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PERFORMANCE MANAGEMENT SKILLS - Coggle Diagram
PERFORMANCE MANAGEMENT SKILLS
PERFORMANCE
REVIEW MEETINGS
These sessions should be seen as a work meeting with specific goal
System inauguration
Self-appraisal
Classical performance review
Developmental plan
Objective setting
The typical sequence of events for such a meeting
Explain the purpose of the meeting
Conduct self-appraisal
Share ratings and explain rationale
Discuss development
Ask employee to summarize
Discuss rewards
Hold follow-up meeting
Discuss approval and appeals process
Conduct final recap
What can supervisors do to prevent defensive responses?
Establish and maintain rapport
Be empathetic
Be open-minded
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
COACHING STYLES
Coaches can adopt an amiable style
Coaches have a preference for analyzing performance
Coaches can use a persuading style
Coaches can adopt a driving style
COACHING PROCESS
Step 3. Implement strategies
Step 4. Observe and Document
developmental behavior
Step 2. Identify developmental
resources and strategies
Step 1. Set developmental goals
Step 5. Give feedback
Observation and Documentation
of Developmental Behavior and Outcomes
The reasons for why is this so important
Minimize cognitive load
Create trust
Provide legal protection
Plan for the future
Constraints that managers might experience in attempting
Time constraints
Situational constraints
Activity constraints
Recommendations
Be specific
Use adjectives and adverb sparingly
Balance positives with negatives
Focus on job-related information
Be comprehensive
Standardize procedures
Describe observable behavior
Giving Feedback
Purposes of feedback
Develop competence
Enhance involvement
Helps build confidence
Suggestions to enhance feedback
Timeliness
Frequency
Specificity
Verifiability
Consistency
Privacy
Consequences
Description first, evaluation second
Performance continuum
Pattern identification
Confidence in the employee
Advise and idea generation
Praise
Avoid giving praise by referring to the absence of the negative
In giving praise, managers should take their time and act pleased
Praise should be about specific behaviors or results
Praise should be sincere and given only when it is deserve
Negative feedback
Playing "god"
Need for irrefutable and conclusive evidence
Negatives experiences in the past
Negative reactions and consequences
Disciplinary Process and Termination
Pitfall 3: Performance standard are "unrealistic" or "unfair"
Pitfall 4: Negative effective reactions
Pitfall 2: Failure to get the message through
Pitfall 5: Failure to consult HR
Pitfall 1: Acceptance of poor performance
Suggestions for the termination meeting
Be respectful
Get right to the point
Wish the employee well
Send the employee to HR
Have the employee leave immediately
Have the termination meeting at the end of the day
COACHING
Four principles
The employee is whole and unique
The coach is the facilitators of the employee's growth
The employee is the source and director of change
A good coaching relationship is essential
Functions of coaching
Giving advise to help employees improve their performance
Providing employees with guidance
Providing employees support and being there only when the manager is needed
Giving employees confidence
Helping employees gain greater competence by guiding them toward acquiriing
Coaches need to engage in the following
to turn feedback into results
Communicate effectively
Motivate employees
Establish development objectives
Document performance
Give feedback
Diagnose performance problem
Develop employees