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COACHING AND PERFORMANCE MANAGEMENT

Chapter 10

Learning objectives
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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.

The Need for Coaching

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

An active and positive management approach Employees should know:

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

Performance appraisal
The

first step
goal setting

Performance management
Employee

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

Supervisors Role in Coaching

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 units effectiveness

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HRD Professionals Coaching Role

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

Defining poor performance Responding to poor performance Conducting a coaching analysis Using the coaching discussion

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Defining Poor Performance

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

Production deviance
Working

slowly, leaving early

Property deviance
Sabotage,

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

Identify the unsatisfactory performance Decide if its 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

Are there obstacles beyond the workers 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

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

Kinlaws Approach:
Confronting
Using

or presenting

reactions to develop information or resolution

Resolving

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The Coaching Discussion 2

The Fournies Approach:

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

You need specific objectives or goals Goals must be mutually understood and agreed upon

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What if Coaching Fails?

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

Must reward good performance Use:

Setting Job redesign Worker participation Job ownership

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Skills Needed for Effective Coaching

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

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

Time to mutually set next periods goals and objectives Provides mutually understood basis for improvement

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Training the Supervisor/Appraiser

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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 workers 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:

communication skills interpersonal skills performance appraisal skills

Integrity
Effective

Is it any wonder that good coaches can be hard to find?