Performance Management and Coaching

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Performance Management and Coaching

• Jayendra Rimal

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Performance Management

• Performance Appraisal uses standardized rating
  forms that is used to evaluate various aspects of
  employee performance, usually on an annual basis.
  There is considerable dissatisfaction among
  employees and managers with this system. Often
  described as poorest performing, most ineffective
  and least inefficient human resource practice.
• Performance Management goes beyond the annual
  appraisal rating and incorporates issues like
  employee goal setting, coaching, rewards and
  individual development. Focuses on performance
  improvement rather than review.
• Organizations may need to connect performance
  management and coaching to the goals and
  strategies of the organization.

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Performance Management

• Some critical aspects of performance management,
  as per Tracey Weiss Franklin Hartle (PM
  experts)
• Performance management is a core business
  process Driven by top management linked to
  strategic planning process
• There is no one-size-fits-all answer Develop and
  refine the approach to PM assess how it should
  be designed managed
• All aspects of performance matter Most PM
  systems target the tangible/hard elements of
  performance soft aspects also matter
• Discretionary effort drives success Distinguish
  good from satisfactory link to rewards Get
  discretionary effort
• Effective links with rewards get important
  messages across Get the right balance between
  non financial financial incentives
• Ownership of the process is the key To be
  developed with line managers and staff for proper
  fit between process practice
• Performance management is about relationships
  Its all about communication feedback requiring
  rapport, candor, honesty and a sense of caring

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Coaching

• What are Managers paid for?
• Not for what they do, but what their subordinates
  do by managing performance, by ensuring that
  employees know specifically what to do, can
  actually do it, and do not face hurdles or
  problems to effective performance.
• Managers and supervisors may need to be Coaches
  rather than controllers in managing performance.
  Coaching provides effective management of
  employee performance and can assist in meeting
  objectives. Coaching creates a partnership and
  can be used to improve poor performance and
  ensure continued effective performance.
• The fundamentals of participative management
  approach has its base in coaching and is
  increasingly used in employee empowerment.

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Coaching

• So, what is coaching?
• Performance improvement technique
• Face-to-face discussion between manager
  subordinate to stop undesirable behavior and
  begin performing desirable behavior
• Mutual conversation that follows a predictable
  process and leads to superior performance,
  commitment to sustained improvement and positive
  relationship
• It has also been linked to sports coaches as
  characteristics like optimism, strong sense of
  moral values, honesty, humility, warmth,
  self-confidence and trustworthiness should be
  present in both.
• A broad approach to PM specific technique to
  facilitate it through roles like educating
  (teaching), sponsoring (mentoring), counseling
  (dealing with personal problems) and confronting
  (facing up to performance problems)
• A process used to encourage employees to accept
  responsibility for their own performance, to
  enable them to achieve and sustain superior
  performance and to treat them as partners in
  working towards organization goals and
  effectiveness. This is done by coaching analysis
  and coaching discussion

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Coaching to Improve Performance

• Coaching Analysis
• Identify the unsatisfactory employee performance
• Is it worth the time and effort to address?
• Do the subordinates know their performance is
  unsatisfactory?
• Do subordinates know what is to be done?
• Are there obstacles beyond the employees
  control?
• Do the subordinates know how to do what must be
  done?
• Does a negative consequence follow effective
  performance?
• Does a positive consequence follow
  non-performance?
• Could the subordinate do it if he/she wanted to?
• Can the task or job be modified?
• What if the problem persists?

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Coaching to Improve Performance

• Coaching Discussion
• Fournies Approach
• Get the employees agreement that a problem
  exists
• Mutually discuss alternative solutions to the
  problem
• Mutually agree on actions to be taken to solve
  the problem
• Follow-up to measure results
• Recognize any achievement when it occurs

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Superior Performance

• Managers must create an environment that
  acknowledges employees contribution to the
  organization and empowers them to move forward.
  Coaching helps to encourage and enhance effective
  performance. The managers support, availability
  and willingness to work will create a positive
  environment where coaching can be undertaken.
  Coaching discussion and follow-up with employee
  can be done through
• Be specific, factual, respectful and supportive
  in presenting performance issues
• Seek reaction and response to the supervisors
  presentation
• Seek agreement that performance problem exists
• Mutually discuss alternative solutions to the
  issue
• Mutually agree on goals to be set, actions to be
  taken and follow-up
• Follow-up at the agreed upon time and way
• Recognize and reward improvements and achievements

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Skills Necessary for Coaching

• Communication skills
• - Ability to listen and getting them to
  understand about performance
• - Getting the employee to state the performance
  problem, why it is a problem, what they are going
  to do about it. The manager paraphrase
• - The ability to be specific and descriptive in
  communicating
• - Communication micro-training Basic attending
  skills, feedback, para-phrasing, reflection of
  feeling, open closed questions and focusing
• - Interpersonal Skills
• Interpersonal Skills
• - Indicating respect - Affirming
• - Immediacy - Consistency of behavior
• - Objectivity - Building trust
• - Planning - Demonstrating integrity

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Effectiveness of Coaching

• Employee participation in discussion
• Being supportive
• Using constructive criticism
• Setting performance goals during discussion
• Training and the supervisors credibility
• Organizational support

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Whats New?

• Move away from appraisals. Focus on development
  and improvement
• Move away from numbers to more qualitative
  assessment
• Innovate the process is more important than the
  formats
• Emphasize learning development, empowerment
  growth
• Where you cannot quantify, dont even attempt
• Where possible, use multi rater feedback system
• Use technology to facilitate learning
• Synergize with other systems
• Use other review mechanisms
• Encourage employees to own the PM, monitor the
  process
• Follow up on actions taken

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THANK YOU !!!