chapter 10
DESCRIPTION
HRDTRANSCRIPT
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COACHING AND PERFORMANCE MANAGEMENT
Chapter 10
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Learning objectives2
Define coaching and performance management, and explain the need for such activities in organizations.
Explain how to analyze employee performance to set the stage for coaching discussion.
Describe the steps involved in coaching to improve poor performance.
Identify the skills necessary for effective coaching.
Describe the evidence supporting the effectiveness of coaching.
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The Need for Coaching
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Too many managers use a negative approach to managing behavior
Alternative: conflict avoidance – and overload the good workers
Sometimes the only time the supervisor talks to a worker is when there is a problem
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Coaching – A Positive Approach
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An active and positive management approach
Employees should know: What to do How to do it Problem solving
Participative Management Workers have a voice in their work
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Coaching and Performance Management
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Performance appraisal The first step
Performance management Employee goal setting Coaching Rewards Individual development
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Definitions of Coaching
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No single accepted definition A mutual discussion leading to
improved performance and positive relationships
A process to encourage employees to: Accept responsibility for their actions Achieve and sustain superior performance Work as partners in achieving
organizational goals and effectiveness
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Supervisor’s Role in Coaching
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A supervisor: Should be motivated to see the work
group succeed Can use all information on hand Has opportunity to coach and counsel Has authority to carry out coaching Is responsible for unit’s effectiveness
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HRD Professional’s Coaching Role
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Provides training for coaches Provides training to correct
performance problems Provides organizational development
support Coaching is an HRD intervention
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Coaching to Improve Poor Performance
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Defining poor performance Responding to poor performance Conducting a coaching analysis Using the coaching discussion
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Defining Poor Performance
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Definition: “Specific, agreed upon deviations from expected behavior.”
Performance must be evaluated against some standard or expected level of performance
Standards and expected levels of performance must be known by the supervisor and the worker
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Deviant Workplace Behavior
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Production deviance Working slowly, leaving early
Property deviance Sabotage, lying about hours worked
Political deviance Showing favoritism, gossiping
Personal aggression Harassment, abuse, stealing, etc.
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Coaching Analysis
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The process of analyzing the factors that contribute to unsatisfactory performance
Deciding on the appropriate response to improve performance
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Steps to Follow in Conducting a Coaching Analysis
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Identify the unsatisfactory performance
Decide if it’s worth YOUR time and effort
Find out if the worker knows that their work is not satisfactory
Does the worker know what is to be done?
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Steps to Follow in Conducting a Coaching Analysis – 2
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Are there obstacles beyond the worker’s control?
Does worker know HOW to do the job?
Does a negative consequence follow effective performance?
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Steps to Follow in Conducting a Coaching Analysis – 3
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Does a positive consequence follow nonperformance?
Can the worker do the job if he/she wants to?
Can the job or task be modified? What if the problem persists?
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The Coaching Discussion
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Kinlaw’s Approach: Confronting or presenting Using reactions to develop information Resolving or resolution
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The Coaching Discussion – 2
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The Fournies Approach: Get agreement with worker that a
problem exists Mutually discuss alternative solutions to
the problem Mutually agree on actions to be taken Follow-up to measure results Recognize achievement when it
happens
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Critical Points for Both
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You need specific objectives or goals Goals must be mutually understood
and agreed upon
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What if Coaching Fails?
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Transfer the employee to work that the employee can do
Terminate for substandard performance
Have adequate documentation of coaching efforts to support termination!
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Maintaining Effective Performance and Encouraging Superior Performance
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Must reward good performance Use:
Goal Setting Job redesign Worker participation Job ownership
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Skills Needed for Effective Coaching
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Communication skills Interpersonal skills
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Communication Skills
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Writing Speaking Active listening
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Writing Skills
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Acceptable grammar and spelling Clear and concise style Example: Facts, Discussion,
Recommendation (FDR)
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Speaking Skills
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Specific and descriptive Focused on the issue at hand Polite and respectful Focused on the problem, not the
person Objective, not based on feelings
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Active Listening
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More than, “I hear you” Must listen for what the other person
is trying to say Specific techniques are needed It is NOT easy!
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Interpersonal Skills
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Show respect for the individual Focus on the present and future
Not on the past! Be objective Plan ahead
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Interpersonal Skills – 2
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Affirm the efforts of others Be consistent Build trust Demonstrate commitment to and
respect for others Integrity, Integrity, Integrity!!!
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Effectiveness of Coaching
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Hard to measure objectively Can be measured in many ways Some coaches ARE better than
others Others need to keep working to
improve their coaching skills; good coaching skills can be learned
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Performance Appraisal Interview
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Major source of employee feedback Gives employee the chance for feedback
and participation in the process Allows the coach to affirm his/her support Provides opportunity for constructive
criticism – both ways Focus on the problem, not the “personality”
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Performance Appraisal Interview – 2
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Time to mutually set next period’s goals and objectives
Provides mutually understood basis for improvement
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Training the Supervisor/Appraiser
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Effective training: Helps the appraiser to be credible Promotes acceptance of appraisal Helps provide accurate feedback Assists the supervisor in demonstrating
support for the employee
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Organizational Support
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Organization needs to support their coaching and performance management efforts
Takes time, training, and money Needs to be part of the corporate
culture Needs to be linked to compensation,
rewards, and promotion systems
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Coaching in a Nutshell
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Worker participates in discussions Worker helps set goals for
improvement Feedback is specific and behavioral Coaches are supportive and helpful Supervisor needs to know the
worker’s job Coaches need support and training
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Summary
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Managers must ensure effective employee performance
Positive coaching provides a great opportunity for individual improvement
Allows worker to: accept responsibility achieve superior performance work towards organizational goals
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Summary – 2
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Good coaches needs: Effective communication skills Effective interpersonal skills Integrity Effective performance appraisal skills
Is it any wonder that good coaches can be hard to find?