Chapter 9- Performance Management Skills

Understanding Successful Coaching The Guiding Principles - 1

1) A good Coaching Relationship is Essential 2) The Employee is the Source and Director of change 3) The Employee is Whole and Unique 4) The Coach is the Facilitator of the Employee's growth

Identify behaviors that managers need to display to perform the various coaching functions. (EDO.CE.ME.DP.GF.DPP.DE.)

1) Establish Developmental Objectives 2) Communicate Effectively 3) Motivate Employees 4) Document Performance 5) Give Feedback 6) Diagnose Performance Problems 7) Develop Employees

The Major functions of Coaching (GA.PG.PS.GC.PGC.)

1) Giving Advice 2) Providing Guidance 3) Providing Support 4) Giving Confidence 5) Promoting Greater Competence

Explain why people / managers do not feel comfortable giving negative feedback on performance and what could be the consequences of such behavior:

1) Negative reactions and consequences 2) Negative experiences in the past 3) Playing 'god' 4) Need for irrefutable and conclusive evidence

Propose a solution to minimize the impact of constraints present when observing and documenting performance - 1.

1. A good solution may be a good communication plan to explain the benefits of implementing a developmental plan effectively. This helps the manager to accept the plan.

1. Fight Response

1. Blaming others 2. Staring at supervisor 3. Raising voice 4. Other aggressive responses

The required Coaching Skills

1. Desire to Lead people 2. Excellent Communicating Skills 3. Planning 4. Monitoring 5. Rating 6. Developing & 7. Rewarding Employees

3. Personality Traits & Coaching Styles: (DPAA)

1. Drivers 2. Persuaders 3. Amiable or Friendly 4. Analyzers

To Prevent/Reduce Defensive Behaviors

1. Establish and Maintain Rapport 2. Be Empathetic 3. Observe Verbal and Nonverbal Cues 4. Minimize Threats 5. Encourage Participation

Judge (EP, AR)

1. Evaluate Performance 2. Allocate Rewards

Merged Performance Review Meeting Components

1. Explanation of meeting purpose 2. Employee self-appraisal 3. Supervisor and employee share rating and rationale 4. Developmental discussion 5. Employee summary 6. Rewards discussion 7. Follow-up meeting arrangement 8. Approval and appeals process discussion 9. Final recap

Possible Defensive Behaviors of Employees

1. Flight Response 2. Flight Response

Steps to Take Before Meeting

1. Give at least two weeks notice 2. Block sufficient time 3. Arrange to meet in a private location without interruptions

Coach

1. Help employee Solve Performance Problems 2. Identify Performance Weaknesses 3. Design Developmental Plans

Supervisory Roles in Managing Performance

1. Judge 2. Coach

Excellent Communicating Skills:

1. Listening 2. Oral 3. Writing 4. Speaking

2. Flight Response

1. Looking/turning away 2. Speaking softly 3. Changing the subject 4. Quickly agreeing without basis 5. Other passive responses

6. Describe the Coaching Process and its Components- The Components of the Coaching Process are: (SDG.IRS.IS.ODDB.GF)

1. Setting Developmental Goals 2. Identifying the Resources and Strategies 3. Implementing Strategies 4. Observe and Document Developmental Behavior 5. Giving Feedback

Performance Review Formal Meetings- Possible types of formal meetings:

1. System Inauguration 2. Self-Appraisal 3. Classical Performance Review 4. Merit/Salary Review 5. Developmental Plan 6. Objective Setting

Describe the Benefits of accurate documentation of an employee's developmental activities and performance: The Benefits:

1. The activities prevents memory-related errors. 2. Creates trust and acceptance of decisions based on the evaluations given. 3. Facilitates better planning towards future developmental activities 4. Provides a good line of defence in case of litigation based on discrimination or wrongful dismissal

Propose a solution - 2.

2. It is recommended that they should be trained to prevent things such as rater errors.

Propose a solution - 3. Rater Errors:

A. Share ideas of what it means to complete developmental activities successfully, this refers to (that is, frame of reference training), B. Observe performance accurately, that is, behavioral observance training C. Are confident and comfortable in managing these activities, that is, self-leadership training. D. It is important to understand what drives the managers to invest time and effort on the development of their employees, or, are the activities appropriately supervised.

C. Amiable or Friendly

Adopt an friendly style in which the employee does what feels right or is the right way to perform task

4) Giving Confidence

Allowing the Employee to know what they are capable of

D. Analyzers

Analyze and prefer to follow Procedures and Rules in their recommendations of how to perform.

2. Identifying the Resources and Strategies

Are needed to achieve developmental goals that is, resources that will help employees achieve developmental goals, for example, training on the job, attending courses & mentoring

(Acc Doc.) d) Provide legal protection: 1. Special laws prohibit discrimination against any classified group; for example, sex or religion, in how developmental activities are allocated. Manager's cannot provide male employees with better developmental opportunities than their female counterparts.

Benefits: 4. Provides a good line of defence in case of litigation based on discrimination or wrongful dismissal

Accurate Documentation: a. Minimize Cognitive Load: Examining and evaluating developmental activities and performance in general is a complex cognitive job, the activities are documented

Benefits: 1. The activities prevents memory-related errors.

(Acc Doc.) b. Create trust When there is backup documentation to support evaluations the outcomes are a clear

Benefits: 2. Creates trust and acceptance of decisions based on the evaluations given.

(Acc Doc.) c) Plan for the future: Documenting developmental activities and their outcomes allows for discussions concerning specific facts instead of assumptions and rumors. Being able to carefully examine the facts

Benefits: 3. Facilitates better planning towards future developmental activities

(Acc Doc.) d) Provide legal protection: 2. There are other court rulings that make it possible for employees to challenge a dismissal; hence keeping accurate records of the developmental records completed by employees, as well as their level of success and general performance

Benefits: 4. Provides a good line of defence in case of litigation based on discrimination or wrongful dismissal

1) Giving Advice

By Telling them what is Expected regarding Performance and How to Perform Well

4. Observe and Document Developmental Behavior

Checking progress by collecting and evaluating data to assess the extent to which each developmental goal has been achieved.

b. Develops Competence

Clear Communication on the Correct Performance is valuable and useful information in helping the employee to be more competent and also improve their performance, it also prevents future mistakes because what is expected is understood.

1) A good coaching Relationship is Essential

Coaches are- a. Trusting and Collaborative b. Willing to Listen in order to understand c. Looking for Positive aspects of the Employee d. Understanding that Coaching is done With the Employee, not To the Employee

Question: Explain the Connection if any between a Manager's Personality and Behavioral Preferences; and his or her Coaching Style.

Dissect Question- 1. Is there a connection? 2. What are the Personality Traits in relation to Behaviors? 3. Coaching Style?

5) Promoting Greater Competence by

Focusing on Performance Development

2. How many categories:

Four (4) Categories

7. Description of the Coaching Process: 1. Setting Developmental Goals

Is a key component of the development plan. The Goals must be Reasonable, Attainable and is Obtained from a careful Analysis of the Areas in which an Employee Needs Improvement

Coaching: Definition - 2

It is a Collaborative Ongoing Process in which the Manager: (DMRC) Directs the employee behavior Motivates the employee behavior Rewards the employee behavior & is Concerned with long-term performance

Coaching: Definition- 1

It is a Helping Relationship- A. Manager who Interacts with the Employee and Takes active role and interest in their Performance

Situation

Managers are often unable to observe employees as they participate in developmental activities and therefore may not have immediate knowledge about their performance; that is, their participation in an online course.

3) Playing 'god'

Managers may be reluctant to play the role of 'all knowing judgmental god'. They may feel that giving negative feedback puts them in that position.

2) Negative experiences in the past

Managers may be reminded about past experiences of negative feedback in their own careers, reminding them of hurt. Receiving negative feedback can be painful and upsetting and managers may not want to put their employees in that position.

Time

Managers may be too busy to compile and document information about an employee's progress regarding developmental Goals. The lapse of time between assignments of activity and progress check of employee may be too much.

a. Helps to Build Confidence

Praising Good Performance Builds Employee Confidence as it relates to future performance. It also conveys that the manager cares.

5. Giving Feedback

Providing information to the employee that will help him adjust his current developmental goals and guide his future plans and the entire process begins again

c. Enhances involvement

Receiving feedback and discussing performance issues help employees understand their roles in the unit and organization as a whole

What to do 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

2) Providing Guidance

So they know how to improve their performance.

A. Drivers

Some mangers prefer telling employees what they must do

Describe how a disciplinary process and termination meeting should be conducted if an employee does not overcome performance problems over time. Disciplinary Process and Termination:

Suggestions for the termination meeting: 1. Be respectful 2. Get right to the point 3. Wish the employee well 4. Send the employee to HR 5. Have the employee leave immediately 6. Have the termination meeting at the end of the day

4) The coach is the facilitator of the Employee's Growth

The Coach Directs the Process and helps with the Content; for example, of a developmental plan; but Not Take Control of these Issues.

3) The Employee is Whole and Unique

The Coach must understand that each employee is a Unique Individual with several Job-related and job-Unrelated Identities (e.g. computer network specialist, mother, surfer) and a unique personal history.

2) The Employee is the Source and Director of Change

The Coach must understand that the Employee is the Source of Change and Self Growth.

1) Negative reactions and consequences

They fear negative reactions from employees, which may lead to defensiveness and anger at information received. The managers also fear that friendships and relationship will be ruined and engender mistrust and annoyance at them.

4) Need for irrefutable and conclusive evidence

They may not want to provide negative feedback until after they have been able to gather indisputable and conclusive evidence about a performance problem. Because of the weight of this task, managers skip giving negative feedback.

3. Implementing Strategies

This will allow the employee to achieve developmental goals e.g. enrolling employee in online course

B. Persuaders

Use methods of persuasion to sell what they want the employee to do

Activity

When the developmental activity is 'highly unstructured', for example, reading a book, the manager may have to wait to assess whether the material was beneficial to the employee

3) Providing Support

Without being Controlling

1. Is there a connection

Yes, there is a connection between them

Explain the Purposes served by Feedback on Performance regarding the Achievement of Developmental Goals and Performance in general.

a. Help to Build Confidence b. Develop Competence c. Enhance involvement

The Possible Consequences of Failing to Provide Feedback:

• 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

Mangers need these necessary skills to help Employees accomplish the goals:

• The ability to serve as a coach • To observe and document performance accurately • To give both positive and negative feedback • To carry out useful and constructive performance review discussions.

List & Explain the Time, Situational, and activity constraints involved in observing and documenting an employee's progress toward the achievement of developmental goals and good performance in general.

• Time • Situation • Activity