Effective Coaching for Performance Management
Discussion Forum
Coaching is an important process in organizations. As explored in Chapter 9 of the textbook, there are various competencies associated with effective coaching. However, many individuals do not have the competencies to be an effective coach. In fact, researchers continue to debate about the necessary competencies needed for effective coaching.
Within your response this week, focus on the four guiding principles of successful coaching. Then, explain, in your own words, what techniques you would utilize to create a strong coaching relationship:
- How would you ensure the development of a good coaching relationship between yourself and your employee?
- How would you reinforce the employee’s role in his/her growth and advancement?
- How would you recognize the uniqueness of the employee?
- How would you describe your role as a facilitator during coaching?
In addition to the questions above, what competencies do you believe you need to further develop to be a better coach? Why?
Embed course material concepts, principles, and theories, which require supporting citations, along with two scholarly, peer-reviewed references in supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.
Be sure to support your statements with logic and argument, citing all sources referenced. Post your initial response early and check back often to continue the discussion. Be sure to respond to your peers’ posts as well.
Answer all questions posted by students and your professor. These post replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required.
Required
Chapter 9 in Performance Management
Employee performance management study uncovers the real business challenge: Brandon hall group’s latest performance management research shows that many employers view performance management through the lens of the performance review process. but performance evaluations are not a critical problem. they are a report on the outcomes of manager-employee performance development, not the driver of it
. (2020, Feb 27). PR Newswire.
Lucianetti, L., Battista, V., ∓ Koufteros, X. (2019).
Comprehensive performance measurement systems design and organizational effectiveness
. International Journal of Operations ∓ Production Management, 39(2), 326-356.
Chapter 9
Performance Management Leadership
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Overview
Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance Review Meetings
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Coaching: Definition
Collaborative ongoing process in which the manager interacts with his or her direct reports and takes an active role and interest in their performance
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Coaching: Definition
Involves:
Directing employee behavior
Motivating employee behavior
Rewarding employee behavior
Concerned with long-term performance
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Successful Coaching
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Actionable Functions, and Specific Behaviors of Coaching
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Coaching Styles
More assertive Less assertive
Task and fact oriented Driver Analyzer
People oriented Persuader Amiable
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Adaptive Coaches Use All Styles
According to Employee Needs
Sometimes providing direction
Sometimes persuading
Sometimes showing empathy
Sometimes paying close attention to rules and established procedures
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Coaching Process
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Establishing a Coaching Culture
What are the benefits for performance management of developing a coaching culture?
What is the difference between criticizing employee performance and coaching?
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Coaching Culture
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Company Spotlight
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Becton, Dickinson, and Company values a coaching culture as an integral part of a performance management by managers
Three key steps:
Corporate leaders model coaching as a way to improve performance
Leaders at all levels are coached, and expected to coach the development of others
Coaching and development is one of the key responsibilities and deliverables for all leaders
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Coaching Process:
Steps Covered in Chapter 8
Set developmental goals
Identify developmental activities and needed resources to implement developmental goals
Implement developmental activities
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Coaching Process:
Overview of Remaining Steps
Observe and document developmental behavior and results
Give feedback
Praise
Negative feedback
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Observe and Document Developmental Behavior and Results
Constraints:
Time
Situation
Activity
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Company Spotlight
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Hallmark is using training to help managers become performance management leaders
Used self-assessment, small group role-playing, and viewing video clips
Focused on gaining the trust of employees as well as their involvement and ownership in business outcomes
Follow-up resources were made available for managers to continue to improve their leadership competency
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Reasons to Document Performance
Minimize cognitive load
Create trust
Plan for the future
Provide legal protection
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Best-Practices for Documentation
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Giving Feedback
Main purposes:
Help build confidence
Develop competence
Enhances engagement
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To Be Effective, Feedback Should Be…
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Guidelines for Giving Praise
Be sincere—only give praise when it is deserved
Give praise about specific behaviors or results
Take your time
Be comfortable with act of praising
Emphasize the positive
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Giving Constructive Feedback
Managers often avoid giving negative feedback because they:
Anticipate negative reactions and consequences
Have had negative experiences in the past
Dislike of playing “God”
Like having irrefutable and conclusive evidence
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Constructive Feedback Is Most Useful When It…
Identifies warning signs and performance problem is still manageable
Clarifies unwanted behaviors and consequences
Focuses on behaviors that can be changed
Comes from a credible source
Is supported by hard data
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Generational Differences Regarding Feedback
Younger individuals think of time as open-ended
Have work goals that are future-oriented: knowledge acquisition, career planning, and the development of ability and skills
Older individuals think of time as limited
Have work goals that are present-oriented: regulating their emotions to be positive and the pursuit of positive social relationships at work
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Giving Feedback to Different Generations
Think of feedback you have received or given. How might that message be adapted for different generations?
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Generational Differences Regarding Feedback
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Individual Differences
Regarding Feedback
Feedback-Seeking Behavior
Extent to which they proactively ask peers, supervisors, and others for feedback, and also, in the extent to which they proactively monitor their own performance themselves
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Disciplinary Process and Termination
Formal disciplinary process involves
Verbal warning
Written warning
… which may lead to termination
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Disciplinary Process and Termination (continued)
Optional step prior to formal disciplinary process:
Decision-making leave
A decision-making leave is a “day of contemplation” that is paid and allows the employee to stay home and decide whether working in this organization is what he or she really wants to do.
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Acceptance of poor performance
Suggestion: Do not ignore the problem, address it immediately
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Disciplinary Process and Termination: Pitfall #1
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Failure to get the message through
Suggestion: Be specific about the performance problem and the consequences of not addressing it effectively
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Disciplinary Process and Termination: Pitfall #2
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Performance standards are “unrealistic” or “unfair”
Suggestion: Remind employees of the fairness of the performance standard and provide documentation of the poor performance
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Disciplinary Process and Termination: Pitfall #3
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Negative affective reactions
Suggestion: Do not let emotional reactions derail you from your missions of describing the nature of the problem, what needs to be done, and the consequences of not doing so
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Disciplinary Process and Termination: Pitfall #4
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Failure to consult Human Resources
Suggestion: Consult with Human Resources regarding legal requirement prior to termination
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Disciplinary Process and Termination: Pitfall #5
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Disciplinary Process and Termination: Meeting
Suggestions for termination meeting:
Be respectful
Get right to the point
Let the employee grieve
Wish the employee well
Send the employee to HR
Have the employee leave immediately
Have the termination meeting at the end of the day
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Supervisory Roles in Managing Performance
Judge
Evaluate performance
Allocate rewards
Coach
Help employee solve performance problems
Identify performance weaknesses
Design developmental plans
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Performance Review Formal Meetings
Possible types of formal meetings:
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Developmental Plan
Objective Setting
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Steps to Take Before Meeting
Give at least two weeks notice
Block sufficient time
Arrange to meet in a private location without interruptions
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Merged Performance Review Meeting Components
Explanation of meeting purpose
Employee self-appraisal
Supervisor and employee share rating and rationale
Developmental discussion
Employee summary
Rewards discussion
Schedule follow-up meeting
Approval and appeals process discussion
Final recap
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Possible Defensive Behaviors of Employees
Fight response
Blaming others
Staring at supervisor
Raising voice
Other aggressive responses
Flight response
Looking/turning away
Speaking softly
Continually changing the subject
Quickly agreeing without basis
Other passive responses
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Prevent/Reduce Defensive Behaviors
Establish and maintain rapport
Be empathetic
Be open-minded
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
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When Defensiveness Is Unavoidable
Recognize it
Allow its expression
Accept employee’s feelings
Ask for additional information and clarification (if appropriate)
If situation becomes intolerable:
Reschedule the meeting for a later time
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Coaching “Difficult” Employees
Why might employees become defensive during performance review meetings?
What are pitfalls to avoid when dealing with defensive employees?
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Overcoming Defensiveness
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Quick Review
Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance Review Meetings
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