SlideShare uma empresa Scribd logo
1 de 26
Baixar para ler offline
A PRESENTATION BY: MEHREEN SHAFIQUE
Performance Management Skills
Expert Training & Facilitation, JAZZ
COACHING
PROCESS
Performance Management Skills
Set Developmental
Goals
Identity
Developmental
Resources and
Strategies
Implement Strategies
Observe and
Documents
Developmental
Behavior
Give Feedback
STEP#1:
SET DEVELOPMENTAL
GOALS
Performance Management Skills
GOALS: Key Component of the development Plan
So they must be:
• Reasonable
• Attainable
• Derived from Need Analysis for Improvement
• Should cover both Short & Long Term Career Objectives
STEP#2
IDENTITY DEVELOPMENTAL RESOURCES & STRATEGIES:
Performance Management Skills
OBJECTIVE: To Identify resources & Strategies that will help
employees to achieve the developmental Goals
This Includes:
• On the job training
• Attending Courses
• Self Guided Reading
• Mentoring
• Attending a conference
• Getting a degree
• Job Rotation
• Temporary Assignment
• Membership or a Leadership role in a Professional or Trade Organization
STEP#3
IMPLEMENT STRATEGIES:
Performance Management Skills
OBJECTIVE: To Implement the strategies that will
allow the employees to achieve the developmental
Goals.
Example:
• May begin her job rotation
• May complete the online course he has opted
• Start self-guiding reading
STEP#4
OBSERVE & DOCUMENTS
DEVELOPMENTAL BEHAVIOR
Performance Management Skills
OBJECTIVE:
To collect & evaluate data to assess the achievement
of the Goals.
STEP#5
GIVE FEEDBACK
• Coach Provides feedback to the employee based
on
• The Extent to which goal has been achieved
• Developmental Goals are revised
And then the entire Process begins again
OBSERVATION & DOCUMENTATION
OF DEVELOPMENTAL BEHAVIOR &
OUTCOMES
Performance Management Skills
Performance Management Skills
• Memos
• Letters
• Email Messages
• Handwritten Notes
• Comments
• Observations
• Descriptions
• Evaluations provided by colleagues
It is important to observe & documents behaviors related to developmental activities:
DOCUMENTATION CAN INCLUDE:
CONSTRAINTS
Performance Management Skills
Performance Management Skills
THREE TYPES OF CONSRTAINTS A MANAGER MIGHT FACE IN OBSERVING DEVELOPMENTAL GOALS
TIME SITUATIONAL ACTIVITY
HOW TO OVERCOME THESE
CONSTRAINTS?
Performance Management Skills
RECOMMENDATIONS:
 Good communication plan which explains the benefits
• This helps managers to accept the plan
 Managers should be trained so that they minimize errors
• Examples: Rater Error Training
 Share notions of what it means to complete the developmental activities successfully
• Examples: Frame of reference training
 Observe Performance accurately
• Examples: Behavioral observation trainings
 Understand the forces that motivate managers to invest time and effort or not in development
of their employees
• What managers would gain if employee’s developmental activities are supervised appropriately
DOCUMENTING EMPLOYEE GENERAL PERFORMANCE
Performance Management Skills
WHY WE SHOULD DO IT?
Performance Management Skills
• Minimize Cognitive Load:
Documentation helps to prevent memory-related errors
• Create Trust:
• Promotes trust & acceptance of decision based on the evaluations provided
• Everything is documented and is available in black and white
• Plan for the future:
Enables discussion about specific facts instead of assumptions
• Provide Legal Protection:
• Specific laws prohibit discrimination against members of various classes e.g.
Gender, Religion
• Helps to provide equal opportunities for all the employees
CONSTRUCTIVE WAYS OF DOCUEMENTING DEVELOPMENTAL
ACTIVITES & PERFORMANCE IN GENERAL
Performance Management Skills
• BE SPECIFIC
• Documents specific events and outcomes
• Avoid making general statements such as “He’s lazy”
• Provide specific examples to illustrate you point
• “He submitted his presentation after deadlines at least on two occasions”
• USE ADJECTIVE & ADVERBS SPARINGLY:
• Use of evaluative adjectives & Adverbs may lead to ambiguous interpretation
• May not be clear whether the level of achievement has been Average or Outstanding
• BALANCE POSITIVES WITH NEGATIVES:
• Documents instances of both Good & Poor performance
• Do not focus only on the positive & only on the negatives
Performance Management Skills
• BE COMPREHENSIVE:
• Include performance information regarding all goals & activities
• Cover the entire Review period
• Document the performance of all employees (achievers/Not Achievers)
• STANDARDIZE PROCEDURES:
• Use similar method & format to documents information for all employees
• DESCRIBE OBSERVABLE BEHAVIOR:
• Phrase your notes in behavioral terms
• Avoid statements implying subjective judgment or prejudice
CONSTRUCTIVE WAYS OF DOCUEMENTING DEVELOPMENTAL
ACTIVITES & PERFORMANCE IN GENERAL
GIVING FEEDBACK
Performance Management Skills
Performance Management Skills
• It’s a key component of the coaching process
• It is the information about past behavior
• Given with the goal of improving future performance
• “Back” is a part of feedback, giving feedback has both a past & a future component
• IF done properly, feedback can be relabeled feed forward
• Includes information about both Positive & negative aspects of Job
PURPOSE
Performance Management Skills
HELPS BUILD CONFIDENCE:
• Also lets employees know that their manager cares about them
DEVELOP COMPETENCE:
• Communicating:
• What has been done right
• How to do the work correctly
• Helps employees to become more competent & improve performance
• And helps to avoid repetition of same mistakes
ENHANCES INVOLVEMENT:
• Feedback & Discussing performance issues allow employees to understand their roles in the org.
• This helps employees to become more involved in their respective unit and over all in the org too
CHALLENGES:
Performance Management Skills
Some challenges we might face even if we have a presence of the feedback:
As per research and 131 studies based on Effects of feedback on performance concluded:
• 38% reviewed programs had a negative effect on lower performance levels
• REASONS:
• Feedback does not have useful information
• Not delivered in right way
SUGGESTIONS TO ENHANCE FEEDBACK
Performance Management Skills
TIMELINES:
• Feedbacks must be given as close to the Performance event as possible
• Suggested to give it immediately after the event
FREQUENCY:
• Should be provided on an ongoing basis, daily if possible
• Since Performance Improvement is an ongoing activity therefore feedback should also be
provided continuously
• SPECIFICITY:
• Should include specific work behaviors
• Results
• Situations in which these behaviors & results were observed
• VERIFIABILITY:
• Should include verifiable and accurate information
• Should not be based on inferences or rumors
SUGGESTIONS TO ENHANCE FEEDBACK
Performance Management Skills
CONSISTENCY:
• Should be consistent
• Should not include Harsh criticism & overwhelming praise
PRIVACY:
• Should be given in private to avoid any kind of embarrassment
• This applies to both criticism & Praise
• Some individuals may also be shy and uncomfortable in receiving praise in public
CONSEQUENCES:
• Should include contextual information
• Helps to understand the importance & consequences of the behaviors and results in question
• Example: In case of misbehaving with the customer out of frustration should clearly state the
impact on employee’s performance and on over all org. image
DESCRIPTION FIRST, EVALUATION SECOND:
• Focus first on describing behaviors & Results
• Report first what has been observed
• Upon agreement what has been done evaluate what has been observed
• Direct evaluation leads to rejection of the feedback
SUGGESTIONS TO ENHANCE FEEDBACK
Performance Management Skills
PERFORMANCE CONTINUUM:
• CONTINUUM means BAND or FIELD
• Which means, going from less to more in the case of good performance
• And From more to less in the case of Poor Performance
• It should clearly describe how to show good behaviors and how to avoid bad
PATTERN IDENTIFICATION:
• Should be based on detailed pattern performance
• Isolated events or mistakes do not provide room for improvement at a larger scale
• It also helps to identify the causes too
CONFIDENCE IN THE EMPLOYEE:
• Feedback must include an image of Manager’s confidence in the employee
• This reinforces the idea that feedback is about performance not the performer
• But this should only be used when a manager honestly feels that the employee could improve
• Incase of poor performance same could be used in context if the employee is fired
ADVICE AND IDEA GENERATION:
• Feedback can initiate both the Advice and the idea
• Managers can give advice to improve the performance and so can Employee come up with the ideas to
improve it
Performance Management Skills
All these recommendations are useful when feedback is given to employees who need
improvement on personality traits labeled as CORE SELF EVALUATION:
It is a combination of four traits:
• Self Esteem
 Degree an individual holds a positive attitude towards himself
• Self Efficacy
• Degree an individual believes he is capable of taking action, taking control over events
• Emotional Stability
 Degree an individual is NOT insecure, guilty or timid
• Locus Control
 Degree an individual believes he can control events and outcomes in his life
PRIASE
Performance Management Skills
GUIDELINES:
Performance Management Skills
FIRST:
 It should be sincere & given only when it is deserved
Second:
 Should be about specific behavior
 Should have some relevant context so that the employees know what to repeat in future
Third:
 It should be done in a pleasing manner not rushed
Fourth:
 Use positive phrasing
 Do not use as a comparison to previous bad performance such as “NOT BAD” , “BETTER THAN BEFORE”
THANK YOU
Performance Management Skills
A PRESENTATION BY: MEHREEN SHAFIQUE
Expert Training & Facilitation, JAZZ

Mais conteúdo relacionado

Mais procurados

Multi skilling ppt-1
Multi skilling ppt-1Multi skilling ppt-1
Multi skilling ppt-1Prithvi Ghag
 
Chapter 3- training and development
Chapter  3- training and developmentChapter  3- training and development
Chapter 3- training and development5502
 
Traditional training methods
Traditional training methodsTraditional training methods
Traditional training methodsZenaida Albarasin
 
coaching-and-performance-management.ppt
coaching-and-performance-management.pptcoaching-and-performance-management.ppt
coaching-and-performance-management.pptJOHNPAULEUSEBIO1
 
Chapter 1 - Training in Organizations
Chapter 1 - Training in OrganizationsChapter 1 - Training in Organizations
Chapter 1 - Training in OrganizationsWella Galos
 
The training process
The training processThe training process
The training processTanuj Poddar
 
Work redesign structural od intervention - Organizational Change and Deve...
Work redesign    structural od intervention -  Organizational Change and Deve...Work redesign    structural od intervention -  Organizational Change and Deve...
Work redesign structural od intervention - Organizational Change and Deve...manumelwin
 
Training & Development - Designing a training program - key factors, strategi...
Training & Development - Designing a training program - key factors, strategi...Training & Development - Designing a training program - key factors, strategi...
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
 
Performance appraisal hrm
Performance appraisal hrmPerformance appraisal hrm
Performance appraisal hrmGajanan Khude
 
Advantages and disadvantages of Forced ranking method
Advantages and disadvantages of Forced ranking methodAdvantages and disadvantages of Forced ranking method
Advantages and disadvantages of Forced ranking methodSAPNA JHA
 
Talent management in starbucks
Talent management in starbucksTalent management in starbucks
Talent management in starbucksAkhileshM28
 
2 training strategy
2 training strategy2 training strategy
2 training strategyISAAC Jayant
 
Organisational stress management
Organisational stress managementOrganisational stress management
Organisational stress managementRaaz Dhamelia
 
Training Evaluation Model.pptx
Training Evaluation Model.pptxTraining Evaluation Model.pptx
Training Evaluation Model.pptxHitkarshSethi2
 
Training & development
Training & developmentTraining & development
Training & developmentPreeti Bhaskar
 

Mais procurados (20)

Multi skilling ppt-1
Multi skilling ppt-1Multi skilling ppt-1
Multi skilling ppt-1
 
Chapter 3- training and development
Chapter  3- training and developmentChapter  3- training and development
Chapter 3- training and development
 
Traditional training methods
Traditional training methodsTraditional training methods
Traditional training methods
 
coaching-and-performance-management.ppt
coaching-and-performance-management.pptcoaching-and-performance-management.ppt
coaching-and-performance-management.ppt
 
Chapter 1 - Training in Organizations
Chapter 1 - Training in OrganizationsChapter 1 - Training in Organizations
Chapter 1 - Training in Organizations
 
The training process
The training processThe training process
The training process
 
Work redesign structural od intervention - Organizational Change and Deve...
Work redesign    structural od intervention -  Organizational Change and Deve...Work redesign    structural od intervention -  Organizational Change and Deve...
Work redesign structural od intervention - Organizational Change and Deve...
 
Training & Development - Designing a training program - key factors, strategi...
Training & Development - Designing a training program - key factors, strategi...Training & Development - Designing a training program - key factors, strategi...
Training & Development - Designing a training program - key factors, strategi...
 
Performance appraisal hrm
Performance appraisal hrmPerformance appraisal hrm
Performance appraisal hrm
 
influences on employee behaviour
influences on employee behaviour influences on employee behaviour
influences on employee behaviour
 
Advantages and disadvantages of Forced ranking method
Advantages and disadvantages of Forced ranking methodAdvantages and disadvantages of Forced ranking method
Advantages and disadvantages of Forced ranking method
 
Talent management in starbucks
Talent management in starbucksTalent management in starbucks
Talent management in starbucks
 
Measuring Training Effectiveness
Measuring Training EffectivenessMeasuring Training Effectiveness
Measuring Training Effectiveness
 
2 training strategy
2 training strategy2 training strategy
2 training strategy
 
HR six sigma process
HR six sigma process HR six sigma process
HR six sigma process
 
Challenges to hrd ppt
Challenges to hrd pptChallenges to hrd ppt
Challenges to hrd ppt
 
Organisational stress management
Organisational stress managementOrganisational stress management
Organisational stress management
 
Training Evaluation Model.pptx
Training Evaluation Model.pptxTraining Evaluation Model.pptx
Training Evaluation Model.pptx
 
Training & development evaluation
Training & development evaluationTraining & development evaluation
Training & development evaluation
 
Training & development
Training & developmentTraining & development
Training & development
 

Semelhante a Coaching at workplace- Performance management

Performance mngmnt
Performance mngmntPerformance mngmnt
Performance mngmntNeenu Babu
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisalMadhuri Bind
 
Performanceappraisal 130614234313-phpapp02
Performanceappraisal 130614234313-phpapp02Performanceappraisal 130614234313-phpapp02
Performanceappraisal 130614234313-phpapp02jonaphengabalfin2
 
Performance Management and Performance Appraisal
Performance Management and Performance AppraisalPerformance Management and Performance Appraisal
Performance Management and Performance AppraisalAshish Chaulagain
 
Personal Development Action plan rev 1.pptx
Personal Development Action plan rev 1.pptxPersonal Development Action plan rev 1.pptx
Personal Development Action plan rev 1.pptxFreelance Consultant
 
Unit 1 Performance Management Overview.ppt
Unit 1 Performance Management Overview.pptUnit 1 Performance Management Overview.ppt
Unit 1 Performance Management Overview.pptCityComputers3
 
Training and development
Training and developmentTraining and development
Training and developmentRahul Agarwal
 
Week 1 - Introductions Basics & Principles of Performance Management.pdf
Week 1 - Introductions Basics & Principles of  Performance Management.pdfWeek 1 - Introductions Basics & Principles of  Performance Management.pdf
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
 
IM326 JOB PERFORMANCE.pptx
IM326 JOB PERFORMANCE.pptxIM326 JOB PERFORMANCE.pptx
IM326 JOB PERFORMANCE.pptxsrimahanamedura1
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisalSajida Rehman
 
Performance mgt lbsitm
Performance mgt lbsitmPerformance mgt lbsitm
Performance mgt lbsitmAkhilesh Dubey
 
SEMINAR ON PERFORMANCE APPRAISAL
SEMINAR ON PERFORMANCE APPRAISALSEMINAR ON PERFORMANCE APPRAISAL
SEMINAR ON PERFORMANCE APPRAISALP V GREESHMA
 
Performance management-23779(1)
Performance management-23779(1)Performance management-23779(1)
Performance management-23779(1)Afnin Hoq
 
Applying coaching and mentoring strategies in the workplace
Applying coaching and mentoring strategies in the workplaceApplying coaching and mentoring strategies in the workplace
Applying coaching and mentoring strategies in the workplaceMichelle Grant
 
Effective Supervisory Skills for Managers
Effective Supervisory Skills for ManagersEffective Supervisory Skills for Managers
Effective Supervisory Skills for ManagersHj Mohamad Idrakisyah
 

Semelhante a Coaching at workplace- Performance management (20)

Performance mngmnt
Performance mngmntPerformance mngmnt
Performance mngmnt
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Performanceappraisal 130614234313-phpapp02
Performanceappraisal 130614234313-phpapp02Performanceappraisal 130614234313-phpapp02
Performanceappraisal 130614234313-phpapp02
 
Performance Management rev 1.pptx
Performance Management rev 1.pptxPerformance Management rev 1.pptx
Performance Management rev 1.pptx
 
Performance Management and Performance Appraisal
Performance Management and Performance AppraisalPerformance Management and Performance Appraisal
Performance Management and Performance Appraisal
 
Personal Development Action plan rev 1.pptx
Personal Development Action plan rev 1.pptxPersonal Development Action plan rev 1.pptx
Personal Development Action plan rev 1.pptx
 
Unit 1 Performance Management Overview.ppt
Unit 1 Performance Management Overview.pptUnit 1 Performance Management Overview.ppt
Unit 1 Performance Management Overview.ppt
 
Training and development
Training and developmentTraining and development
Training and development
 
Week 1 - Introductions Basics & Principles of Performance Management.pdf
Week 1 - Introductions Basics & Principles of  Performance Management.pdfWeek 1 - Introductions Basics & Principles of  Performance Management.pdf
Week 1 - Introductions Basics & Principles of Performance Management.pdf
 
90 10 model
90 10 model90 10 model
90 10 model
 
IM326 JOB PERFORMANCE.pptx
IM326 JOB PERFORMANCE.pptxIM326 JOB PERFORMANCE.pptx
IM326 JOB PERFORMANCE.pptx
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Performance mgt lbsitm
Performance mgt lbsitmPerformance mgt lbsitm
Performance mgt lbsitm
 
Performance appraisal bjb
Performance appraisal bjbPerformance appraisal bjb
Performance appraisal bjb
 
SEMINAR ON PERFORMANCE APPRAISAL
SEMINAR ON PERFORMANCE APPRAISALSEMINAR ON PERFORMANCE APPRAISAL
SEMINAR ON PERFORMANCE APPRAISAL
 
PMP PPT.pptx
PMP PPT.pptxPMP PPT.pptx
PMP PPT.pptx
 
Performance management-23779(1)
Performance management-23779(1)Performance management-23779(1)
Performance management-23779(1)
 
PMS - Unit 3.pptx
PMS - Unit 3.pptxPMS - Unit 3.pptx
PMS - Unit 3.pptx
 
Applying coaching and mentoring strategies in the workplace
Applying coaching and mentoring strategies in the workplaceApplying coaching and mentoring strategies in the workplace
Applying coaching and mentoring strategies in the workplace
 
Effective Supervisory Skills for Managers
Effective Supervisory Skills for ManagersEffective Supervisory Skills for Managers
Effective Supervisory Skills for Managers
 

Mais de Mehreen Shafique

Customers and Us- A customer services based Presentation
Customers and Us- A customer services based PresentationCustomers and Us- A customer services based Presentation
Customers and Us- A customer services based PresentationMehreen Shafique
 
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”Mehreen Shafique
 
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?Mehreen Shafique
 
A project on CHILD MALTREATMENT
A project on CHILD MALTREATMENTA project on CHILD MALTREATMENT
A project on CHILD MALTREATMENTMehreen Shafique
 
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECT
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECTPROJECT MANAGEMENT PRESENTATION-FINAL PROJECT
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECTMehreen Shafique
 
CASE STUDY-Pakistan International Airlines
CASE STUDY-Pakistan International AirlinesCASE STUDY-Pakistan International Airlines
CASE STUDY-Pakistan International AirlinesMehreen Shafique
 
6-Steps to build a webpage
6-Steps to build a webpage6-Steps to build a webpage
6-Steps to build a webpageMehreen Shafique
 
One Page docuement on BIG DATA
One Page docuement on BIG DATAOne Page docuement on BIG DATA
One Page docuement on BIG DATAMehreen Shafique
 
ENABLING AFFORDABLE HEALTH CARE SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDY
ENABLING AFFORDABLE HEALTH CARE  SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDYENABLING AFFORDABLE HEALTH CARE  SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDY
ENABLING AFFORDABLE HEALTH CARE SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDYMehreen Shafique
 
A presentation on Social Responsibility
A presentation on Social ResponsibilityA presentation on Social Responsibility
A presentation on Social ResponsibilityMehreen Shafique
 
A presentation on ASSERTIVNESS
A presentation on ASSERTIVNESSA presentation on ASSERTIVNESS
A presentation on ASSERTIVNESSMehreen Shafique
 
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTEL
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTELSolved Case Study: Strategy and HR Planning at the CAPITAL HOTEL
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTELMehreen Shafique
 
Eight pitfalls of corporate training programs in Pakistan Wali Zahid
Eight pitfalls of corporate training programs in Pakistan Wali ZahidEight pitfalls of corporate training programs in Pakistan Wali Zahid
Eight pitfalls of corporate training programs in Pakistan Wali ZahidMehreen Shafique
 

Mais de Mehreen Shafique (16)

Customers and Us- A customer services based Presentation
Customers and Us- A customer services based PresentationCustomers and Us- A customer services based Presentation
Customers and Us- A customer services based Presentation
 
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”
DAWN-“LABOR LAWS IN AN INDUSTRIAL/COMMERCIAL ORGANIZATION”
 
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?
HOW TO DEVELOP AN EFFECTIVE COMPENSATION STRATEGY?
 
A project on CHILD MALTREATMENT
A project on CHILD MALTREATMENTA project on CHILD MALTREATMENT
A project on CHILD MALTREATMENT
 
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECT
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECTPROJECT MANAGEMENT PRESENTATION-FINAL PROJECT
PROJECT MANAGEMENT PRESENTATION-FINAL PROJECT
 
CASE STUDY-Pakistan International Airlines
CASE STUDY-Pakistan International AirlinesCASE STUDY-Pakistan International Airlines
CASE STUDY-Pakistan International Airlines
 
6-Steps to build a webpage
6-Steps to build a webpage6-Steps to build a webpage
6-Steps to build a webpage
 
One Page docuement on BIG DATA
One Page docuement on BIG DATAOne Page docuement on BIG DATA
One Page docuement on BIG DATA
 
SMART GRIDS-CASE STUDY
SMART GRIDS-CASE STUDYSMART GRIDS-CASE STUDY
SMART GRIDS-CASE STUDY
 
ENABLING AFFORDABLE HEALTH CARE SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDY
ENABLING AFFORDABLE HEALTH CARE  SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDYENABLING AFFORDABLE HEALTH CARE  SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDY
ENABLING AFFORDABLE HEALTH CARE SYSTEMS IN DEVELOPING COUNTRIES-CASE STUDY
 
The industrial revolution
The industrial revolutionThe industrial revolution
The industrial revolution
 
A presentation on Social Responsibility
A presentation on Social ResponsibilityA presentation on Social Responsibility
A presentation on Social Responsibility
 
A presentation on ASSERTIVNESS
A presentation on ASSERTIVNESSA presentation on ASSERTIVNESS
A presentation on ASSERTIVNESS
 
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTEL
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTELSolved Case Study: Strategy and HR Planning at the CAPITAL HOTEL
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTEL
 
Negotiation skills
Negotiation skillsNegotiation skills
Negotiation skills
 
Eight pitfalls of corporate training programs in Pakistan Wali Zahid
Eight pitfalls of corporate training programs in Pakistan Wali ZahidEight pitfalls of corporate training programs in Pakistan Wali Zahid
Eight pitfalls of corporate training programs in Pakistan Wali Zahid
 

Último

Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 

Último (20)

Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 

Coaching at workplace- Performance management

  • 1. A PRESENTATION BY: MEHREEN SHAFIQUE Performance Management Skills Expert Training & Facilitation, JAZZ
  • 2. COACHING PROCESS Performance Management Skills Set Developmental Goals Identity Developmental Resources and Strategies Implement Strategies Observe and Documents Developmental Behavior Give Feedback
  • 3. STEP#1: SET DEVELOPMENTAL GOALS Performance Management Skills GOALS: Key Component of the development Plan So they must be: • Reasonable • Attainable • Derived from Need Analysis for Improvement • Should cover both Short & Long Term Career Objectives
  • 4. STEP#2 IDENTITY DEVELOPMENTAL RESOURCES & STRATEGIES: Performance Management Skills OBJECTIVE: To Identify resources & Strategies that will help employees to achieve the developmental Goals This Includes: • On the job training • Attending Courses • Self Guided Reading • Mentoring • Attending a conference • Getting a degree • Job Rotation • Temporary Assignment • Membership or a Leadership role in a Professional or Trade Organization
  • 5. STEP#3 IMPLEMENT STRATEGIES: Performance Management Skills OBJECTIVE: To Implement the strategies that will allow the employees to achieve the developmental Goals. Example: • May begin her job rotation • May complete the online course he has opted • Start self-guiding reading
  • 6. STEP#4 OBSERVE & DOCUMENTS DEVELOPMENTAL BEHAVIOR Performance Management Skills OBJECTIVE: To collect & evaluate data to assess the achievement of the Goals. STEP#5 GIVE FEEDBACK • Coach Provides feedback to the employee based on • The Extent to which goal has been achieved • Developmental Goals are revised And then the entire Process begins again
  • 7. OBSERVATION & DOCUMENTATION OF DEVELOPMENTAL BEHAVIOR & OUTCOMES Performance Management Skills
  • 8. Performance Management Skills • Memos • Letters • Email Messages • Handwritten Notes • Comments • Observations • Descriptions • Evaluations provided by colleagues It is important to observe & documents behaviors related to developmental activities: DOCUMENTATION CAN INCLUDE:
  • 10. Performance Management Skills THREE TYPES OF CONSRTAINTS A MANAGER MIGHT FACE IN OBSERVING DEVELOPMENTAL GOALS TIME SITUATIONAL ACTIVITY
  • 11. HOW TO OVERCOME THESE CONSTRAINTS? Performance Management Skills RECOMMENDATIONS:  Good communication plan which explains the benefits • This helps managers to accept the plan  Managers should be trained so that they minimize errors • Examples: Rater Error Training  Share notions of what it means to complete the developmental activities successfully • Examples: Frame of reference training  Observe Performance accurately • Examples: Behavioral observation trainings  Understand the forces that motivate managers to invest time and effort or not in development of their employees • What managers would gain if employee’s developmental activities are supervised appropriately
  • 12. DOCUMENTING EMPLOYEE GENERAL PERFORMANCE Performance Management Skills
  • 13. WHY WE SHOULD DO IT? Performance Management Skills • Minimize Cognitive Load: Documentation helps to prevent memory-related errors • Create Trust: • Promotes trust & acceptance of decision based on the evaluations provided • Everything is documented and is available in black and white • Plan for the future: Enables discussion about specific facts instead of assumptions • Provide Legal Protection: • Specific laws prohibit discrimination against members of various classes e.g. Gender, Religion • Helps to provide equal opportunities for all the employees
  • 14. CONSTRUCTIVE WAYS OF DOCUEMENTING DEVELOPMENTAL ACTIVITES & PERFORMANCE IN GENERAL Performance Management Skills • BE SPECIFIC • Documents specific events and outcomes • Avoid making general statements such as “He’s lazy” • Provide specific examples to illustrate you point • “He submitted his presentation after deadlines at least on two occasions” • USE ADJECTIVE & ADVERBS SPARINGLY: • Use of evaluative adjectives & Adverbs may lead to ambiguous interpretation • May not be clear whether the level of achievement has been Average or Outstanding • BALANCE POSITIVES WITH NEGATIVES: • Documents instances of both Good & Poor performance • Do not focus only on the positive & only on the negatives
  • 15. Performance Management Skills • BE COMPREHENSIVE: • Include performance information regarding all goals & activities • Cover the entire Review period • Document the performance of all employees (achievers/Not Achievers) • STANDARDIZE PROCEDURES: • Use similar method & format to documents information for all employees • DESCRIBE OBSERVABLE BEHAVIOR: • Phrase your notes in behavioral terms • Avoid statements implying subjective judgment or prejudice CONSTRUCTIVE WAYS OF DOCUEMENTING DEVELOPMENTAL ACTIVITES & PERFORMANCE IN GENERAL
  • 17. Performance Management Skills • It’s a key component of the coaching process • It is the information about past behavior • Given with the goal of improving future performance • “Back” is a part of feedback, giving feedback has both a past & a future component • IF done properly, feedback can be relabeled feed forward • Includes information about both Positive & negative aspects of Job
  • 18. PURPOSE Performance Management Skills HELPS BUILD CONFIDENCE: • Also lets employees know that their manager cares about them DEVELOP COMPETENCE: • Communicating: • What has been done right • How to do the work correctly • Helps employees to become more competent & improve performance • And helps to avoid repetition of same mistakes ENHANCES INVOLVEMENT: • Feedback & Discussing performance issues allow employees to understand their roles in the org. • This helps employees to become more involved in their respective unit and over all in the org too
  • 19. CHALLENGES: Performance Management Skills Some challenges we might face even if we have a presence of the feedback: As per research and 131 studies based on Effects of feedback on performance concluded: • 38% reviewed programs had a negative effect on lower performance levels • REASONS: • Feedback does not have useful information • Not delivered in right way
  • 20. SUGGESTIONS TO ENHANCE FEEDBACK Performance Management Skills TIMELINES: • Feedbacks must be given as close to the Performance event as possible • Suggested to give it immediately after the event FREQUENCY: • Should be provided on an ongoing basis, daily if possible • Since Performance Improvement is an ongoing activity therefore feedback should also be provided continuously • SPECIFICITY: • Should include specific work behaviors • Results • Situations in which these behaviors & results were observed • VERIFIABILITY: • Should include verifiable and accurate information • Should not be based on inferences or rumors
  • 21. SUGGESTIONS TO ENHANCE FEEDBACK Performance Management Skills CONSISTENCY: • Should be consistent • Should not include Harsh criticism & overwhelming praise PRIVACY: • Should be given in private to avoid any kind of embarrassment • This applies to both criticism & Praise • Some individuals may also be shy and uncomfortable in receiving praise in public CONSEQUENCES: • Should include contextual information • Helps to understand the importance & consequences of the behaviors and results in question • Example: In case of misbehaving with the customer out of frustration should clearly state the impact on employee’s performance and on over all org. image DESCRIPTION FIRST, EVALUATION SECOND: • Focus first on describing behaviors & Results • Report first what has been observed • Upon agreement what has been done evaluate what has been observed • Direct evaluation leads to rejection of the feedback
  • 22. SUGGESTIONS TO ENHANCE FEEDBACK Performance Management Skills PERFORMANCE CONTINUUM: • CONTINUUM means BAND or FIELD • Which means, going from less to more in the case of good performance • And From more to less in the case of Poor Performance • It should clearly describe how to show good behaviors and how to avoid bad PATTERN IDENTIFICATION: • Should be based on detailed pattern performance • Isolated events or mistakes do not provide room for improvement at a larger scale • It also helps to identify the causes too CONFIDENCE IN THE EMPLOYEE: • Feedback must include an image of Manager’s confidence in the employee • This reinforces the idea that feedback is about performance not the performer • But this should only be used when a manager honestly feels that the employee could improve • Incase of poor performance same could be used in context if the employee is fired ADVICE AND IDEA GENERATION: • Feedback can initiate both the Advice and the idea • Managers can give advice to improve the performance and so can Employee come up with the ideas to improve it
  • 23. Performance Management Skills All these recommendations are useful when feedback is given to employees who need improvement on personality traits labeled as CORE SELF EVALUATION: It is a combination of four traits: • Self Esteem  Degree an individual holds a positive attitude towards himself • Self Efficacy • Degree an individual believes he is capable of taking action, taking control over events • Emotional Stability  Degree an individual is NOT insecure, guilty or timid • Locus Control  Degree an individual believes he can control events and outcomes in his life
  • 25. GUIDELINES: Performance Management Skills FIRST:  It should be sincere & given only when it is deserved Second:  Should be about specific behavior  Should have some relevant context so that the employees know what to repeat in future Third:  It should be done in a pleasing manner not rushed Fourth:  Use positive phrasing  Do not use as a comparison to previous bad performance such as “NOT BAD” , “BETTER THAN BEFORE”
  • 26. THANK YOU Performance Management Skills A PRESENTATION BY: MEHREEN SHAFIQUE Expert Training & Facilitation, JAZZ

Notas do Editor

  1. The coaching Model includes developmental goals and developmental resources and strategies. Let’s discuss two remaining components of the coaching model: Observing and documenting developmental behavior data and giving feedback.
  2. Although that discussion presented in this section is specifically related to behaviors regarding developmental activities it can be easily generalized to behaviors related to performance in general.
  3. Observing and employee’s progress in achieving developmental goals is not as easy as it may seem. Consider the following constraints that managers might experience in attempting to observe an employee’s performance regarding developmental activities.
  4. Time: Managers are busy and may not have time to observe and documents the developmental activities so there could be a lapse b/e the assignment of the activity and the observation Situational: Managers usually don’t have the first hand knowledge since they do not follow the employees to an extent to check that which employee is has enrolled for an online programe and either he is a passive learner or an active participant Activity: When the developmental activity is highly unstructured, e.g. employee’s reading a book so now manager would have to wait until the employee finishes his book to assess if the activity is beneficial or not
  5. concerned with the act or process of knowing, perceiving,
  6. Sparingly: Cautiously
  7. Prejudice: pre judgement
  8. FINAL important component of the coaching process. GIVING FEEDBACK
  9. Example: An employee sacrificing his/her personal life for official engagements and was given a feedback that he/she is not a good performer since failed to retain an important client. Feedback is true but it will lead employee to think about the choices of his/her life.
  10. Contextual: Appropriate
  11. CONTINUMM: BAND , FIELD
  12. Individuals with poor performance can feel negative regarding the feedback so it is important to keep things balanced and motivate them when and where required.