Performance Management and Coaching

1. Performance Management and Coaching Jayendra Rimal

2. Performance Management Performance Appraisal uses standardized rating forms that is used to evaluate various aspects of employee performance, usually on an annual basis. There is considerable dissatisfaction among employees and managers with this system. Often described as poorest performing, most ineffective and least inefficient human resource practice. Performance Management goes beyond the annual appraisal rating and incorporates issues like employee goal setting, coaching, rewards and individual development. Focuses on performance improvement rather than review. Organizations may need to connect performance management and coaching to the goals and strategies of the organization. Jayendra Rimal

3. Performance Management Some critical aspects of performance management, as per Tracey Weiss & Franklin Hartle (PM experts): • Performance management is a core business process: Driven by top management & linked to strategic planning process • There is no one-size-fits-all answer: Develop and refine the approach to PM; assess how it should be designed & managed • All aspects of performance matter: Most PM systems target the tangible/hard elements of performance; soft aspects also matter • Discretionary effort drives success: Distinguish good from satisfactory & link to rewards; Get discretionary effort • Effective links with rewards get important messages across: Get the right balance between non financial & financial incentives • Ownership of the process is the key: To be developed with line managers and staff for proper fit between process & practice • Performance management is about relationships: Its all about communication & feedback requiring rapport, candor, honesty and a sense of caring Jayendra Rimal

4. Coaching What are Managers paid for? • Not for what they do, but what their subordinates do by managing performance, by ensuring that employees know specifically what to do, can actually do it, and do not face hurdles or problems to effective performance. • Managers and supervisors may need to be “Coaches” rather than controllers in managing performance. Coaching provides effective management of employee performance and can assist in meeting objectives. Coaching creates a partnership and can be used to improve poor performance and ensure continued effective performance. • The fundamentals of participative management approach has its base in coaching and is increasingly used in employee empowerment. Jayendra Rimal

5. Coaching So, what is coaching? • Performance improvement technique • Face-to-face discussion between manager & subordinate to stop undesirable behavior and begin performing desirable behavior • Mutual conversation that follows a predictable process and leads to superior performance, commitment to sustained improvement and positive relationship • It has also been linked to sports coaches as characteristics like optimism, strong sense of moral values, honesty, humility, warmth, self-confidence and trustworthiness should be present in both. • A broad approach to PM & specific technique to facilitate it through roles like educating (teaching), sponsoring (mentoring), counseling (dealing with personal problems) and confronting (facing up to performance problems) • A process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance and to treat them as partners in working towards organization goals and effectiveness. This is done by coaching analysis and coaching discussion Jayendra Rimal

6. Coaching to Improve Performance Coaching Analysis: • Identify the unsatisfactory employee performance • Is it worth the time and effort to address? • Do the subordinates know their performance is unsatisfactory? • Do subordinates know what is to be done? • Are there obstacles beyond the employee’s control? • Do the subordinates know how to do & what must be done? • Does a negative consequence follow effective performance? • Does a positive consequence follow non-performance? • Could the subordinate do it if he/she wanted to? • Can the task or job be modified? • What if the problem persists? Jayendra Rimal

7. Coaching to Improve Performance Coaching Discussion Fournies’ Approach: • Get the employee’s agreement that a problem exists • Mutually discuss alternative solutions to the problem • Mutually agree on actions to be taken to solve the problem • Follow-up to measure results • Recognize any achievement when it occurs Jayendra Rimal

8. Superior Performance Managers must create an environment that acknowledges employee’s contribution to the organization and empowers them to move forward. Coaching helps to encourage and enhance effective performance. The manager’s support, availability and willingness to work will create a positive environment where coaching can be undertaken. Coaching discussion and follow-up with employee can be done through: • Be specific, factual, respectful and supportive in presenting performance issues • Seek reaction and response to the supervisor’s presentation • Seek agreement that performance problem exists • Mutually discuss alternative solutions to the issue • Mutually agree on goals to be set, actions to be taken and follow-up • Follow-up at the agreed upon time and way • Recognize and reward improvements and achievements Jayendra Rimal

9. Skills Necessary for Coaching • Communication skills: - Ability to listen and getting them to understand about performance - Getting the employee to state the performance problem, why it is a problem, what they are going to do about it. The manager paraphrase - The ability to be specific and descriptive in communicating - Communication micro-training: Basic attending skills, feedback, para-phrasing, reflection of feeling, open & closed questions and focusing - Interpersonal Skills • Interpersonal Skills - Indicating respect - Affirming - Immediacy - Consistency of behavior - Objectivity - Building trust - Planning - Demonstrating integrity Jayendra Rimal

10. Effectiveness of Coaching • Employee participation in discussion • Being supportive • Using constructive criticism • Setting performance goals during discussion • Training and the supervisor’s credibility • Organizational support Jayendra Rimal

11. What’s New? • Move away from appraisals. Focus on development and improvement • Move away from numbers to more qualitative assessment • Innovate – the process is more important than the formats • Emphasize learning & development, empowerment & growth • Where you cannot quantify, don’t even attempt • Where possible, use multi rater feedback system • Use technology to facilitate learning • Synergize with other systems • Use other review mechanisms • Encourage employees to own the PM, monitor the process • Follow up on actions taken Jayendra Rimal

12. THANK YOU !!! Jayendra Rimal