hr pmp 301 coaching and developing employees

Coaching and

Developing Employees

HR PMP 301Denise L. White

October 2008

AgendaAgenda• Learn how to coach for performance • Review different coaching models• Learn how to handle negative

responses• Learn basics on developing

employees

HR-PMP 301 Coaching and Developing Employees04/07/23

Review of HR PMP 201Observation• provides opportunities to remind employees

of the goals and their importance,• provides positive feedback, and• helps spot obstacles and barriers to

performance.• Uses time, cost, positive results, and quality

as criteria for measuring performance.

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DILLARD UNIVERSITY’S VISION


The Performance Management Model


Coaching Models• F.R.A.M.E.• Acknowledge-Paraphrase-Clarify

Structure• Six Questions Model

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DEFINITION

HR-PMP 301 Coaching and Developing Employees

Adapted from the Successful Manager’s Handbook by Susan H. Gebelein, Carol J. Skube, Lisa A. Stevens. June, 2001; Personnel Decisions International

Coaching is a process of joint Coaching is a process of joint discovery and discussion. discovery and discussion.

Coaching Benefits

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HR PMP 301 Coaching and Developing Employees

Coaching involves• Listening• Analyzing performance• Questioning techniques• Establishing the right learning

environment• Providing directionSource: CLC. 2007


Elements of Successful Coaching


Source: Susan Alvey

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MODEL1:MODEL1: F.R.A.M.E. F.R.A.M.E.


Model 1• Focus on each interaction• React non judgmentally• Ask thought provoking questions• Monitor progress and learning• Encourage continued growth

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MODEL 2: ACKNOWLEDGE-PARAPHRASE-

CLARIFY STRUCTURE


Model 2: Questions

• Please give me an example to support this fact…

• Please tell me more about….• So, are you suggesting that…?• So, if I understand you

correctly…• Then you are thinking that…• What I hear you saying is…


MODEL 3: SIX QUESTIONS


Model 3• Imagine you are performing more

effectively; what are you actually doing differently? (Miracle)

• Are there situations when you were able to do this well? Tell me how you did it one of those times? (Exception)

• What was different about the way you personally were behaving when circumstances were better? (Scaling)


Model 3• What do you do to keep going?

(Coping)• When you do that, who else might

notice something different about you? (Relationship)

• What else can you say is working? (What else)


Handling Negative Responses• Anger

– Acknowledge employee’s reaction– Allow employees to vent feelings– Avoid getting defensive or

argumentative– Remain calm

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Handling Negative Responses

• Denial– Listen actively to understand

employee understands message– Repeat or restate comments if

necessary

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Handling Negative Responses

• Shock– Allow employee time to internalize

message– Suggest possible next steps– Use silence and open ended

questions to prompt employee response

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Qualities of a Good CoachQualities of a Good Coach

• Ability to prioritize• High expectations• Readiness to listen• Belief in people’s potential• Interest in people


Coaching for Problem Resolution

• Encourage staff to define the problem

• Encourage staff to identify options to solving the problem

• Remain sympathetic• Encourage staff to deal with the

problem robustly

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Knowledge Check1) As a manager /coach you are responsible for fostering skill

development, imparting knowledge and instilling values and behaviors. True or False?

2) The qualities of an effective coach includea) High expectationsb) Readiness to listenc) Training and monitoringd) Belief in an individual’s potentiale) A and B f) C and D


Developing Employees through Feedback


FeedbackFeedback is defined as the processof providing information to youremployees about their past behavior in order to influence theirfuture behavior.

HR PMP 301 Coaching and Developing Employees

Step 1• Identify the goal to be achieved

– Are you preparing your staff for the next job?

– Are you creating opportunity for growth within the current role?

– Are you identifying significant performance challenges?

• Identify your stake in the feedback cycle

Step 2• Develop a realistic plan

– Strengths– Weaknesses– Goals

• Short term• Long term career goals

• Identify resources• Identify target dates


Feedback Tips• Be clear about what you want to

say.• Emphasize the positive• Be specific.• Focus on behavior rather than

the person.• Refer to behavior that can be

changed.


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COACHING AND COACHING AND FEEDBACK PRACTICEFEEDBACK PRACTICE


Coaching Scenario #1

One of your staff is consistently coming in late, missing days and not following through on their responsibilities. You notice that they seem severely tired. They are often abrasive when talking to colleagues-immediate colleagues are expressing concern that they need to finish this persons work because it is often not complete. You are addressing this at your next one/one session.


Coaching Scenario #2

You have a staff member that has demonstratedpoor communication interactions with customers.They are constantly short and don’t follow through whena complaint is raised. You are concerned that they’re actions are also effectingmorale.

You have decided to talk to them about this.


Coaching TimingCoaching Timing

Doing it continuously saves time in the long run and increases the effectiveness of employees. Minimally twice a year, best every quarter.Don’t wait until performance review time.


Final Tips• Look for new combinations• Ask “what if?” or develop “what if”

scenarios.• Consider approaches you’ve never

thought about before. • Brainstorm with others. • Be a champion of the coaching model.


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Knowledge Check

• Elements of Successful Coaching include1)Technical information2)Regulations and procedures3)Support 4)None of the above

• Feedback is defined as using data from previous sources to influence future behavior. True or False?


Final Thought“Those who seek mentoring will rule the

great expanse under heaven.Those who boast that they are greater

than others will fall short.Those who are willing to learn from

others become greater.Those who are ego-involved will be

humbled and made small.” Shu Ching

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AcknowledgementAcknowledgementThe University of Michigan, Voices of the Staff Project Team on Performance Planning and Recognition.Harvard Business Essentials, “Coaching andMentoring.”


hr pmp 301 coaching and developing employees

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