Chapter 10: coaching to improve poor performance

1. Chapter 10:coaching to improve poor performance Dennis DuLaney AHRD 520 http://www.coach-training.org/

2. objectives • Learners will be able to define coaching and identify an HRD professional’s role in coaching • Learners will be able to identify the three steps in coaching to improve poor performance http://teamly.com/771-okr-objectives-and-key-results

3. What is coaching? • “A process used to • encourage employees to accept responsibility for their own performance, • to enable them to achieve and sustain superior performance, • and to teat them as partners in working toward organizational goals and effectiveness.” http://www.optimaltrack.com/workplace.php

4. HRD PROFESSIONAL’S ROLE IN COACHING • Implement training that provides coaches with effective interpersonal and management skills • Conduct a coaching analysis • Used to locate the real underlying problem responsible for employee performance issues • Ensure that coaching systems in place are contributing to employee development and organizational effectiveness

5. 3 steps:coaching to improve poor performance

6. Step 1: define “poor performance” • Employee behavior must be evaluated using an organizational standard that clearly defines “good” and “bad” performance • Poor performance- “specific, agreed-upon deviations from expected behavior” • Two types of standards used to measure employee performance: • Absolute- same standards used to evaluate all employees • Relative- compares employee performance to their colleagues • Deviant workplace behavior- “voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization, its members, or both”

7. Step 2: conducting the coaching analysis • Created on the basis that poor performance can have multiple causes • 9 Steps – should continue through the steps until the cause of the problem has been identified • If the problem still exists, move onto step 3: Coaching Discussion

8. Step 2: conducting the coaching analysis cont.

9. Step 3: coaching discussion • Used to maximize employee performance; used in performance appraisals/when issues arise • Two different approaches: • Kinlaw Process- emotional aspect; how to deal with employee emotions and resistance • Fournies Process- rational aspect; employee that is presented with evidence of a problem will accept its reality • If unsuccessful, supervisor can: • Transfer employee • Terminate employee

10. Kinlaw process

11. Fournies process

12. jeopardy 100 100 100 200 200 200 300 300 300

13. Question 1: 100 Coaching is a process that encourages employees to take responsibility for their own actions, to achieve and sustain superior performance, and __________________________. • To succeed at whatever the cost • To treat employees as partners in working toward organizational goals and effectiveness • To motivate employees by using incentives (i.e., bonuses, more PTO)

14. Question 2: 200 Tim, an employee at Booz Allen Hamilton, has been consistently showing up late to work, which has caused him to miss team and client meetings. His supervisor, Jane, calls Tim into her office to discuss the problem in more detail. After talking for awhile, Tim admits that he’s been having financial problems at home, requiring him to take public transit in the mornings. At which stage in the coaching analysis is Jane likely to attribute to Tim’s performance? • Stage 4: Does he know what’s expected of him? • Stage 5: Are there outlying factors? • Stage 6: Does he know how to do his job?

15. references Werner, J. M., & DeSimone, R. L. (2011). Human resource developmentCengage Learning.