PERFORMANCE MANAGEMENT SKILLS

Transcription

1 PERFORMANCE MANAGEMENT SKILLS

2 INTRODUCTION Managers need skills to guide employees in development of individual performance objectives Need skills to monitor and review performance Emphasis on coaching skills, ability to observe and document performance as well as undertaking effective reviews. Guiding principles for good coaching, coaching styles, and coaching processes Role that coaching plays in improving employee performance. Identify and analyse coaching techniques Compare and contrast performance coaching models Development of a coaching culture is critical for performance management to be effective and sustainable.

3 DEFINITION AND TECHNIQUES FOR COACHING Aguines (2013): Ongoing process in which the manager interacts with his/her employees and takes an active role and interest in their performance Armstrong(2015): Personal on the job approach to helping people to develop their skills and levels of competence A Coaching technique is therefore a skilful way of coaching. Coaching techniques are embedded in the four styles: The driver (drives process) The persuader (encourage employees) Amiable (friendly/amicable/pleasant manners) Analyser (help to analyse intended course of action)

4 PRINCIPLES FOR SUCCESSFUL COACHING Build rapport and trust: trusting and collaborative relationship Know that the employee is the director of change and not the supervisor or coach Coach only plays a facilitative role and help people to develop their own answers and action plans Coach must understand that the employee is a unique person who is shaped (not just by job related identities) but also by non job related identities Coach helps as a facilitator through listening carefully and asking high impact questions. How and what open ended questions. The coach s core function is to advise, guide and support the employee Identify what the employee is doing right in order to make the most of it so as to improve performance.

5 THE GROW MODEL OF COACHING GOAL Establish a specific goal on behavior that needs to be changed or improved Clarify performance expectations as part of the coaching goal Performance goal help to identify the performance level that the coachee needs to attain to reach the end goal A performance goal is within the control of the employee. Example: Performance goal: to increase production by 5% End goal: to become the market leader. Establish performance goals that will lead to the achievement of end goals. Goals must be SMART. It means: Specific Measurable Achieveable Realistic Time bound

6 THE GROW MODEL OF COACHING REALITY Clarifying the current situation or reality is a critical element of coaching The coachee is asked to describe his/her current reality OPTIONS The coach poses questions that help the coachee to explore several options for addressing the problem or achieving the goal. What else could you do? What if this or that constraint were removed? Would that change things? What are the advantages and disadvantages of each option? What factors or considerations will you use to weigh the options? What do you need to stop doing in order to achieve this goal? What obstacles stand in your way? WILL Get the coachee to commit to specific actions in order to move towards goal achievement Help the coachee to establish his will and boost his motivation. The coach should ask high impact questions such as: what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?

7 THE FUEL MODEL OF COACHING

8 COACHING PROCESS

9 DEVELOPING COACHING CULTURE Clutterbuck & Megginson (2005) in Armstrong (2015) define: Coaching Culture: as one where coaching is the predominant style of managing and working together and where commitment to improving the organisation is embedded in a parallel commitment to improving the people. This definition shows that the key words from the definition are: Coaching as a style of managing Working together Commitment to improving the organisation Commitment to improving the people.

10 OTHER KEY ELEMENTS OF A COACHING CULTURE Managers help employees improve by reinforcing good behaviour Managers give constructive and timely critique of employee s work Feedback expectations are created: either acknowledging good performance or setting up platform for improvement (with employee in the driving seat and manager only playing a facilitative role) Employees look forward to meeting their coaches as they immediately realise how their performance is improving through the coaching sessions. Managers also realise the impact of their coaching on employee behaviour and performance results. That way they naturally embrace coaching as an important part of their managing role. Managers believe that their employees can succeed and that their coaching efforts provide the opportunity to unleash hidden potential. Both managers and employees operate from the premise that coaching motivates and structures learning on the job.