coaching 1

1. Coaching and performancemanagement-1

2. Coaching Coaching is defined as a process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partners in working toward organizational goals and effectiveness. This is done by performing two distinct activities: (1) coaching analysis, which involves analyzing performance and the conditions under which it occurs (2) coaching discussions, or face-to-face communication between employee and supervisor both to solve problems and to enable the employee to maintain and improve effective performance.

3. Coaching (cont.) Coaching is a process of guiding an employee from one level of competency to another. Employees who engage in coaching are more likely to improve their self-confidence and grow in their ability to: • communicate effectively. • work constructively with others. • meet commitments and take responsibility for their actions. • set goals and take action to achieve them.

4. Benefits of Coaching in Organizations: • Empowers individuals and encourages them to take responsibility • Increases employee and staff engagement • Improves individual performance • Helps identify and develop high potential employees • Helps identify both organizational and individual strengths and development opportunities • Helps to motivate and empower individuals to excel • Demonstrates organizational commitment to human resource development

5. HRD professional’s role in coaching • HRD professionals can help managers and supervisors become effective coaches by providing training in the coaching process and ensuring that the coaches have the interpersonal skills needed to be effective. • HRD professionals can also help management create a climate that encourages coaching through the use of organizational development (OD) techniques • For example, a performance problem may be caused by an inadequate reward system, and thus should be resolved by revising the compensation system. Similarly, if a manager discovers the same skill deficiency in all employees, the recruiting or selection system may need to be changed, rather than relying on training to ensure that new employees can perform a job. If an information or production system contributes to or causes problems, such as poorly maintained or outdated equipment or erroneous reports, correcting these systems should ultimately lead to improved performance

6. Performance management Performance management is an essential tool that helps employees to realize their full potential, while helping management and HR to get the most out of the workforce. Performance management is a set of processes and systems aimed at developing an employee so they perform their job to the best of their ability. It is about measuring, managing, and improving the contribution of the individual to the organization Performance management is a series of activities designed to ensure that the organization gets the performance it needs from its employees

7. Objectives of the Performance Management • It enables the employee to achieve the work performance of set standards • It helps to identify the skills and knowledge required to perform a job efficiently. • It is a very important factor to motivate employees and boost employee empowerment

8. Differences between performance management and performance appraisal Performance management, on the other hand, focuses on expending time and resources on employees for the growth of the company whereas performance appraisal evaluates previous performances and effectively communicates how an employee has worked in a current task. It does not provide a strategy for future growth. Performance management ensures that the employee has accomplished the set goals or not. It also guides them with blockers on the way whereas performance appraisal only evaluates employee’s performance objectively for the year and gives final feedback.

9. Performance management (cont.) Performance Management Process starts by identifying the goals an organisation should accomplish. Managers then identify how they and their employees can support these objectives by successfully completing work

10. Coaching to improve poor performance There are many reasons for poor performance. It is a manager’s job to confront and deal with poor performance and to create conditions that minimize the chances it will occur again. Coaching is one way to do this. In this section, we address three issues: (1) the definition of poor performance (2) how coaching analysis can be conducted to determine the cause of performance problems or issues (3) how the coaching discussion can be used to improve performance.

11. Defining poor performance “Specific, agreed-upon deviations from expected behavior” This definition makes two important points. • First, to be considered poor, the extent of a deviation from a performance standard must be specifically defined. If absolutely no deviation will be tolerated, then this must be stated. If some deviation will be tolerated (e.g., two absences per quarter), then this amount must be made clear. • Second, both the evaluator and the performer should agree to the amount of deviation that constitutes poor performance. The performer must be made aware of what the standard is and understand that it will be used to evaluate performance.

12. Four types of deviant workplace behavior 1. Production deviance (e.g., leaving early, intentionally working slowly) 2. Property deviance (e.g., sabotaging equipment, lying about hours worked) 3. Political deviance (e.g., showing favouritism, blaming or gossiping about co-workers) 4. Personal aggression (e.g., sexual harassment, verbal abuse, endangering or stealing from co-workers)

13. Responding to poor performance Once a supervisor determines that poor performance has occurred, he or she must diagnose the cause of the deviation and select an appropriate response. One way to do this is to conduct a coaching (or performance) analysis. Before we describe coaching analysis, two issues need to be discussed that affect how one is conducted: • Poor performance may have multiple causes • The process of causal attribution may affect what the supervisor considers an appropriate response