Module 6

• Coaching


  A collaborative, ongoing process in which the manager interacts with his or her employees and takes an active role and interest in their performance
• Coaching


  • Involves directing, motivating, and rewarding employee behavior
  • Involves observing performance, complimenting good work, and helping to correct and improve any performance that does not meet expectations and standards
  • Concerned with long-term performance and involves ensuring that the developmental plan is being achieved
• Helping relationship in coaching

  Particularly important when the supervisor and subordinate do not share similar cultural backgrounds, as it allows for cultural transvergence in performance management
• Four guiding principles for successful coaching


  • A good coaching relationship is essential
  • 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
• Coaching functions


  1. Giving advice to help employees improve their performance

  2. Providing employees with guidance so that employees can develop their skills and knowledge appropriately

  3. Providing employees support and being there only when the manager is needed

  4. Giving employees confidence that will enable them to enhance their performance continuously and to increase their sense of responsibility for managing their own performance

  5. Helping employees gain greater competence by guiding them toward acquiring more knowledge and sharpening the skills that can prepare them for more complex tasks and higher-level positions
• Coaching process


  1. Establish development objectives

  2. Communicate effectively

  3. Motivate employees

  4. Document performance

  5. Give feedback

  6. Diagnose performance problems

  7. Develop employees
• Coaching styles


  • Driver
  • Persuader
  • Amiable
  • Analyzer
• Good coaching should be seen as a learning opportunity and as an opportunity to set clear goals and delegate action
• Adaptive coaches who are able to adjust their style according to an employee's needs are most effective
• Coaching process


  1. Set developmental goals

  2. Identify resources and strategies that will help the employee achieve the developmental goals

  3. Implement the strategies that will allow the employees to achieve the developmental goals

  4. Collect and evaluate data to assess the extent to which each of the developmental goals has been achieved

  5. Provide feedback to the employee, and, based on the extent to which each of the goals has been achieved, the developmental goals are revised, and the entire process begins again
• Feedback


  Information about past behavior that is given with the goal of improving future performance
• Performance review meeting


  1. Explain the purpose of the meeting

  2. Conduct self-appraisal

  3. Share ratings and explain rationale

  4. Discuss development

  5. Ask employee to summarize

  6. Discuss rewards

  7. Hold follow-up meeting

  8. Discuss approval and appeals process

  9. Conduct final recap
• Performance review meetings


  • Supervisors serve as both judges by evaluating performance and allocating rewards, and coaches by helping employees solve performance problems, identify weaknesses, and design developmental plans
• Performance management systems can involve as many as six formal meetings
• Types of performance review meetings

  • System inauguration
  • Self-appraisal
  • Classical performance review
  • Merit/salary review
  • Developmental plan
  • Objective setting
• Not all six types of meetings take place as separate meetings, they may be merged into one "performance review meeting"
• The conversation about compensation should be related to performance so employees understand the link between performance and compensation decisions
• Performance management is not just about meeting with the supervisor once a year, there will be a formal follow-up meeting just a few weeks later to review the developmental plan
• Coaching is a collaborative, ongoing process in which the manager interacts

  with his or her employees and takes an active role and interest in their

  performance.
• coaching involves:

  1. directing,
  2. motivating, and
  3. rewarding employee behavior.
• Coaching is a day-to-day function that involves observing performance,

  complimenting good work, and helping to correct and improve any

  performance that does not meet expectations and standards.
• Coaching is

  also concerned with long- term performance and involves ensuring that the

  developmental plan is being achieved.