suitable solution, it is important to understand the causes and why things were said, or done in a certain way

Focus on problem, not to lay blame

Concentrate on facts not emotions

Focus on finding a solution.

Slide 62

Meeting conduct

One of the initial important tasks of a chairperson is to ensure that all meeting participants understand, accept and respect the goals of the meeting and conduct that is to be expected.

How can you do this?

Slide 63

Meeting conduct

Establish ground rules

Four simple ground rules are:

Allow people to participate

Focus on the topic

Maintain momentum

Try to reach closure.

Slide 64

Meeting conduct

Communicating ground rules

In order for people to remember the ground rules the chairperson may decide to:

List your primary ground rules on the agenda

Review them periodically or when new participants come to meetings

Keep the ground rules posted on documents.

Slide 65

Meeting conduct

Appropriate behavior

The type of behaviour that should be encouraged includes:

Listening effectively and actively to others

Being open to other’s suggestions

Ensuring that everybody is clear about what is being said and expected

Mediating to ensure that amicable solutions are reached

Negotiating issues so that all participants feel a consensus has been reached.

Slide 66

Meeting conduct

Inappropriate behavior

The type of behaviour that should be discouraged includes people who:

Interrupt

Domineer proceedings

Manipulate a group.

Slide 67

Present information and ideas clearly

As the meeting commences, each agenda item will be introduced, discussed and actioned.

Each agenda item must be discussed:

In a clear and concise manner

With an agreed outcome

In the allocated time.

Slide 68


What is a motion?

A motion is normally a one-sentence statement that specifies the issue to be discussed

After the issue is discussed participants are asked to vote on it

These two processes together make a motion.

Slide 69


Different types of motions

There are two main types of motions:

Independent

An independent motion will deal specifically with the business raised at the meeting

Procedural

These motions generally relate to procedures as opposed to a direct agenda item.

Slide 70


Points of order

A point of order can be called when it is thought that the person speaking is:

Not adhering to the topic

Speaking out of turn

Taking too long to address the point.

Anyone can call a point of order – even while the person is speaking.

Slide 71


Amendments

An amendment is simply an adjustment to a motion, it needs to be moved and seconded because it is a small change

The purpose of amendments is to clarify or improve the motion.

Slide 72


Order of debate

After the motion has been accepted, those people responsible for moving and seconding the motion are given the first right of reply in that order

They can choose to speak or they can decline or they can ‘reserve’ their right to speak

Then the Chairperson opens up the floor for debate by asking if anyone else would like to contribute to the discussion

If other participants decide to speak then once they have finished the Chairperson again offers the floor to the mover by offering them the right to reply.

Slide 73


Reaching a solution

Where possible, as the Chairperson, you should try to ensure that:

All relevant information has been discussed

Everyone has had the opportunity to contribute their information, ideas and recommendations

A solution can be reached.

Slide 74

Equal opportunity to contribute

The reason people have been invited to attend a meeting is because they have something important to contribute.

This contribution could come in the form of:

Making a presentation

Providing expert advice

Providing feedback or suggestion

Providing criticism

Providing acceptance and approval.

Slide 75

Equal opportunity to contribute

Fair and equitable opportunity to contribute

Refer to the ground rules, which should include guidelines on listening and allowing others to speak

Allocate times for each person to contribute

Provide small group opportunities that afford more people the chance to speak

If a person is constantly interrupting, whether on purpose or unintentionally, handle the situation in private.

Slide 76

Maintain focus in meetings

In essence a meeting is a ‘controlled conversation with a purpose’.

Many meetings can go off-course due to:

Topics taking longer to discuss

Differences of opinion being discussed and debated for longer than expected

New topics introduced.

Slide 77


Common deviations away from meeting focus

Social conversations:

Topics that are of a social nature or not relevant to the meeting should be stopped in an appropriate manner

Quite often they can be discussed before a meeting commences or after a meeting concludes.

Slide 78



Reaching a decision:

A common decision making strategy could include:

Define the problem or situation

Define criteria to submit information or input

Generate alternatives

Evaluate alternatives

Vote or seek agreement on a course of action

Construct a strategy or implementation plan

Allocate or assign tasks to relevant participants.

Slide 79



Presentations taking too long

It is not uncommon that a person making a presentation takes a lot longer than anticipated.

Solutions include:

A formal or friendly reminder

Use of ‘time remaining’ cards

Clock or timer depicting end of scheduled time.

Slide 80



Differences of opinion

You may wish to:

Identify a time frame for discussion before a decision is made or voted on

Allocate a specific time period for each person to contribute

Direct the conversation, by dictating questions to specific people to either deviate discussions away from domineering participants or to involve passive people.

Slide 81



New topics introduced

The options to take include:

Allow discussion of the new topic

Table it for discussion at the end of the meeting in ‘other business’ if time allows

Table it for discussion in a new meeting.

Slide 82

Conduct meetings within timelines

It is important that the original meeting topics, as identified in the agenda, be introduced, discussed and acted upon within the predetermined time frame

One of the most difficult tasks a Chairperson has is time management.

Slide 83

Conduct meetings within timelines

Time management techniques

Only include items that are required in meetings

Allocate tasks to be completed before meetings

Start on time and end on time

Allocate and notify times

Ask participants to help with time management

Allow time to decide

Allocate to new meeting.

Slide 84

Closing meetings

When closing a meeting: Thank the participants for their time and valuable

contributions

Summarise the meeting topics

Review actions and assignments

Clarify that meeting minutes or actions will be reported. Explain the process

Set the time for the next meeting and ask each person if they can make it or not

Try to end on a positive note

Always end meetings on time.

Slide 85

Record minutes of meetings

One of the key requirements of any meeting is to record minutes

Minutes are a written record of what was discussed, agreed and actioned

They provide participants with a tangible record of events resulting from the meeting.

In essence minutes can be likened to a photocopy of the meeting.

Slide 86


Informal minutes

A very informal meeting may only include the following:

Outcomes or conclusions reached

A list of intended actions

The name of person responsible for that action

A brief dot point of items thatremains unresolved.

Slide 87


Formal minutes

In contrast to these, informal minutes, detailed minutes should include the following:

Date, time and location of the meeting

Objectives of the meeting

List of participants

Items discussed, comments, person’s name and what they said.

Slide 88


Formal minutes

Names and types of votes

Outcome of votes

List of assigned tasks will appear

Expected results and a timeline

List items that were not discussed and reasoning.

Slide 89


Verify minutes

Minutes of the meeting are often taken by a different person, than the Chairperson

Check for accuracy

Check against personal notes taken

Discuss differences with note taker

To ensure accuracy, confirm minute meetings with another participant at the meeting.

Slide 90

Element 3:

Debrief and follow up meetings

Slide 91

Debrief and follow up after meetings


Process and distribute documentation from meetings

Inform colleagues regarding the outcomes of meetings

Incorporate work resulting from meetings into the current work schedule with tasks and actions prioritized, as appropriate.

Slide 92

Process and distribute documentation

Once the meeting has finished it is important to ensure the momentum gained during the meeting doesn’t diminish once the meeting is over

It is important to keep the momentum strong, especially in the immediate aftermath of the meeting

The discussions and agreed solutions are still fresh in everyone’s mind.

Slide 93


Process documents

Documents that need to be prepared include:

Minutes of the meeting

Copies of presentations

Copies of background information

Course of action and responsibilities

New information to help participants achieve allocated actions

Agenda for next meeting.

Slide 94


Distributing documentation

The most common methods to distribute documentation include:

Delivered personally

Email

Internal mail

Courier.

Slide 95


Acknowledge receipt of documentation

Regardless of the method chosen to send documents, it is important that the sender follows up to ensure:

The documents have been received by the correct person

The person understands what is required of them.

Slide 96

Inform colleagues of meeting outcomes

Meetings normally incorporate key decision makers, including managers and supervisors, of:

A department

An outlet of a department

An area of responsibility not contained within its own department

An activity.

Not everyone is invited to a meeting.

Slide 97


Meetings normally just include just key decision makers as it would be impractical or poor time management to have all staff at every meeting

Therefore any information or actions that are discussed or agreed within meetings, that impact the operations and the way staff conduct their activities, must be communicated in a timely manner.

Slide 98


Types of information

There are endless types of information that must be communicated to staff, through managers and supervisors, including:

Upcoming events

Customer information

New policies and procedures

New products and services

Customer comments

Staff movements

Operational issues.

Slide 99


Types of action

Whilst most communication required to be known by other managers, supervisors and staff is information, at times there are direct actions that need to be taken, either:

Directly by management or supervisors

Through staff in consultation and direction by management and supervisors.

Slide 100


Types of action

Some types of action that must be communicated for implementation include:

Conduct research

Prepare a presentation

Prepare a strategy or action plan

Implement action

Act on information.

Slide 101

Incorporate into work

Implement information and actions

When implementing information or actions it is essential that the person who will be doing the implementing have the necessary resources to do so successfully, including:

Responsibility

Notification to others of that person’s duties or level of responsibility and authority.

Slide 102


Implement information and actions

Accurate instruction

Adequate training

Necessary resources

Sufficient time

Constant feedback and communication.

Slide 103


Monitor information and actions

When any information or action requires incorporation in the workplace, it is essential that management constantly monitor to ensure that it takes place:

In its intended method

To achieve the intended outcomes

Bring about a positive and beneficial impact on operations.

Slide 104


Obtaining feedback from staff

It is even more important to get feedback from those actually implementing the changes to:

See how improvements can be made

Monitor success

Provide support and commitment.

Slide 105


Report information and actions

More often than not, managers are required to report back any progress or feedback relating to any new actions or information incorporated into the workplace

By undertaking constant monitoring and collecting valuable feedback from staff, the information to be prepared and presented in the next meeting will be very valuable.

Slide 106

Conclusion

In this subject we have explored all the steps involved in:

Preparing for a meeting

Conducting a meeting

Communicating meting information

Implementing activities resulting from meetings.

Meetings are a very important aspect of allbusinesses and when used correctly, is thegreatest avenue to share information and to develop plans for business success.

Slide 107

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