482 Chapter 9 Performance Management Skills and Coaching – Flashcards

a collaborative, ongoing process in which a manager interacts with thier employees and takes an active role and interest in their activities

in a situation where two different culture are involved, cultural differences are discussed openly, and alternative practices are implemented

1. Collective Trust 2. Coach needs to identify positive aspects of employee 3. Coaching should be done not to the employee but with the employee

source and director of change. The manager/coach simply provides direction and guidance.

whole and unique, with several job related and unrelated elements whicha re importatn tot thim

facilitators

Giving advice to employees, relating to both results and behaviours

Providing individuals with guidance, regarding not only knowledge and skills required for the job, but where those can be acquired.

Giving employees guiance that enables them to enhance their performance and increase their sense of responsibility

helping employees improve thier competence by guiding them towards acquiring more knowledge and sharpening skills that can prepare them for high level positions

Establish development objecctives

1. Do you listen to your employees? 2. Do you understand the individual needs of your employees? 3. Do you encourage employees to express thier feelings openly? 4. Do you provide your employees with tangible and intangible support for development? 5. Do your employees know your expectations about thier performance? 6. Do you encourage open and honest discussions and problem solving? 7. Do you help your employees create action plans that will solve problems and create changes when needed? 8. Do you help your employees explore potential areas of growth and development?

A coaching style, coaches tell employees exactly what to do. Assertive coaches, task and fact oriented, not very expressive

A coaching style in which the coach tries to sel what they want an employee to do. Similar to drivers, but more expansive in body language, talk more about people and relationships

A coaching style where the coach wants all employees to be happy. More likely to be subjective than objective. Tend to be less assertive and make conditional statements

A coaching style, in which the coach analyzes performance against a rubric of logic and procedure. more likely to talk about tasks and facts then feelings/

Set observational goals Identify developmental resources and strategies (on the job training, attending courses, self guided reading, mentoring, attending a conference, getting a degree, job rotations, temporary assignment, membership of a trade organization) Implement strategies Observe and document developmental behaviour Give Feedback

Minimize cognitive load Create trust Plan for the future Provide egal protection

Be specific Use adjectives and adverbs sparingly Balance positives with negatives Focus on job related information Be comprehensive Standardize evaluation procedures Describe observable behaviour

will remain because they know they're safe. The entire organization, along with its reputation in the marketplace, can be affected by poor performance.

Managers may fear that employees may react negatively (angry or defensive), and that trust and working relationship may be compromised Fear of playing God (being judgemental) Need for irrefutable evidence (tough to find)

when managers and employees mutually instigate and reinnforce lack of communication, which creates a vacuum of meaniningful exchanges about poor performance

1. How is your job going? Do you have what you need to do your job? 2. Are you adequately trained? Do you have the skills/ tools you need to do your job? 3. What can be done to improve your and your unit's organization and results? 4. How can you better serve your internal and external customers?

a one day suspension where you send your employee home like a naughty child to think about what they did, and make them write a letter to you begging for their job back. Couched in soft language.

Explain the purpose of the meeting Conduct self appraisal Share ratings and explain rationale Discuss development Ask employee to summarize Discuss rewards Hold followup meeting Discuss approval and appeals process Conduct final recap FRAME THESE MEETINGS AS SOMETHING THAT WILL BENEFIT EMPLOYEES, NOT AS A THREAT

1. a good coaching relationship is essential 2. The employee is the source and the director of change 3.The employee is whole (several job related and unrelated identities) and unique 4. The coach is the facilitator of employee growth

1. Giving advice 2. Providing guidance 3. Providing support 4. Giving employees confidence 5. Helping employees gain competence

1. timely 2. frequent 3. specific 4. verifiable 5. consistent 6. private 7. consequential 8. description precedes evaluation 9. performance continuum 10. pattern identification 11. confidence in employee 12. advice and idea generation

1. explain purpose of meeting 2. conduct self appraisal 3. share ratings and rationale 4. discuss development 5. ask employee to summarize 6. discuss reards 7.discuss approval and appeals 8. conduct final recap

Different styles may be required for different situations