Performance Management
Skills:
Overview
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Coaching
Coaching Styles
Coaching Process
Performance Review Meetings
Coaching: Definition (1)
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Helping relationship
Manager
• Interacts with employee and
• Takes active role and interest in
performance
Coaching: Definition (2)
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Collaborative ongoing process
• Directing employee behavior
• Motivating employee behavior
• Rewarding employee behavior
• Concern with long-term
performance
Understanding Successful Coaching
Guiding Principles (1)
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A good coaching relationship
is essential:
• Trusting and collaborative
• Willing to listen in order to
understand
• Looking for positive aspects of
the employee
• Understanding that coaching is
done with the employee, not
to the employee
Understanding Successful Coaching
Guiding Principles (2)
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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
Major Coaching Functions:
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Give advice
Provide guidance
Provide support
Give confidence
Promote greater competence
Key Coaching Behaviors
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Establish developmental
objectives
Communicate effectively
Motivate employees
Document performance
Give feedback
Diagnose performance
problems
Develop employees
The Good Coach Questionnaire
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Do you listen to your
employees?
Do you understand the individual
needs of your employees?
Do you encourage employees to
express their feelings openly?
Do you provide your employees
with tangible and intangible
support for development?
Do your employees know your
expectations about their
performance?
(continued on next slide)
The Good Coach Questionnaire
(continued)
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Do you encourage open and honest
discussions and problem solving?
Do you help your employees create
action plans that will
Solve problems?
 Create changes?
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Do you help your employees
explore potential areas of growth
and development?
Coaching Styles
Task & Fact
oriented
People
oriented
More
assertive
Less
assertive
Driver
Analyzer
Persuader
Amiable
Adaptive coaches use all styles
according to employee needs:
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Sometimes providing direction
Sometimes persuading
Sometimes showing empathy
Sometimes paying close
attention to rules and established
procedures
Coaching Process
Set
Developmenta
l Goals
Identify
Developmental
Resources &
Strategies
Implement
Strategies
Give Feedback
Observe and
Document
Developmental
Behavior
Coaching Process:
Steps covered in Chapter 8
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Set Developmental Goals
Identify Resources and
Strategies Needed to
Implement Developmental
Goals
Implement Developmental
Goals
Coaching Process:
Overview of remaining steps
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Observe and Document
Developmental Behavior and
Outcomes
Give Feedback
• Praise
• Negative Feedback
Observe and Document Developmental
Behavior and Outcomes
Constraints:
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Time
Situation
Activity
Organizational Activities
to improve documentation of
performance
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Good communication plan to get
manager buy-in
Training programs
• Rater error training
• Frame-of-reference training
• Behavioral observation training
• Self-leadership training
Reasons to document performance
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Minimize cognitive load
Create trust
Plan for the future
Provide legal protection
Recommendations for
Documentation
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Be specific
Use adjectives and adverbs
sparingly
Balance positives with negatives
Focus on job-related information
Be comprehensive
Standardize procedures
Describe observable behavior
Giving Feedback
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Main purposes:
• Help build confidence
• Develop competence
• Enhance involvement
• Improve future performance
Potential costs of failing to provide
feedback:
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Employees are deprived of
chance to improve their own
performance
Chronic poor performance
Employees have inaccurate
perceptions of how their
performance is regarded by
others
To be effective, feedback should:
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Be timely
Be frequent
Be specific
Be verifiable
Be consistent (over time and
across employees)
Be given privately
Provide context and consequences
(continued next slide)
To be effective, feedback should:
(continued)
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Provide description first, evaluation
second
Cover the continuum of performance
Identify patterns
Demonstrate confidence in employee
Allow for both
• Supervisor’s advice and
• Idea generation by both
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Employee
Supervisor
Guidelines for Giving Praise
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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
Giving Negative Feedback
Managers avoid giving negative
feedback due to:
 Negative reactions and
consequences
 Negative experiences in the past
 Playing “god”
 Need for irrefutable and
conclusive evidence
Negative feedback is most useful when
it:
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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
Feedback Sessions should always
answer: (1)
 How is your job going?
 Do you have what you need
to do your job?
 Are you adequately trained?
 Do you have the skills and
tools you need to do your
job?
Feedback Sessions should always
answer: (2)
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What can be done to improve?
• Job
• Product
• Services
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How can you better serve your
customers?
• Internal
• External
Supervisory roles in managing
performance
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Judge
• Evaluate performance
• Allocate rewards
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Coach
• Help employee solve performance
problems
• Identify performance weaknesses
• Design developmental plans
Performance Review Formal Meetings
Possible types of formal
meetings:
1.
2.
3.
4.
5.
6.
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Developmental Plan
Objective Setting
Steps to take before meeting:
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Give at least 2 weeks notice
Block sufficient time
Arrange to meet in a private
location without interruptions
Merged Performance Review Meeting
Components
1.
2.
3.
4.
5.
6.
7.
8.
9.
Explanation of meeting purpose
Employee self-appraisal
Supervisor & employee share rating
and rationale
Developmental discussion
Employee summary
Rewards discussion
Follow-up meeting arrangement
Approval and appeals process
discussion
Final recap
Possible defensive behaviors of
employees
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Fight response
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•
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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
To prevent/reduce defensive
behaviors
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Establish and maintain rapport
Be empathetic
Observe verbal and nonverbal
cues
Minimize threats
Encourage participation
When defensiveness is
unavoidable:
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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
Quick Review
Coaching
 Coaching Styles
 Coaching Process
 Performance Review
Meetings
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