GEORGIA BANKERS ASSOCIATION. Georgia Banking School

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Susanna Long
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1 GEORGIA BANKERS ASSOCIATION Georgia Banking School

2 Employee Development Coaching and Counseling Facilitator: Staci Parker, PHR 2

3 Staci Parker, PHR 4/25/2017 3

4 Course Objectives To provide you with an understanding of the manager s role in developing, coaching and counseling employees To introduce the skills and processes necessary for effectively developing employees in their current role and preparing them for future roles To clearly define the differences between coaching and counseling team members To provide you with useful tools to enhance your development, coaching and counseling efforts to ensure maximum opportunity of success 4/25/2017 4

5 Define manage verb (used with object), managed, managing. to bring about or succeed in accomplishing, sometimes despite difficulty or hardship to take charge or care of to dominate or influence (a person) by tact, flattery, or artifice to handle, direct, govern, or control in action or use verb (used without object), managed, managing. to conduct business, commercial affairs, etc.; be in charge to continue to function, progress, or succeed, usually despite hardship or difficulty; get along 4/25/2017 5

6 Have you ever been mismanaged? What effect did it have on your productivity and the quality of your work? How did it effect you on a personal level (energy, home life, etc)? What did you do about it? 4/25/2017 6

7 People, no process = friend, employees like the manager but very little gets accomplished Process, no people = things get done, difficult environment, high turnover People and process = success and achievement 4/25/2017 7

8 Employee and Team Development 4/25/2017 8

9 Development defined Encouraging employees to acquire new or advanced skills, knowledge, and view points, by providing learning and training facilities, and avenues where such new ideas can be applied. Improving employee competencies and skills over the long term through a variety of methods such as mentoring, coaching and succession planning. SHRM 4/25/2017 9

10 Why do we develop employees? Increased engagement and morale According to a 2005 Gallup poll, engaged employees generate 33% higher profits, operate at 50% higher productivity, and score 56% higher in customer loyalty. The stock price of companies with high morale (70%+ higher average employee satisfaction) outperformed stock of other companies by 2.5 to 1 ~ Siroto Consulting Study, 2004 Reduced turnover 50% of work satisfaction is determined by the relationship a worker has with his/her immediate boss ~Saratoga Institute A 2012 Gallup poll finds that organizations scoring in the top 25% in employee engagement saw 25% less turnover than organizations who scored in the bottom quartile for employee engagement. Effective Talent Management Regular employee development conversations will help you identify opportunities for employees and help you evaluate employee skills and weaknesses. Succession Planning Identifying the career and personal goals of your employees will help you identify a succession plan for you and others. 4/25/

11 Understanding Humans Behaviors Motivation and engagement Work and learning preferences 4/25/

12 Behavior Emotion, personality, motivation, values What part of the iceberg sunk the Titanic? 4/25/

13 Vroom s Expectancy Theory 4/25/2017 Valence x Expectancy x Instrumentality = Motivation 13

14 Employee development needs are broad Personal Versus Professional/Work and Life Balance Beliefs and Attitude Relationship Skills Work Skills/Knowledge/ On the Job Development Time and Project Management Power and Authority/ Making difficult decisions 4/25/

15 Understanding development needs Identify the skills needed in the current role Review job description, company and individual goals, assess for skill gaps Identify the skills needed for advancement Consider future potential of the individual, their career aspirations, your experience and feedback Identify various ways to introduce new skills as well as ways to help the individual apply newly learned skills Explore options including training, mentorship, job shadowing, stretch assignments, etc. Get creative! 4/25/

16 70/20/10 model Image courtesy of: 4/25/

17 Course work and Reading Learning from Others Job Experience Existing training through company Outside webinars or seminars Job shadowing Participation in leadership meetings, project teams, internal committees Mentoring Opportunity to cross-train in a new role, fill in for an absentee employee Books specific to need OJT Exposure to senior managers Articles specific to need Train others, position as local SME Training offered through GBA, ABA or other vendors Stretch assignments: o Work within a new group o Present information to management teams 4/25/ o Coordinate activities for department and be responsible for success

18 4/25/

19 The importance of high expectations Leaders must believe in themselves and their employees. Most Team members will never rise higher than the level expected of them by their leaders. High performers have high expectations. Goals should be both ambitious AND realistic. Goals set too high can cause employees to give up. Pride comes from achieving goals. 4/25/

of the individual? Identify 1 potential way to develop the employee.

20 Team Work! In groups, you will be assigned an employee profile. You will work as a group to determine the following: What is the need of the individual? Identify 1 potential way to develop the employee. In what ways will this help the employee and the organization? 4/25/

21 Tools for Assessing and Developing your team Retention & Risk Assessment Tasks, Functions and Assignments 4/25/

22 Retention and Risk assessment Team Member Role Risk level High, med, low? Georgia Teammember Commercial Lender I Medium displays frustration with change, lack of career opportunities Areas of importance Comp, exposure, development? Development and exposure to executive management Action Plan (high level) Will coordinate opportunities to participate in exec activities outside of market, possible mentorship, additional responsibility to develop leadership skills Manager/Leader responsible? Jay Manager Time frame and due date Initial conversations to occur by January, mentor assignment and addt l responsibilities to be determined by end of Q1 4/25/

23 Tasks, Functions, and Assignments for Employee Development Task/Function/Assignment Opportunity Task owner Employee identified Development Opportunity owner (At a high level, describe the task/function/assignment.) (What s in it for the employee? What will they learn? How will it benefit their development?) (Who is currently completing or responsible for this task/function?) (Whose development plan will this T/F/A benefit?) (Who will facilitate this assignment and who will hold the employee accountable for contribution?) 4/25/

24 Employee Coaching Coaching is a process that takes people from where they are to where they want to go in a way that they couldn t accomplish on their own. ~ Growingcoaches.com 4/25/

25 Types of coaching Developmental Performance Informal Formal 4/25/

for the root cause of any objections Body language

26 The Coaching Dialogue 80/20 rule Planning is key Primarily positive Question rather than solve Look for the root cause of any objections Body language and communication Follow up and follow through 4/25/

27 Coaching is a continuous process, not a one-time event or when things go wrong. Great coaches know how to build on success for continued improvement of the individual and the team. 4/25/

28 Coaching to different performance levels Superstars Regular stars Falling stars 4/25/

29 Superstars Praise them but don t embarrass them. Celebrate their successes. Spend time with them. Delegate to them. Have them fill in for you. Involve them. Train them for additional responsibilities. Stretch them. Promote them. 4/25/

30 Regular stars Build their confidence Give frequent feedback Create a resource library Teach them how to set goals Catch them doing good things Hook them up with a Super Star 4/25/

31 Falling stars Clearly define the performance issues. Believe in them but don t let them abuse your trust. Maintain clear boundaries. Your goal is not friendship. Maintain your standards. Use well-understood performance evaluations steps. Communicate regularly. Catch them doing things right. Document. Document. Document 4/25/

32 Performance Coaching when performance isn t meeting expectations The goal of coaching up is to improve employee performance to acceptable levels or develop a new skill set Designed to give the employee a second chance to improve Requires commitment from the employee and the manager Only works if all involved are committed to the end goal If coaching sessions have not been documented previously, begin documenting regularly

33 Understanding what to Coach when performance is suffering Performer Needs To: Manager Can Provide: Result Is: Know What To Do Be Able to Do It Desire to Do It Direction / Expectations (Planning Performance) Training, Resources, & Support (Managing Performance) Motivate through feedback and open conversation (Recognizing Performance) Focus Competence Commitment

34 Skill and Will Where are your employees shaking out? Skill Low High High Skill / Low Will (Can do / Won t do) Low Skill / Low Will (Can t do / Won t Do) High Skill / High Will (Can do / Will do) Low Skill / High Will (Can t do / Will do) Low Will High 4/25/

35 The coaching conversation Directive or Performance related Issues related to Will : Issues related to Skill : Identify why the employee is demotivated Create a positive vision of the future Help the employee to focus on specific goals Give positive feedback Gain agreement there s a need to improve skills Set achievable goals Link the employee s skill building to motivational needs 4/25/

36 Tips for Coaching behavior change Know why Collect data Be behavioral Focus on the future more than the past Start small, keep going Follow up 4/25/

37 Best practices for coaching Keep records. Repeat training as necessary. Build trust within the team. Show team members how to support one another. Build in rewards for team members who take initiative to help others improve. Avoid the it s not my problem attitude. Condemn problem behavior, not the individual 4/25/

38 What does coaching documentation look like? Formal or informal Memo style Planner style Specific to organization check with your HR partner on guidelines and available tools 4/25/

39 Counseling 4/25/

40 What is the difference between coaching and counseling? 4/25/

41 Counseling Consequences are introduced The goal of counseling is to immediately correct behavior or poor performance, or to exit the employee from the company In some cases, progressive counseling may lead to an employee s resignation Requires commitment from management, including senior management, and HR Requires guidance in employment law areas and proper documentation

42 Let s talk counseling What do we counsel? Why do we counsel? When do you counsel? What factors do we consider before engaging in disciplinary action? 4/25/

43 Counseling and disciplinary action best practices Investigate and validate before taking action Involve HR as appropriate Our 80/20 ratio changes Document with signatures 4/25/

44 Progressive Disciplinary Action Documented verbal Written Warnings (1 st and 2 nd ) Final Warnings Performance Improvement Plans Termination 4/25/

45 Pop quiz, hot shots What are an HR person s 3 favorite words? Document Document DOCUMENT! 4/25/

46 Why is it important to document coaching and counseling events? In case the story changes later To create a record of the history of non-performance To protect the bank and yourself in the event of a lawsuit 4/25/

47 Elements of good documentation Dates Specifics problem, policy, procedure, etc. Expectations Consequences 4/25/

48 Documentation Basics Dates relevant to current issue or situation as well as previous coaching or counseling sessions Facts specific and well founded. Do not assume or document hearsay Specific wording state exactly what happened including reference to existing policy or why the history of non-performance has led to counseling Expectations notate what the team member is expected to do going forward Consequences clearly define what will happen if expectations are not met, include termination verbiage Assume your document will end up in court Keep your description narrow in interpretation, but leave future action wide to allow room for you to take appropriate action and next steps. 4/25/

49 Failure to provide immediate and sustained improvement will result in further disciplinary action up to and including termination. 4/25/

50 If you don t want to see it on the front page of the AJC don t want it read out loud to a jury would be embarrassed if your mother knew that you wrote it DON T PUT IT IN PRINT!! 4/25/

51 The Counseling Conversation Open the conversation but set the appropriate tone Explain the situation or reason for the counseling session Describe the impact on the individual, team and company. Criticize the behavior, or the outcome, not the individual. Allow the team member to respond. Use active listening. Do not fight back to attacks. Don t allow interaction to wander to other issues. Stay on track. Work on one issue at a time. 4/25/

52 The Counseling Conversation continued State the future expectations and consequences if expectations are not met Get a commitment from the team member about a course of action with a timeline and measurement of progress. Make sure you answer and agree on the now what question. Discuss consequences of performance - both positive and negative. Obtain the team member s signature on the counseling document Thank the team member for their cooperation. Offer encouragement.

53 Beware the emotional response 4/25/

54 After the counseling session Document interaction as per company policy with course of action and timeline. Monitor team member progress as per the plan. Find ways to reward positive movement. Catch the employee doing things right. Try not to give up or expect failure. Do not delay in advancing action if expectations are not met or if poor behavior continues.

55 Remember You cannot push anyone up a ladder unless he or she is willing to climb it. Results occur when you Inspect what you Expect!!

56 Let s talk about George 4/25/

57 Additional Counseling Tips Address the issue at hand Be specific, don t generalize Take a breath, step away Consider the nugget of truth in team member response to counseling or allegations Silence implies consent respond to comments, s and behaviors Consider the inclusion of a neutral third-party 4/25/

58 In summary EVERYONE is in a stage of development EVERYONE deserves the opportunity to be coached up before being coached out It is YOUR responsibility to develop, coach AND counsel employees appropriately If you don t have a relationship with your HR manager, GET ONE! 4/25/

processes necessary for effectively developing employees in their current role and to prepare them for future roles To clearly

59 Did I meet your expectations today? To provide you with an understanding of your role in developing, coaching and counseling employees To introduce the skills and processes necessary for effectively developing employees in their current role and to prepare them for future roles To clearly define the differences between coaching and counseling team members To provide you with useful tools to enhance your development, coaching and counseling efforts to ensure maximum opportunity of success 4/25/

60 Questions? Staci Parker, PHR 4/25/

Your Guide + Workbook to. Developing Employees Into Leaders

Your Guide + Workbook to. Developing Employees Into Leaders Your Guide + Workbook to Developing Employees Into Leaders ONLY 13% of companies say they do an excellent job developing leaders at all levels. Yikes. The most successful companies don t recruit leaders.