1. Chapter 9 Performance Management Skills
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2. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Overview
Coaching
Coaching Styles
Coaching Process
Performance Review Meetings
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3. Coaching: Definition (1)
Helping relationship
Manager
Interacts with employee
Takes active role and interest in performance
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4. Coaching: Definition (2)
Collaborative ongoing process
Directing employee behavior
Motivating employee behavior
Rewarding employee behavior
Concern with long-term performance
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5. Understanding Successful Coaching Guiding Principles (1)
A good coaching relationship is essential and coaches are…
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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6. Understanding Successful Coaching Guiding Principles (2)
The employee is the source and director of change
The employee is whole and unique
The coach is the facilitator of the employee’s growth
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7. Major Coaching Functions
Give advice
Provide guidance
Provide support
Give confidence
Promote greater competence
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8. Key Coaching Behaviors
Establish developmental objectives
Communicate effectively
Motivate employees
Document performance
Give feedback
Diagnose performance problems
Develop employees
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9. 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?
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10. The Good Coach Questionnaire (Continued)
Do you encourage open and honest discussions and problem solving?
Do you help your employees create action plans that will
Solve problems?
Create changes?
Do you help your employees explore potential areas of growth and development?
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11. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Coaching Styles
More assertive
Less assertive
Task and fact oriented
Driver
Analyzer
People oriented
Persuader
Amiable
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12. 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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13. Coaching Process Identify Developmental Resources & Strategies
Set Developmental Goals
Identify Developmental Resources & Strategies
Implement Strategies
Observe and Document Developmental Behavior
Give Feedback
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14. Coaching Process: Steps Covered in Chapter 8
Set developmental goals
Identify resources and strategies needed to implement developmental goals
Implement developmental goals
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15. Coaching Process: Overview of Remaining Steps
Observe and document developmental behavior and outcomes
Give feedback
Praise
Negative feedback
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16. Observe and Document Developmental Behavior and Outcomes
Constraints:
Time
Situation
Activity
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17. 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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18. Reasons to Document Performance
Minimize cognitive load
Create trust
Plan for the future
Provide legal protection
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19. 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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20. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Giving Feedback
Main purposes:
Help build confidence
Develop competence
Enhance involvement
Improve future performance
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21. 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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22. To Be Effective, Feedback Should…
Be timely
Be frequent
Be specific
Be verifiable
Be consistent (over time and across employees)
Be given privately
Provide context and consequences
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23. To Be Effective, Feedback Should… (Continued)
Provide description first, evaluation second
Cover the continuum of performance
Identify patterns
Demonstrate confidence in employee
Allow for both
Supervisor’s advice and
Idea generation by both
Employee
Supervisor
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24. Guidelines for Giving Praise
Be sincere—only give praise when it is deserved
Give praise about specific behaviors or results
Take your time
Be comfortable with act of praising
Emphasize the positive
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25. Giving Negative Feedback
Managers avoid giving negative feedback due to…
Negative reactions and consequences
Negative experiences in the past
Dislike of playing “God”
Need for irrefutable and conclusive evidence
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26. Negative Feedback Is Most Useful When It…
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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27. Feedback Sessions Should Always Answer: (1)
How is your job going?
Do you have what you need to do your job?
Are you adequately trained?
Do you have the skills and tools you need to do your job?
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28. Feedback Sessions Should Always Answer: (2)
What can be done to improve?
Job
Product
Services
How can you better serve your customers?
Internal
External
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29. Disciplinary Process and Termination
Formal disciplinary process involves
Verbal warning
Written warning
... which may lead to termination
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30. 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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31. Disciplinary Process and Termination
Five pitfalls to be avoided in the termination of an employee
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32. Disciplinary Process and Termination
Pitfall #1: Acceptance of poor performance
Suggestion: Do not ignore the problem, address it immediately
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33. 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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34. 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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35. 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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36. 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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37. 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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38. 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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39. Performance Review Formal Meetings
Possible types of formal meetings:
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Developmental Plan
Objective Setting
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40. Steps to Take Before Meeting
Give at least two weeks notice
Block sufficient time
Arrange to meet in a private location without interruptions
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41. Merged Performance Review Meeting Components
Explanation of meeting purpose
Employee self-appraisal
Supervisor and employee share rating and rationale
Developmental discussion
Employee summary
Rewards discussion
Follow-up meeting arrangement
Approval and appeals process discussion
Final recap
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42. Possible Defensive Behaviors of Employees
Fight response
Blaming others
Staring at supervisor
Raising voice
Other aggressive responses
Flight response
Looking/turning away
Speaking softly
Continually changing the subject
Quickly agreeing without basis
Other passive responses
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43. To Prevent/Reduce Defensive Behaviors
Establish and maintain rapport
Be empathetic
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
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44. 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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45. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Quick Review
Coaching
Coaching Styles
Coaching Process
Performance Review Meetings
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46. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall