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BAB 9 Performance Management Skills - Coggle Diagram
BAB 9 Performance Management Skills
COACHING
manager interacts with his or her employees and takes an active role and interest in their performance
directing, motivating, and rewarding
observing performance, complimenting good work, and helping to correct and improve any performance
pervasive organizational activity
Coahing theory
A good coaching relationship is essential.
imperative that the relationship between the coach and the employee be trusting and collaborative.
The employee is the source and director of change.
source of change and self-growth.
The employee is whole and unique.
understand that each employee is a unique individual with several job-related and job-unrelated identities
The coach is the facilitator of the employee’s growth.
Giving advice
Providing employees with guidance
Providing employees support
Giving employees confidence
Helping employees gain greater competence
HELP TURN FEEDBACK INTO RESULT
Document performance.
Give feedback.
Motivate employees.
Diagnose performance problems.
Communicate effectively.
Develop employees.
Establish development objectives.
COACHING STYLES
four main coaching styles
persuader
try to sell what they want the employee to do.
try to explain to the employee why it is beneficial for the organization as well as for the employee himself to talk to a customer in a specific way
amiable
want everyone to
be happy.
more subjective than objective and direct employees to talk to customers in a certain way because it “feels” like the right thing
driver
adopt a driving style in which they tell the employee being
coached what to do
provide guidance regarding how to deal with a customer.
analyzer
a logical and systematic way
follow rules and procedures
when providing a recommendation
A manager’s personality and behavioral preferences are more likely to influence his or her coaching style
3.COACHING PROCESS
Implement
Strategies
achieve the developmental goals.
Observe and Document
Developmental Behavior
collect and evaluate data to assess the extent to
which each of the developmental goals has been achieved
Identify Developmental
Resources and Strategies
help the employee achieve the developmental goals.
Give Feedback
based on the extent to which each of the goals has been
achieved, the developmental goals are revised, and the entire process begins again.
Set Developmental
Goals
component of the developmental plan
Observation and Documentation of Developmental
Behavior and Outcomes
Situational constraints.
Activity constraints.
Time constraints.
The importance of documenting an employee’s progress
Create trust.
Plan for the future.
Minimize cognitive load.
Provide legal protection.
Document performance
Balance positives with negatives.
Focus on job-related information.
Use adjectives and adverbs sparingly.
Be comprehensive.
Be specific.
Standardize procedures.
Describe observable behavior.
Giving Feedback
important purposes:
Helps build confidence.
Develops competence.
Enhances involvement.
providing feedback generally outweigh any disadvantages
progress toward achieving her goals is a
key component of the coaching process
enhance feedback
Frequency.
Specificity.
Timeliness.
Verifiability.
Consistency.
Privacy.
Consequences.
Description first, evaluation second.
Pattern identification.
Confidence in the employee.
Performance continuum.
Advice and idea generation.