HRM544

PERFORMANCE MANAGEMENT
CHAPTER 9
PERFORMANCE MANAGEMENT
SKILLS

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 Overview

1. Coaching
2. Coaching Styles
3. Coaching Process
4. Performance Review Meetings

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 Coaching

 Helping relationship

 Manager
 Interacts with employee and
 Takes active role and interest in performance

 Collaborative ongoing process

 Directing employee behavior
 Motivating employee behavior
 Rewarding employee behavior
 Concern with long-term performance

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 Guiding Principles for Successful Coaching

1. A good coaching relationship is essential:

 Trusting and collaborative
 Willing to listen in order to understand
 Looking for positive aspects of the employee
 Understanding that coaching is done with the
employee, not to the employee

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 Guiding Principles for Successful Coaching

2. The Employee is the Source and Director of

change
3. The Employee is whole and unique
4. The Coach is the Facilitator of the Employee’s
growth

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 Major Coaching Functions:

1. Give advice
2. Provide guidance
3. Provide support
4. Give confidence
5. Promote greater competence

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 Key Coaching Behaviors

1. Establish developmental objectives

2. Communicate effectively
3. Motivate employees
4. Document performance
5. Give feedback
6. Diagnose performance problems
7. Develop employees

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 The Good Coach Questionnaire

 Do you listen to your employees?

 Do you understand the individual needs of your employees?
 Do you encourage employees to express their feelings openly?
 Do you provide your employees with tangible and intangible support
for development?
 Do your employees know your expectations about their
performance?
 Do you encourage open and honest discussions and problem solving?
 Do you help your employees create action plans that will solve
problems and create changes when needed?
 Do you help your employees explore potential areas of growth and
development?

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 Coaching Styles

More assertive Less assertive

Task & Fact

Driver Analyzer
oriented

People oriented Persuader Amiable

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 Adaptive coaches use all styles according to employee needs

 Sometimes providing direction

 Sometimes persuading
 Sometimes showing empathy
 Sometimes paying close attention to rules and established
procedures

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 Set
Developmental
Coaching Goals
Process
Identify
Developmental
Resources &
Strategies

Implement
Strategies

Observe and Document

Developmental
Behavior

Give Feedback
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 Coaching Process:
Steps covered in Chapter 8

1. Set Developmental Goals

2. Identify Resources and Strategies Needed to
Implement Developmental Goals
3. Implement Developmental Goals

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 Coaching Process:
Overview of remaining steps

4. Observe and Document Developmental Behavior

and Outcomes
5. Give Feedback
 Praise
 Negative Feedback

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 4. Observe and Document Developmental Behavior and
Outcomes

Constraints:
 Time
 Situation
 Activity

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 Organizational Activities to improve documentation of
performance

 Good communication plan to get manager buy-in

 Training programs
 Rater error training
 Frame-of-reference training
 Behavioral observation training
 Self-leadership training

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 Reasons to document performance

 Minimize cognitive load

 Create trust
 Plan for the future
 Provide legal protection

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 Recommendations for Documentation

 Be specific
 Use adjectives and adverbs sparingly
 Balance positives with negatives
 Focus on job-related information
 Be comprehensive
 Standardize procedures
 Describe observable behavior

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 5. Giving Feedback

 Main purposes:
1. Help build confidence
2. Develop competence
3. Enhance involvement
4. Improve future performance

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 Potential costs of failing to provide feedback

 Employees are deprived of chance to improve their own

performance
 Chronic poor performance
 Employees have inaccurate perceptions of how their
performance is regarded by others

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 Suggestions to enhance feedback

1. Be timely
2. Be frequent
3. Be specific
4. Be verifiable
5. Be consistent (over time and across employees)
6. Be given privately
7. Provide context and consequences)

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 Suggestions to enhance feedback

8. Provide description first, evaluation second

9. Cover the continuum of performance
10. Identify patterns
11. Demonstrate confidence in employee
12. Allow for both
 Supervisor’s advice and
 Idea generation by both
 Employee
 Supervisor

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 Guidelines for Giving Praise

1. Be sincere – only give praise when it is deserved

2. Give praise about specific behaviors or results
3. Take your time
4. Be comfortable with act of praising
5. Emphasize the positive

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 Guidelines for Giving Negative Feedback

Managers avoid giving negative feedback due to:

 Negative reactions and consequences
 Negative experiences in the past
 Playing “god”
 Need for irrefutable and conclusive evidence

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 When to use negative feedback?

 Identifies warning signs and performance problem is still

manageable
 Clarifies unwanted behaviors and consequences
 Focuses on behaviors that can be changed
 Comes from a credible source
 Is supported by hard data

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 Disciplinary Process and Termination

 Formal disciplinary process involves

 Verbal warning
 Written warning

... which may lead to termination

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 Disciplinary Process and Termination

 Optional step prior to formal disciplinary process:

 Decision-making leave

A decision-making leave is a “day of contemplation” that

is paid and allows the employee to stay home and
decide whether working in this organization is what he
or she really wants to do.

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 Disciplinary Process and Termination

 Five pitfalls to be avoided in the termination of an

employee

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 Disciplinary Process and Termination

 Pitfall #1: Acceptance of poor performance

 Suggestion: Do not ignore the problem, address it

immediately

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 Disciplinary Process and Termination

 Pitfall #2: Failure to get the message through

 Suggestion: Be specific about the performance

problem and the consequences of not addressing it
effectively

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 Disciplinary Process and Termination

 Pitfall #3: Performance standards are “unrealistic” or

“unfair”

 Suggestion: Remind employees of the fairness of the

performance standard and provide documentation of
the poor performance

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 Disciplinary Process and Termination
 Pitfall #4: Negative affective reactions

 Suggestion: Do not let emotional reactions derail you

from your missions of describing the nature of the
problem, what needs to be done, and the
consequences of not doing so

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 Disciplinary Process and Termination

 Pitfall #5: Failure to consult Human Resources

 Suggestion: Consult with Human Resources regarding

legal requirement prior to termination

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 Disciplinary Process and Termination
 Suggestions for the termination meeting:
 Be respectful
 Get right to the point
 Wish the employee well
 Send the employee to HR
 Have the employee leave immediately
 Have the termination meeting at the end of the day

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 Supervisory roles in managing performance

 Judge
 Evaluate performance
 Allocate rewards
 Coach
 Help employee solve performance problems
 Identify performance weaknesses
 Design developmental plans

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 CHAPTER 9
PERFORMANCE REVIEW MEETINGS

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 Performance review problems
1. Identifying performance measures and criteria for evaluating
performance;
2. Collecting factual evidence about performance;
3. The existence of bias on the part of managers;
4. Resolving conflict between reviewers and the people they
review;
5. Defensive behaviour exhibited by individuals in response to
criticism.

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 Performance Review Formal Meetings

Possible types of formal meetings:

1. System Inauguration
2. Self-Appraisal
3. Classical Performance Review
4. Merit/Salary Review
5. Developmental Plan
6. Objective Setting

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 Steps to take before meeting

 Give at least 2 weeks notice

 Block sufficient time
 Arrange to meet in a private location without interruptions

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 Merged Performance Review Meeting Sequence

1. Explanation of meeting purpose

2. Employee self-appraisal
3. Supervisor & employee share rating and rationale
4. Developmental discussion
5. Employee summary
6. Rewards discussion
7. Follow-up meeting arrangement
8. Approval and appeals process discussion
9. Final recap

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 Conducting a performance review meeting

12 golden rules:
1. Be prepared 8. Invite self-assessment
2. Work to a clear structure 9. Discuss performance, not
3. Create the right atmosphere personality
4. Provide good feedback 10. Encourage analysis of performance
5. Use time productively 11. Don’t deliver unexpected
6. Use praise criticisms
12. Agree measurable objectives and a
7. Let individuals do most of the
plan of action
talking

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 Possible defensive behaviors of employees

 Fight response  Flight response

 Blaming others  Looking/turning away
 Staring at supervisor  Speaking softly
 Raising voice  Continually changing the
 Other aggressive responses subject
 Quickly agreeing without basis
 Other passive responses

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 To prevent/reduce defensive behaviors

 Establish and maintain rapport

 Be empathetic
 Be open-minded
 Observe verbal and nonverbal cues
 Minimize threats
 Encourage participation

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 When defensiveness is unavoidable:

 Recognize it
 Allow its expression
 Accept employee’s feelings
 Ask for additional information and clarification (if appropriate)

If situation becomes intolerable

 Reschedule the meeting for a later time

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 Managing Under Performers

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 Five Basic Steps to Manage Under
Performers
1. Identify and agree on the problem
2. Establish reason(s) for the shortfall
3. Decide and agree on the action required
4. Resource the action
5. Monitor and provide feedback

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