Download - Performance Management Skills: Overview
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Performance Management Performance Management Skills:Skills:
OverviewOverview CoachingCoaching Coaching StylesCoaching Styles Coaching ProcessCoaching Process Performance Review Performance Review
MeetingsMeetings
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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
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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
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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
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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
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Major Coaching Functions:Major Coaching Functions:
Give adviceGive advice Provide guidanceProvide guidance Provide supportProvide support Give confidenceGive confidence Promote greater competencePromote greater competence
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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
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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)
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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?
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Coaching StylesCoaching Styles
More More assertiveassertive
Less Less assertiveassertive
Task & Fact Task & Fact orientedoriented DriverDriver AnalyzerAnalyzer
People People orientedoriented PersuaderPersuader AmiableAmiable
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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
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Set Developmenta
l Goals
Identify Developmental Resources &
Strategies
Implement Strategies
Observe and Document
Developmental Behavior
Give Feedback
Coaching ProcessCoaching Process
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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
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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
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Observe and Document Developmental Observe and Document Developmental Behavior and OutcomesBehavior and Outcomes
Constraints:Constraints: TimeTime SituationSituation ActivityActivity
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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
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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
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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
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Giving FeedbackGiving Feedback
Main purposes:Main purposes:• Help build confidenceHelp build confidence• Develop competenceDevelop competence• Enhance involvementEnhance involvement• Improve future performanceImprove future performance
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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
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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
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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
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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
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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
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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
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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?
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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
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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
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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
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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
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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
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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
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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
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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
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Quick ReviewQuick Review
CoachingCoaching Coaching StylesCoaching Styles Coaching ProcessCoaching Process Performance Review Performance Review
MeetingsMeetings