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7 views

Uoc2 Lo4

Uploaded by

Dhoy Navarro
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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WEB DEVELOPMENT NC III

Basic Competency
UOC2. Lead Small Teams
LO4. Supervise team performance

Information Sheet 2.4-1 - Performance Coaching

Coaching, in its simplest form, means to train, tutor or give instruction. It is an


excellent skill that can be used to enhance growth and performance, as well as
promote individual responsibility and accountability. Performance coaching is an
ongoing process which helps build and maintain effective employee and supervisory
relationships. Performance coaching can help identify an employee's growth, as well as
help plan and develop new skills. Using their coaching skills, supervisors evaluate and
address the developmental needs of their employees and help them select diverse
experiences to gain necessary skills. Supervisors and employees can work
collaboratively on developing plans that might include training, new assignments, job
enrichment, self-study, or work details.

There are many types of coaching elements that provide a framework of the coaching
process. The following are examples of elements from the Idaho Division of Human
Resources that are essential when it comes to performance coaching:
 Building Trust - Trust is key to coaching. The supervisor and employee
relationship must have some level of trust for coaching to work. A mutual
interest in the success of the other is critical. Trust can begin to develop
through open, honest feedback and respect.
 Defining the Issues - The supervisor/manager should seek information from
the employee to better understand the issue or performance in question. The
emphasis is not on proving who is right or wrong, but on gathering information
in a non-judgmental manner.
 Coaching for Success - Taking employees from compliance to commitment can
be difficult. Finding or creating that factor means sometimes helping the
employee get in touch with what matters to him/her - what are his/her internal
goals. Sometimes this is best achieved through the use of open-ended questions
leading to the employee's self discovery.
 Creating a Plan of Action - For the purpose of buy-in and commitment, the
supervisor and the employee should jointly create an action plan. The plan
should include performance goals that are simple, measurable and attainable.

Source:
https://www.opm.gov/policy-data-oversight/performance-management/performance-
management-cycle/developing/performance-coaching-and-feedback/
#:~:text=Performance%20coaching%20is%20an%20ongoing,plan%20and%20develop
%20new%20skills.
Information Sheet 2.4-2 - Performance management

Performance management is the process of continuous feedback and communication


between managers and their employees to ensure the achievement of the strategic
objectives of the organization.

The definition of performance management has evolved since it first appeared as a


concept. What was once an annual process is now transitioning to continuous
performance management. The goal is to ensure that employees are performing
efficiently throughout the year, and in the process, address any issues that may arise
along the way that affect employee performance.

The Performance Management Cycle


The performance management process or cycle is a series of five key steps. These steps
are imperative, regardless of how often you review employee performance.

1. Planning
This stage entails setting employees’ goals and communicating these goals with them.
While these goals should be disclosed in the job description to attract quality
candidates, they should be communicated once again when the candidate becomes a
new hire. Depending on the performance management process in your organization,
you may want to assign a percentage to each of these goals to be able to evaluate their
achievement.

2. Monitoring
In this phase, managers are required to monitor the employees performance on the
goal. This is where continuous performance management comes into the picture. With
the right performance management software, you can track your teams performance
in real-time and modify and correct course whenever required.

3. Developing
This phase includes using the data obtained during the monitoring phase to improve
the performance of employees. It may require suggesting refresher courses, providing
an assignment that helps them improve their knowledge and performance on the job,
or altering the course of employee development to enhance performance or sustain
excellence.

4. Rating
Each employees performance must be rated periodically and then at the time of the
performance appraisal. Ratings are essential to identify the state of employee
performance and implement changes accordingly. Both peers and managers can
provide these ratings for 360-degree feedback.
5. Rewarding
Recognizing and rewarding good performance is essential to the performance
management process, as well as an important part of employee engagement. You can
do this with a simple thank you, social recognition, or a full-scale employee rewards
program that regularly recognizes and rewards excellent performance in the
organization.
Source:
https://www.spiceworks.com/hr/workforce-management/articles/what-is-
performance-management/

Information Sheet 2.4-3 - Performance Issues

While employees experience many types of performance issues, most fall into one of
three categories:
 Productivity (failure to meet timelines, quality standards, or production targets).
 Attendance (failure to come into work, coming in late, or leaving early).
 Conduct (failure to meet behavioral standards).

Performance usually becomes an issue when there is a pattern of unmet expectations.


However, a single incident may be severe enough to merit disciplinary action.

Generally, addressing performance issues involves five steps:


1. Define expected performance, behavior, and results.
2. Assess actual performance, behavior, and results.
3. Identify the cause(s) of poor performance.
4. Create targeted solutions and implement those solutions.
5. Ensure ongoing follow-up.

Sources:
https://ofm.wa.gov/state-human-resources/workforce-data-and-planning/employee-
performance-management/addressing-performance-issues
https://www.viapeople.com/blog/5-common-reasons-for-performance-issues-plus-3-
tips-to-create-an-effective-performance-improvement-plan

SELF-CHECK 2.4-1

1. It is an excellent skill that can be used to enhance growth and performance, as


well as promote individual responsibility and accountability.
a. Performance Management
b. Performance Coaching
c. Performance Issue
d. Performance

2. It’s usually becomes an issue when there is a pattern of unmet expectations.


a. Performance Management
b. Performance Coaching
c. Performance Issue
d. Performance

3. The process of continuous feedback and communication between managers and


their employees to ensure the achievement of the strategic objectives of the
organization.
a. Performance Management
b. Performance Coaching
c. Performance Issue
d. Performance

4. This phase includes using the data obtained during the monitoring phase to
improve the performance of employees.
a. Planning
b. Monitoring
c. Developing
d. Rating

5. This stage entails setting employees’ goals and communicating these goals with
them.
a. Planning
b. Monitoring
c. Developing
d. Rating

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