1. 5 and 6 August 2015 University of the Philippines Performance Coaching

6. A Coach brings out the best in his team!

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10. SPMS CYCLE

12. “Performance monitoring and coaching pertain to the responsibility of the supervisor to periodically check the work performance of the subordinate all throughout the performance period.” -UP SPMS on Performance Monitoring and Coaching

13. VIDEO How coaching works

14. COACHING IS...

15. Key Concepts Powerful Questions Active Listening Coaching Opportunities

16. Key Concepts Powerful Questions Active Listening Coaching Opportunities Performance problemsPerformance problems Developing employee skillsDeveloping employee skills Promotable subordinatesPromotable subordinates However, coaching is not applicable all the time.However, coaching is not applicable all the time.

17. Key Concepts Powerful Questions Active Listening Coaching Opportunities Verbal and non-verbal communicationVerbal and non-verbal communication Listen for emotions behind the wordsListen for emotions behind the words Reflective listeningReflective listening

18. Key Concepts Powerful Questions Active Listening Coaching Opportunities Open-ended questionsOpen-ended questions Explore alternatives: “What would happen if…” Uncover attitudes or needs: “How do you feel about your progress to date?” Invite elaboration: “What, then, are the major problems with your OJT?”

20. VIDEO GROW MODEL

21. GG RR OO WW GOAL REALITY WAY FORWARD OPTIONS The GROW Process of Coaching

22. Determine what the coachee wants to achieve. Arrive at an agreement. “What do you want to achieve at the end of this session?”

23. Clarify the current situation as objectively as possible. “What is happening now?” “What do you think is causing this?”

24. Once underlying issues are identified, ask coachee to identify available options. “What are the different things you could do to…” “What other options do you think you might have?”

25. Coachee moves from considering options to making a decision “Will this address your goal?” “What support will you need?” “Let’s see how it works. See you again on…”

26. Coaching Simulation Time!

27. Simulation Workshop Form groups of three. Assign who will play coach, coachee, and observer for every scenario. There will be three scenarios. Everybody should be able to play every role at the end of the workshop. Each scenario will be played for 5 minutes only.

28. Scenario 1 Kay leads her team from the front and they love her for it. She never asks anyone to do anything she isn’t prepared to do herself and is always there to direct people through projects and processes so that they don’t make mistakes. She gives clear instructions and tackles poor performance swiftly and fairly, often taking over the reins to get projects and work schedules back on track. Kay’s boss wants to promote her to a bigger and more strategic role but is concerned about how the team will operate without Kay’s daily input and wants her to focus more on empowering and delegating to others. You are considering to improve her delegating skill and motivation in order to free up her time to take on this more strategic role.

29. Anna is a successful research director who doesn’t feel she is getting enough respect from her peers when sharing her opinions. This is making her lose confidence and feel uncomfortable in her peer group’s monthly meetings. Anna’s manager feels Annabel’s lack of confidence is inhibiting her and her contribution to the meetings and sees that her failure to express opinions with colleagues is making her feel unconfident and demotivated. The manager and Annabel know something needs to change. Scenario 2

30. Neil is friendly, highly motivated and enjoys leading his team in the Registrar’s Office. However, when under pressure his communication with his team can deteriorate as he becomes too directive and impatient. Neil’s manager has observed his communication style and the difficulties it causes within the team and recommends working with a coach to examine how Neil can find alternative ways of dealing with this pressure. Scenario 3

31. Anna is stationed at the HRDS and works well with colleagues. She is also very much self-directed. Her colleague, Vilma, recently met an accident and requires at least 3months of rehabilitation. Vilma handles committee-related matters (PSB) and critical targets will be affected in her absence. HRDS Director Chona feels that Anna can very well take on the job of Vilma. Anna has not yet handled any group-related activity. Anna is open to the challenge but would require some direction. Scenario 4

32. PREPARATION FOR THE ROLEPLAY Create a scenario for coaching as an opportunity for performance improvement. This may be, but not limited, to the following: Meeting deadlines for reports submission; Motivating staff; Resolving relationship issues; and Team building

33. http://dupress.com/articles/hc-trends-2014-performance-management/?id=gx:el:dc:dup677:cons:awa:hct14 BOTTOM LINE: Coaching is the present and the future in HR management.

34. Stage 2: Performance Monitoring and Coaching It is done regularly during the performance period by the Heads of Agency, Planning Office, Division, and Office Heads, and the individual. The focus is creating an enabling environment to improve team performance and develop individual potentials. The suggested time periods are January to June and July to December

35. PERFORMANCE MONITORING AND COACHING TOOLS MFOTASKSASSIGNED TO DURATIONTASK STATUSREMARKS Personnel Policies and Standards Services Prepare Resolutions for accreditation of agencies Staff A & B7 days from receipt by the HRPSO WEEK 1 WEEK 2 WEEK 3 WEEK 4 Draft PRIME- HRM Certifying Board (CB) Standards for Center/Seal of Excellence Staff BJanuary to February 15 Draft replies to queries Staff A, B & C 7 days upon receipt the HRPSO Organize meeting with award-giving bodies Staff CEO May

36. PERFORMANCE MONITORING AND COACHING TOOLS TASK I.D. NO. SUBJECTACTION OFFICER OUTPUT DATE ASSIGNED DATE ACCOMPLISHED REMARKS Document No. Or Task No. If Taken from WFP Subject Area of the Task or the Signatory of the Document and Subject Date the task was assigned to drafter Date the Output was approved by the Supervisor Doc. No.SignatorySubjectAction Officer Date AssignedDate Signed StatusRemarks 2013-001Dir. Juan Dela Cruz, DOLE Step Increment ABAJan. 2, 2013January 4, 2013 Mailed on Jan. 4, 2013 2013-005Ms. Anna SantosLeave of Barangay Officials ZMOJan. 7, 2013Jan. 9, 2013 Emailed on Jan. 9, 2013

37. SAMPLE PERFORMANCE MONITORING AND COACHING JOURNAL

38. COACHING REPORT FORM A

41. ELECTRONIC-SPMS WALKTHROUGH

42. “You get the best effort from others not by lighting a fire beneath them, but by building the fire Within him.” -Bob Nelson Comedian

43. THANK YOU ! DIRECTOR JOCELYN PATRICE L. DECO Civil Service Commission QCGUPFO