Performance Management Skills: Overview

1
Performance Management SkillsOverview

• Coaching
• Coaching Styles
• Coaching Process
• Performance Review Meetings

2
Coaching Definition (1)

• Helping relationship
• Manager
• Interacts with employee and
• Takes active role and interest in performance

3
Coaching Definition (2)

• Collaborative ongoing process
• Directing employee behavior
• Motivating employee behavior
• Rewarding employee behavior
• Concern with long-term performance

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Understanding Successful CoachingGuiding
Principles (1)

• A good coaching relationship is essential
• 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

5
Understanding Successful CoachingGuiding
Principles (2)

• The Employee is the Source and Director of change
• The Employee is whole and unique
• The Coach is the Facilitator of the Employees
  growth

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Major Coaching Functions

• Give advice
• Provide guidance
• Provide support
• Give confidence
• Promote greater competence

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Key Coaching Behaviors

• Establish developmental objectives
• Communicate effectively
• Motivate employees
• Document performance
• Give feedback
• Diagnose performance problems
• Develop employees

8
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?
• (continued on next slide)

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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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Coaching Styles
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Adaptive coaches use all stylesaccording to
employee needs

• Sometimes providing direction
• Sometimes persuading
• Sometimes showing empathy
• Sometimes paying close attention to rules and
  established procedures

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Coaching Process
Identify Developmental Resources Strategies
Set Developmental Goals
Implement Strategies
Give Feedback
Observe and Document Developmental Behavior
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Coaching ProcessSteps covered in Chapter 8

• Set Developmental Goals
• Identify Resources and Strategies Needed to
  Implement Developmental Goals
• Implement Developmental Goals

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Coaching Process Overview of remaining steps

• Observe and Document Developmental Behavior and
  Outcomes
• Give Feedback
• Praise
• Negative Feedback

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Observe and Document Developmental Behavior and
Outcomes

• Constraints
• Time
• Situation
• Activity

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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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Reasons to document performance

• Minimize cognitive load
• Create trust
• Plan for the future
• Provide legal protection

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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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Giving Feedback

• Main purposes
• Help build confidence
• Develop competence
• Enhance involvement
• Improve future performance

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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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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
• (continued next slide)

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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
• Supervisors advice and
• Idea generation by both
• Employee
• Supervisor

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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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Giving Negative Feedback

• Managers avoid giving negative feedback due to
• Negative reactions and consequences
• Negative experiences in the past
• Playing god
• Need for irrefutable and conclusive evidence

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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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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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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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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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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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Steps to take before meeting

• Give at least 2 weeks notice
• Block sufficient time
• Arrange to meet in a private location without
  interruptions

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Merged Performance Review MeetingComponents

• Explanation of meeting purpose
• Employee self-appraisal
• Supervisor 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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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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To prevent/reduce defensive behaviors

• Establish and maintain rapport
• Be empathetic
• Observe verbal and nonverbal cues
• Minimize threats
• Encourage participation

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When defensiveness is unavoidable

• Recognize it
• Allow its expression
• Accept employees feelings
• Ask for additional information and clarification
  (if appropriate)
• If situation becomes intolerable
• Reschedule the meeting for a later time

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Quick Review

• Coaching
• Coaching Styles
• Coaching Process
• Performance Review Meetings