5-1. Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 5 Coaching.

5-1

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Chapter 5

Coaching

5-3

Coaching: The Day-to-Day Work of Great Managers

• The importance and challenge of coaching

• Coaching vs. Mentoring

• Managing perceptions of fairness

5-4

Managing Perceptions of Fairness

• Use a fair, defined process

• Distribute rewards and resources fairly

• Demonstrate respect

5-5

The Performance Management Cycle

• Choose the right people for the right job

• Set clear expectations

• Observe and assess performance

• Provide consistent and constructive feedback

5-6

Selection is Prediction

• Future job performance

• Future person-organization fit

5-7

The Steps to a Great Hire

1. Clarify the job content

2. Establish a process

3. Decide the methods and assess

5-8

Step 1: Clarify the Context

• Job analysis

• Job description

5-9

Employment Law Basics

• Keep it job related

• Treat all candidates the same

• Use valid tests

• Don’t discriminate

5-10

Step 2: Establish a Process

• Standardize it

• Get others involved

• Provide a realistic job preview

5-11

Step 3: Decide the Methods & Assess

• Use different methods for different jobs

• Collect multiple pieces of data before drawing conclusions

• Defy conventional wisdom

• Define performance before testing

• Use reliable and valid tests

5-12

Good, Better, Best

• Test validity

• Test fairness

• Test feasibility

• Test face validity

5-13

Getting the Most From Interviews

• Unstructured

• Structured– Situational – Behavioral

5-14

Performance Tests

• Work sample1. Select the sample

2. Define performance

3. Create a realistic environment

5-15

Set Clear Performance Expectations

• Critical job duties

• Performance goals

• Professional conduct

• Resource requirements

• Developmental goals

5-16

Observe and Assess Performance

• Defining Performance Criteria

• Use Multiple Methods to Assess Behavior and Results

• Use Multiple Sources of Data/People

5-17

Observe and Assess Performance

• Objective assessment

• Subjective assessment

• Absolute subjective

• Relative subjective

5-18

Provide Consistent and Constructive Feedback

• Critical Elements of Good Feedback

• Doing Feedback Well

5-19

Dealing with the Problem Employee

• Coaching analysis

• Performance improvement discussion

• Making a reassignment or termination decision

5-20

Coaching the Star

• Understanding the Star

• Engaging the Star performer