Coaching and Mentoring Employees: How to Unlock Potential, Enhance Loyalty, and Boost Productivity Monday, May 23, 2011 Presented by the Employer Resource Institute © 2011 Employer Resource Institute. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission.

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© 2010 Employer Resource Institute. All Rights Reserved About Our Speaker Mary Anne Kennedy MAK HR Consulting, LLC Mary Anne is the principal consultant at MAK HR Consulting, LLC, a New Jersey-based full-service human resources advisory firm. Her firm provides small to medium sized business owners and employers with the full spectrum of HR services and programs, including all aspects of talent acquisition (from the full-cycle recruitment process to succession planning and performance management). Before launching her business, Kennedy spent eight years with a Fortune 500 pharmaceutical company in a variety of human resources leadership positions. She also served as the HR generalist for a Fortune 500 office furniture manufacturer and as a senior HR consultant focusing on staffing, coaching, and organizational development for a wide range of large employers.

© 2010 Employer Resource Institute. All Rights Reserved About Our Speaker She is a frequent speaker on HR issues, conducting numerous workshops on the job search process, behavior-based interviewing, networking, and resume writing. Also, she is a founder of the St. Paul’s Networking Group in Princeton, N.J., a ministry that provides career coaching to those who are in career transition. Kennedy earned her bachelor’s degree from Thomas Edison State College and holds certifications in MBTI administration and in DDI behavior-based interviewing.

Coaching and Mentoring Employees Mary Anne Kennedy

© Business & Legal Reports, Inc What Employees Want from Their Jobs Good supervision Clear goals Feedback Interesting work Challenges Responsibility Recognition

© Business & Legal Reports, Inc What Employees Want from Their Jobs (cont. What Employees Want from Their Jobs (cont.) Accurate information Fair treatment Opportunities for growth Control over their work Participation in decisions © Business & Legal Reports, Inc. 1001

To Be’s To be respected To be valued To be heard To be part of a team To be known as an individual

© Business & Legal Reports, Inc What Is Coaching? Informal one-to-one or small group interaction Encouraging, advising, motivating, and developing Essential supervisory tool Philosophy of employee management

© Business & Legal Reports, Inc Inform Teach Guide Recognize Purposes of Coaching

© Business & Legal Reports, Inc Purposes of Coaching (cont.) Motivate Assist Develop Empower

© Business & Legal Reports, Inc Benefits of Coaching Improves quality and productivity Boosts enthusiasm and morale Strengthens relationships and communication Increases job satisfaction Improves teamwork Builds trust and enhances loyalty

© Business & Legal Reports, Inc Coaching Is an Important Part of Your Job Helps you to keep in touch with workers Lets you get closer to employees Allows you to work with employees Uses everyday situations to improve performance

© Business & Legal Reports, Inc QUALITIES OF A GOOD COACH Positive & Enthusiastic Knowledgeable Observant Good Communicator Good Listener

© Business & Legal Reports, Inc QUALITIES OF A GOOD COACH (cont.) Respectful Supportive Patient Tactful Empowering

© Business & Legal Reports, Inc Effective Coaching Is Immediate Coaching is often spontaneous Coaching is most effective when it closely follows events or behavior

© Business & Legal Reports, Inc Effective Coaching Is Specific What is done well and what needs improvement Required skills and knowledge Standards of good performance Significance of the job Corrective action

© Business & Legal Reports, Inc Effective Coaching Is Interactive Discuss rather than lecture or give orders Ask questions Listen to what the employee has to say Pay attention to body language, too

© Business & Legal Reports, Inc Observe employees at work Show concern for them as individuals Find out what motivates them Focus on cooperation, not competition Your Role as a Successful Coach

© Business & Legal Reports, Inc Your Role as a Successful Coach (cont.) Highlight growth and development Provide new challenges Give support and assistance Create a positive work environment

© Business & Legal Reports, Inc The Coaching Session Determine the agenda Focus on one or two issues at a time Begin by checking progress Show appreciation

© Business & Legal Reports, Inc The Coaching Session (cont.) Ask for feedback Discuss problems and possible solutions Allow time for questions Agree on a plan of action

© Business & Legal Reports, Inc The Coaching Session (cont.) Look ahead Aim high, but keep goals within reach Thank the employee for input and participation Set a date for the next coaching session

© Business & Legal Reports, Inc Follow Up Review performance and goals Provide feedback Offer advice and support Don᾽t give up

© Business & Legal Reports, Inc Provide frequent feedback Be specific Ask for input Coaching Top Performers

© Business & Legal Reports, Inc Coaching Top Performers (cont.) Keep them challenged Give them adequate recognition and rewards

© Business & Legal Reports, Inc Coaching Average Performers Determine employees’ potential Find out why they aren’t doing better Reinforce strengths Clarify standards Develop a plan

© Business & Legal Reports, Inc Coaching Poor Performers Consider causes Encourage employee input Work to develop solutions Renegotiate goals and objectives Agree on an action plan Schedule follow-up sessions

© Business & Legal Reports, Inc Coaching Employees Through Periods of Change Explain what’s going on Offer reassurance Involve employees in the change process Teach them the new skills Set clear goals Monitor performance

© Business & Legal Reports, Inc Communication Styles Radio Babies  Face to Face  Telephone  Personal Note  Show appreciation for input and experience Baby Boomers  Phone  and voice mail  Personal interaction  Meetings  Ask about how to make something better Gen Xers  Most all efficient technologies  and voice mail  Cell phone  Empower them to work independently Gen Ys  and voice mail  Instant messaging  Text messaging  Blogs  Praise for accomplishing work that contributes to company Source: Bridging The Generation Gap by Gravett and Throckmorton

© Business & Legal Reports, Inc Expectations, Goals, And Standards Maintain high expectations Set reasonable goals Establish consistent standards © Business & Legal Reports, Inc. 1001

Involvement Participation Delegation Ownership Information © Business & Legal Reports, Inc. 1001

Be more efficient Cross train Broaden responsibilities Form teams Challenge © Business & Legal Reports, Inc. 1001

New experiences Problem solving Match challenge to worker Challenge (cont.) © Business & Legal Reports, Inc. 1001

Respect Make people feel important Treat employees as professionals Get to know employees Show appreciation © Business & Legal Reports, Inc. 1001

Recognition Positive feedback Public praise Money Other rewards © Business & Legal Reports, Inc. 1001

Opportunities for Growth Develop knowledge and skills Broaden experiences Prepare for advancement

© Business & Legal Reports, Inc Refusal of Coaching Explain the situation and consequences Confirm you will follow up and DO IT! Tell them the issue is not going away You must have buy-in! Behavior will return without “buy-in”

© Business & Legal Reports, Inc Key Points to Remember Coaching employees is a very important part of your job. Coaching helps employees improve performance and grow professionally. Coaching helps you develop closer, more effective working relationships with employees. You already possess the qualities that will make you a good coach.

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