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Performance Management Performance Management Skills: Skills: Overview Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Performance Review Meetings Meetings
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Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Jan 15, 2016

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Page 1: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Performance Management Performance Management Skills:Skills:

OverviewOverview CoachingCoaching Coaching StylesCoaching Styles Coaching ProcessCoaching Process Performance Review Performance Review

MeetingsMeetings

Page 2: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Coaching: Definition (1)Coaching: Definition (1)

Helping relationshipHelping relationship Manager Manager

• Interacts with employee andInteracts with employee and• Takes active role and interest in Takes active role and interest in

performanceperformance

Page 3: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Coaching: Definition (2)Coaching: Definition (2)

Collaborative ongoing processCollaborative ongoing process• Directing employee behaviorDirecting employee behavior• Motivating employee behaviorMotivating employee behavior• Rewarding employee behaviorRewarding employee behavior• Concern with long-term Concern with long-term

performanceperformance

Page 4: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Understanding Successful CoachingUnderstanding Successful CoachingGuiding Principles (1)Guiding Principles (1)

A good coaching relationship is A good coaching relationship is essentialessential::• Trusting and collaborativeTrusting and collaborative• Willing to listen in order to Willing to listen in order to

understandunderstand• Looking for positive aspects of Looking for positive aspects of

the employeethe employee• Understanding that coaching is Understanding that coaching is

done done with with the employee, not the employee, not toto the employeethe employee

Page 5: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Understanding Successful CoachingUnderstanding Successful CoachingGuiding Principles (2)Guiding Principles (2)

The Employee is the Source The Employee is the Source and Director of changeand Director of change

The Employee is whole and The Employee is whole and uniqueunique

The Coach is the Facilitator of The Coach is the Facilitator of the Employee’s growththe Employee’s growth

Page 6: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Major Coaching Functions:Major Coaching Functions:

Give adviceGive advice Provide guidanceProvide guidance Provide supportProvide support Give confidenceGive confidence Promote greater competencePromote greater competence

Page 7: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Key Coaching Behaviors Key Coaching Behaviors Establish developmental Establish developmental

objectivesobjectives Communicate effectivelyCommunicate effectively Motivate employeesMotivate employees Document performanceDocument performance Give feedbackGive feedback Diagnose performance problemsDiagnose performance problems Develop employeesDevelop employees

Page 8: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

The Good Coach QuestionnaireThe Good Coach Questionnaire Do you listen to your employees?Do you listen to your employees? Do you understand the individual Do you understand the individual

needs of your employees?needs of your employees? Do you encourage employees to Do you encourage employees to

express their feelings openly? express their feelings openly? Do you provide your employees Do you provide your employees

with tangible and intangible with tangible and intangible support for development? support for development?

Do your employees know your Do your employees know your expectations about their expectations about their performance?performance?

(continued on next slide)(continued on next slide)

Page 9: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

The Good Coach Questionnaire The Good Coach Questionnaire (continued)(continued)

Do you encourage open and honest Do you encourage open and honest discussions and problem solving?discussions and problem solving?

Do you help your employees create Do you help your employees create action plans that willaction plans that will

Solve problems?Solve problems? Create changes?Create changes?

Do you help your employees Do you help your employees explore potential areas of growth explore potential areas of growth and development?and development?

Page 10: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Coaching StylesCoaching Styles

More More assertiveassertive

Less Less assertiveassertive

Task & Fact Task & Fact orientedoriented DriverDriver AnalyzerAnalyzer

People People orientedoriented PersuaderPersuader AmiableAmiable

Page 11: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Adaptive coaches use all stylesAdaptive coaches use all stylesaccording to employee needs:according to employee needs:

Sometimes providing directionSometimes providing direction Sometimes persuadingSometimes persuading Sometimes showing empathySometimes showing empathy Sometimes paying close Sometimes paying close

attention to rules and established attention to rules and established proceduresprocedures

Page 12: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Set Developmenta

l Goals

Identify Developmental Resources &

Strategies

Implement Strategies

Observe and Document

Developmental Behavior

Give Feedback

Coaching ProcessCoaching Process

Page 13: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Coaching Process:Coaching Process:Steps covered in Chapter 8Steps covered in Chapter 8

Set Developmental GoalsSet Developmental Goals Identify Resources and Identify Resources and

Strategies Needed to Implement Strategies Needed to Implement Developmental GoalsDevelopmental Goals

Implement Developmental GoalsImplement Developmental Goals

Page 14: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Coaching Process:Coaching Process: Overview of remaining stepsOverview of remaining steps

Observe and Document Observe and Document Developmental Behavior and Developmental Behavior and OutcomesOutcomes

Give FeedbackGive Feedback• PraisePraise• Negative FeedbackNegative Feedback

Page 15: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Observe and Document Developmental Observe and Document Developmental Behavior and OutcomesBehavior and Outcomes

Constraints:Constraints: TimeTime SituationSituation ActivityActivity

Page 16: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Organizational Activities Organizational Activities to improve documentation of to improve documentation of

performanceperformance Good communication plan to get Good communication plan to get

manager buy-inmanager buy-in Training programsTraining programs

• Rater error trainingRater error training• Frame-of-reference trainingFrame-of-reference training• Behavioral observation trainingBehavioral observation training• Self-leadership trainingSelf-leadership training

Page 17: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Reasons to document performanceReasons to document performance

Minimize cognitive loadMinimize cognitive load Create trustCreate trust Plan for the futurePlan for the future Provide legal protectionProvide legal protection

Page 18: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Recommendations for Recommendations for DocumentationDocumentation

Be specificBe specific Use adjectives and adverbs Use adjectives and adverbs

sparinglysparingly Balance positives with negativesBalance positives with negatives Focus on job-related informationFocus on job-related information Be comprehensiveBe comprehensive Standardize proceduresStandardize procedures Describe observable behaviorDescribe observable behavior

Page 19: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Giving FeedbackGiving Feedback

Main purposes:Main purposes:• Help build confidenceHelp build confidence• Develop competenceDevelop competence• Enhance involvementEnhance involvement• Improve future performanceImprove future performance

Page 20: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Potential costs of failing to provide Potential costs of failing to provide feedback:feedback:

Employees are deprived of Employees are deprived of chance to improve their own chance to improve their own performanceperformance

Chronic poor performanceChronic poor performance Employees have inaccurate Employees have inaccurate

perceptions of how their perceptions of how their performance is regarded by performance is regarded by othersothers

Page 21: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

To be effective, feedback should:To be effective, feedback should:

Be timelyBe timely Be frequentBe frequent Be specificBe specific Be verifiableBe verifiable Be consistent (over time and Be consistent (over time and

across employees)across employees) Be given privatelyBe given privately Provide context and consequencesProvide context and consequences

(continued next slide)(continued next slide)

Page 22: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

To be effective, feedback should:To be effective, feedback should: (continued)(continued)

Provide description first, evaluation Provide description first, evaluation secondsecond

Cover the continuum of performanceCover the continuum of performance Identify patternsIdentify patterns Demonstrate confidence in employeeDemonstrate confidence in employee Allow for both Allow for both

• Supervisor’s advice and Supervisor’s advice and • Idea generation by bothIdea generation by both

EmployeeEmployee SupervisorSupervisor

Page 23: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Guidelines for Giving PraiseGuidelines for Giving Praise

Be sincere – only give praise when Be sincere – only give praise when it is deservedit is deserved

Give praise about specific behaviors Give praise about specific behaviors or resultsor results

Take your timeTake your time Be comfortable with act of praisingBe comfortable with act of praising Emphasize the positiveEmphasize the positive

Page 24: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Giving Negative FeedbackGiving Negative Feedback

Managers avoid giving negative Managers avoid giving negative feedback due to:feedback due to:

Negative reactions and consequencesNegative reactions and consequences Negative experiences in the pastNegative experiences in the past Playing “god”Playing “god” Need for irrefutable and conclusive Need for irrefutable and conclusive

evidenceevidence

Page 25: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Negative feedback is most useful when Negative feedback is most useful when it:it:

Identifies warning signs and Identifies warning signs and performance problem is still performance problem is still manageablemanageable

Clarifies unwanted behaviors and Clarifies unwanted behaviors and consequencesconsequences

Focuses on behaviors that can be Focuses on behaviors that can be changedchanged

Comes from a credible sourceComes from a credible source Is supported by hard dataIs supported by hard data

Page 26: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Feedback Sessions should always Feedback Sessions should always answer: (1)answer: (1)

How is your job going?How is your job going? Do you have what you need Do you have what you need

to do your job?to do your job? Are you adequately trained?Are you adequately trained? Do you have the skills and Do you have the skills and

tools you need to do your tools you need to do your job?job?

Page 27: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Feedback Sessions should always Feedback Sessions should always answer: (2)answer: (2)

What can be done to improve?What can be done to improve?• JobJob• ProductProduct• ServicesServices

How can you better serve your How can you better serve your customers?customers?• InternalInternal• ExternalExternal

Page 28: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Supervisory roles in managing Supervisory roles in managing performanceperformance

JudgeJudge• Evaluate performanceEvaluate performance• Allocate rewardsAllocate rewards

CoachCoach• Help employee solve performance Help employee solve performance

problemsproblems• Identify performance weaknessesIdentify performance weaknesses• Design developmental plansDesign developmental plans

Page 29: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Performance Review Formal MeetingsPerformance Review Formal Meetings

Possible types of formal Possible types of formal meetings:meetings:

1.1. System InaugurationSystem Inauguration2.2. Self-AppraisalSelf-Appraisal3.3. Classical Performance ReviewClassical Performance Review4.4. Merit/Salary ReviewMerit/Salary Review5.5. Developmental PlanDevelopmental Plan6.6. Objective SettingObjective Setting

Page 30: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Steps to take before meeting:Steps to take before meeting:

Give at least 2 weeks noticeGive at least 2 weeks notice Block sufficient timeBlock sufficient time Arrange to meet in a private Arrange to meet in a private

location without interruptionslocation without interruptions

Page 31: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Merged Performance Review MeetingMerged Performance Review MeetingComponentsComponents

1.1. Explanation of meeting purposeExplanation of meeting purpose

2.2. Employee self-appraisalEmployee self-appraisal

3.3. Supervisor & employee share rating and Supervisor & employee share rating and rationalerationale

4.4. Developmental discussionDevelopmental discussion

5.5. Employee summaryEmployee summary

6.6. Rewards discussionRewards discussion

7.7. Follow-up meeting arrangementFollow-up meeting arrangement

8.8. Approval and appeals process discussionApproval and appeals process discussion

9.9. Final recapFinal recap

Page 32: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Possible defensive behaviors of Possible defensive behaviors of employeesemployees

FightFight responseresponse• Blaming othersBlaming others• Staring at supervisorStaring at supervisor• Raising voiceRaising voice• Other aggressive responsesOther aggressive responses

Flight responseFlight response• Looking/turning awayLooking/turning away• Speaking softlySpeaking softly• Continually changing the Continually changing the

subjectsubject• Quickly agreeing without basisQuickly agreeing without basis• Other passive responsesOther passive responses

Page 33: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

To prevent/reduce defensive To prevent/reduce defensive behaviorsbehaviors

Establish and maintain rapportEstablish and maintain rapport Be empatheticBe empathetic Observe verbal and nonverbal Observe verbal and nonverbal

cuescues Minimize threatsMinimize threats Encourage participationEncourage participation

Page 34: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

When defensiveness is When defensiveness is unavoidable:unavoidable:

Recognize itRecognize it Allow its expressionAllow its expression

Accept employee’s feelingsAccept employee’s feelingsAsk for additional information and Ask for additional information and

clarification (if appropriate)clarification (if appropriate)

If situation becomes intolerableIf situation becomes intolerable Reschedule the meeting for a Reschedule the meeting for a

later timelater time

Page 35: Performance Management Skills: Overview Coaching Coaching Coaching Styles Coaching Styles Coaching Process Coaching Process Performance Review Meetings.

Quick ReviewQuick Review

CoachingCoaching Coaching StylesCoaching Styles Coaching ProcessCoaching Process Performance Review Performance Review

MeetingsMeetings