Coaching employees, through performance appraisal procedure, is one of the most important processes of PM (Performance Management) cycle, as it is the key to influencing, motivating, and recognizing people and employees who will contribute and cooperate with their leaders. Coaching helps the improvement of individuals' performance, providing support, improving communication, promoting effective teams, developing people for more senior jobs and making the best use of resources. This management style and type of interaction with people can have a great influence on productivity, excellence, quality, and competitive spirit.
Coaching employees removes barriers and boundaries and this environment emphasizes individual and team achievement of a common organizational goal. Furthermore coaching employees builds personal and team morale and fosters a partnership where employees feel like they are contributing to the success of the organization. When coached, employees take an interest and "stake" in the organization and its future. This collaboration and relationship building is an investment that is just as important as capital technology and marketing strategies and return a benefit to the organization as employees increase productivity and quality.
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Therefore annually we plan 2 coaching sessions for about 30-45 minutes duration each one. According to our organization KPI's (Key Performance Indicators) we selected a candidate of our team that is new introduced, stuck in the middle and remain ineffective showing a low performance problems. We also took under consideration the cultural diversity within our team members and we will try through coaching procedure to overcome the inefficiencies that arise when members of different cultures work together.
Planning of first session
On 11th of July I selected a colleague from my team to undertake a coaching session in order to discuss on his inefficient performance. I informed him that this session will take place on 18th of July between 14:00 - 15:00 in company's meeting room. Then I gave him the "DISCUSSION GUIDE FOR ANNUAL PERFORMANCE SUMMARY" form to be completed by him prior to the scheduled discussion date and to share the information with me at that time (see Form01 in appendixes). The purpose of this Discussion Guide form is to encourage communication and to provide discussion points between the employee (coachee) and me (coach) during the performance meeting.
On 15th of July I asked coachee to provide me a copy of the completed "DISCUSSION GUIDE FOR ANNUAL PERFORMANCE SUMMARY" form in order to be prepared for a productive discussion.
On 18th of July me and coachee we attend the 1st coaching session in our company's meeting room seating next of each other creating a comfortable environment.
Starting the coaching session at 14:00 I stated to coachee the purpose of this meeting. I take some time to make a reference to our organizations' mission and vision. Then I made a review of the organizations' and particularly our team's goals and objectives. Then I referred my observations concern his performance inefficiencies and I addressed him the following questions based on David Kolb's Learning Cycle technique that involves three parts: Commendation, Recommendation, and Commendation.
First, I commended the coachee on any significant duty that has been carried out well in order to help setting the tone of the meeting and help diffuse any hostility.
I got straight to the point. Saying, "I would like to spend some time discussing with you the situation around your performance inefficiencies".
I stated why we are having this conversation. Saying, "A problem has occurred in this area."
I described the behavior causing the problem. Saying, "I noticed that you ____".
I explained the consequences of this behavior. "The effect of your performance caused your workmates to ____."
I explained how this behavior makes me feel. "When you perform in this way, I feel _____."
I asked for the coachee's view. "But that's how I see it; what's your view of the situation?"
I asked him to assess his own behavior. "How do you think I felt when I received a bad feedback for your performance from the top management?"
I asked the person how he will correct his performance and how he can convince me he will do it. I asked, "How confident are you that you can change?"
Always on Time
Marked to Standard
I asked the coachee to say, in his own words, what specifically he will do to improve his performance. "Say in your own words what you will do differently as a result of this discussion? What will the outcome that I can anticipate look like if you are successful in making the changes? (In this way I effectively empowered the coachee to change himself. By approaching the change in this way, the employee is setting his own standards by which he will assess his own behavior.)
I decided on the actions that the employee will take. "Let's both agree, then, that you will do the following and we'll review the situation in one week."
I summarized our agreements. "To recap, you said you will do the following, and I will do this."
I finished with another positive comment saying that I will support him during his effort to change and improve his performance for better collaboration with the team members because I believe on him and his skills talent.
Then based on GROW Model I addressed him the following questions in order to set realistic and workable goals to succeed.
What do you enjoy most about your present position?
What do you like the least about your present position?
What goals do you have for the next review period?
Do you understand my expectations of you? If not, what would you like clarified?
How do you view your contribution to the goals and objectives of the department?
Do you believe that the goals we set are realistic and workable to succeed?
Were there any key obstacles to performing your job? If so, please describe. In what ways could I help you to eliminate those obstacles for you?
Do you feel you have the proper resources to perform your job responsibilities as efficiently and effectively as possible? If not, please describe any resources that would help you.
Do you feel that you are in a safe working environment? If not, describe what you believe would make your working environment safer.
Please share any ideas you have on how the work of your department or work unit could be improved.
What support do you need to achieve these goals? How can I help you achieve these goals?
Is there any kind or type of training you would like to receive to help you with your present job? If so, please describe.
Is there any kind or type of training you would like for career development purposes? If so, please describe.
Could you describe the actions you will take to achieve your goals up to next review period?
Could you define a timeline for the achievement of your goals?
At the end of our 1st coaching session at 15:20 we finished with a review of our realistic and workable goals in terms of behaviours that the employee must perform and succeed and that I can observe and measure in terms of attitude and emotions.
Review and reflections on nature of first session
On 19th of July I make my review and reflections on nature of first session based on Gibbs Reflective Cycle technique. 443
The first coaching session taken place on 18th of July was running out of the scheduled time of the meeting for around 30 minutes more. This was due to the reactions of coachee that in some of my questions regarding his performance inefficiencies kept silence and in some others I indicated a nervous reaction. I tried to give him the speech all the time listening on him. However from my side the information I had for the coachee were not enough for a productive discussion. On this first session I tried to resolve the performance inefficiencies but I understood that I have firstly to resolve his attitude and emotional problems. As he is a new employee coming from a different country with different culture I have to explain him our organization's culture to be adapted with. I feel sympathy for him, something that I show him in order to give him a motivation for improvement. I feel that if I try to approach him closer supporting him, he will feel trust and will overcome his fears. The good is that I was listening all the time on him without any interruption and I saw that he likes it unfolding his personality. The bad was that in some questions regarding the goals setting probably I pushed him more than the normal and he was conservative to define a timeline for achievement. However I had to set short-term goals instead of long-terms that are specific and achievable for the coachee. I might also to state explicitly the level of performance I am expecting for his work to be considered acceptable. I might make a "contract" with the employee to improve performance within a certain amount of time. I should also set measurable standards for improvement and work together to determine how the performance objectives can be accomplished. Furthermore I might talk to the employee about whatever I need to, but do not push the issue by attempting to make small talk. Ask open-ended questions such as "What would your approach to the problem be? Why do you think you were successful in completing that project?" finally I might address the employee directly and request that he talk to me so that I can put the problem behind me. If the problem rises again I will monitor the coachee closer arranging individual sessions for him in a shorter time of period. Also I will be addressed to Human Resources department for advice.
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Therefore I informed coachee that a second session will be arranged on the 22nd of July where the meeting will be more productive addressing emotional issues.
How above informed planning for second session
Based on the above reflections of the first session I will try to approach coachee from the emotional side in order to resolve problems concern his attitude and emotions. For some people change, even the prospect of change and/or the uncertainty that this prospect creates triggers an emotion of nervousness, concern, fear even. The mental tension created by this uncertainty, represents stress. The second session will help coachee to understand the link between our actions or behavior, our patterns of thinking (cognition) and the emotions that trigger certain patterns of thinking eliminating his stress improving his attitude and emotions in a positive way.
Therefore on 21st of July I collected all necessary information for coachee in order me to be better prepared for a productive discussion. Such information concerns the following:
Employee's job description;
Date employee began present position;
Length of time the employee has reported to me;
My notes regarding the employee's performance during the first session;
Current projects the employee is working on and employee's progress;
How employee relates to co-workers, internal and external customers, and others;
Level of employee's technical skills;
Employee's educational background and experience;
List of available training courses appropriate for employee for upcoming year.
The idea of 360o feedback involves feedback from different groups, teams within the organization to provide a broader review of the coachee's personality regarding his working relationship, teamwork, performance and behavior. This feedback is recorded in my notes as a guide for coachee's reactions, behavior and answers during our discussion.
On 22nd of July we started the second coaching session based on ACE FIRST Model technique and I addressed him the following questions:
Tell me about yourself.
What is your greatest weakness?
What is your greatest strength?
Describe a typical work week.
How would you describe the pace at which you work?
How do you handle stress and pressure?
What motivates you?
What are your salary expectations?
What has been the greatest disappointment in your life?
What do people most often criticize about you?
When was the last time you were angry? What happened?
Review and reflections on nature of second session
At the end of our 2nd coaching session at 15:00 we finished with my feedback for his talented skills and our agreement that he will improve his attitude and emotions in order to improve his performance and achieve his goals. I ensured him that I will support him on his effort and we will discuss more often his obstacles. I coached him in a way that made him aware of the consequences of his actions, allowing him to tell me what he will do to change his attitude and behavior. In this way I am "empowering" him with the responsibility of changing his own behavior and this made him feel directly accountable and involved with the situation, the problems and outcomes. This feeling of involvement made him committed to the change required and, almost without fail, will result in no loss of dignity, a higher level of motivation and improved performance.
Then we completed the "ANNUAL PERFORMANCE SUMMARY" form (see Form02 in appendixes). The purpose of this Annual Performance Summary form was to record my evaluation regarding the performance development of the coachee, the goals and objectives he has to fulfill and to be used as a reference for the next annual coaching session.
Summary of key learning points referencing key Learning Outcomes
Through this assessment and according to the above mentioned reflections and actions we can assume the following:
Coaching employees has several benefits for individuals, teams and organization's performance. Such benefit is that Coaching helps roles and behaviours, performance improvement and motivation, employees' development, teams' cohesion and performance, organizational development and sustaining of competitive advantage.
It is only through better managerial performance that organizational goals of profit or service can be achieved and personal objectives such as salary increases, recognition and advancement can be obtained.
Reflective practice is associated with learning from experience, and is viewed as an important strategy for health professionals who embrace life long learning. The act of reflection is seen as a way of promoting the development of autonomous, qualified and self-directed professionals. Engaging in reflective practice is associated with the improvement of the quality of care, stimulating personal and professional growth and closing the gap between theory and practice.
Unless people have the right attitude, no amount of training or coaching will improve performance.
Annual Performance Summary
Employee Evaluation Period ____________
Position Title Supervisor
Exceeds Expectations (E); Meets Expectations (M); Below Expectations (B); Factor Does not Apply (N/A)
Job Knowledge/Professional Development - Is technically and professionally skilled in all position responsibilities and requirements. Maintains currency in all professional aspects of program responsibility. Seeks new skills, sets high professional goals and standards. Demonstrates knowledge of procedures and policies.
Accountability/Professional Conduct- Accepts challenges due to changing conditions and situations in work responsibilities. Can work independently. Accepts constructive criticism/suggestions. Handles conflict in a constructive manner. Does not abuse work schedule or leave practices. Effectively represents the work unit.
Motivation/Initiative - Manifests enthusiasm and pride. Follows through to conclusion without prompts or reminders. Shows initiative in developing and implementing more effective and efficient program delivery options. Pursues professional development. Displays innovation.
Human Relations/Communication Skills - Demonstrates high quality and effective interpersonal communication skills with subordinates, peers, and supervisors through clear, concise written and oral communications. Maintains healthy working relationships. Appreciates the diversity of others. Displays an appropriate balance between personal effort and team effort.
Productivity/Program/Fiscal Management- Consistently applies available resources towards program delivery in an efficient and cost effective manner, providing high quality levels of service. Strives to assure program meets overall best interests of CSU. Consistently provides cost effective stewardship of all public resources.
Problem Analysis/Decision Making/Independent Judgment- Consistently gives reasonable consideration to all facets of issues that arise, gathers and analyzes information accurately, seeks appropriate input, makes quality and timely decisions, and communicates those decisions to all affected parties.
Leadership/Staff Development- Utilizes employee skills effectively and productively in meeting program goals. Develops goals, objectives and deadlines. Promotes appropriate staff development activities. Recognizes problems, seeks appropriate input, and develops solutions to resolve personnel problems or improve procedures. Motivates staff and gains support and action from others while maintaining professional relationships. Creates and maintains a positive goal-oriented environment. Provides training, supervision and feedback to employees and students. Consistently challenges past practices in order to identify and implement more effective and efficient practices. Assures that follow up is provided.
Safety- Practices safe work habits, is aware of job safety procedures, understands responsibility to report safety problems. Attends safety training programs as appropriate. Proactive in the development of improved safety practices.
Areas of Strength:
Areas for Development:
Supervisor's Signature Date
My signature indicates that the appraisal interview has been completed and discussed. I understand that I have the right to respond in writing within 5 days and to have these comments attached to this form before submission to the Department Head/designee or higher level final reviewer.
Employee's Signature Date
Reviewer's Signature Date