The document outlines a coaching and development model for performance management. It discusses how current performance management systems are outdated and don't fit 21st century employees. The model focuses on identifying high performers by their quality performance and engagement. It emphasizes setting clear expectations, providing feedback, and managers creating an engaging work environment to promote peak performance. The implementation involves continual coaching, clarifying expectations, and having outcome-focused conversations throughout the year rather than annual evaluations.

1. Performance
Management
A Coaching & Development Model
Tamra Facciola
7/2/15

2. A COACHING &
DEVELOPMENT MODEL OF
PERFORMANCE
MANAGMENT
What we will cover:
 Review of Current Research in Support of
a Coaching & Development Model
 Development & design - What does this
Model look like?
 Implementing the model in your
organization

3. THE PURPOSE OF A
PERFORMANCE MANAGEMENT
SYSTEM
Why does any organization have a PM system in
place? Some of the most common reasons are to:
1. Identify high performers and drive quality
performance
2. Manage & improve the workplace
3. Reward employees financially (merit)
4. Protect the organization through the PM
documentation process
5. Succession planning
6. Locate and “weed out” sub-par and under-
performing employees

4. SURPRISE! 21st CENTURY
EMPLOYEES DON’T FIT IN TO OLD
PM SYSTEMS THAT ARE OUT
THERE!
 As of 2013, 86% of organizations recently made significant
changes to their performance management (PM) system or
stated that they were planning to do so*
 Most traditional evaluation-based PM approaches are
predicated on Turn-of-the-Century ideas – outdated for
today’s workforce
 In most organizations, people agree that their PM systems
have not lived up to the promise of enhancing individual or
organizational performance

5. How does an
organization design,
implement & gain value
from a PM system?

6. KEY TO SUCCESS – FOCUS ON
QUALITY PERFORMANCE &
ENGAGEMENT
 Current research reveals - it’s not the type of
PM approach that matters most to gain
value*
 Most employers have focused on the wrong
dimension of change
 Organizations have been asking the wrong
questions in contemplating a change in their
PM approach
 Rather than the type of approach, the focus
should be on developing and encouraging
practices and behaviors aligned with driving
quality performance

7. WHY HAVE A PM SYSTEM?
To Identify High Performers
Drive Quality Performance
Manage & Improve the
Workplace Environment

8. THE NEXT QUESTION IS . . .
.
“Given that the profile of high-
performing employees looks
different today than it did 5 years
ago, how do we design our PM
system to identify & drive quality
performance in our
organization?”*

9. ONE SIZE DOES NOT FIT
ALL
 PM is not a one size fits all proposition
 There is no one best approach to
which all organizations MUST
subscribe
 An organization’s PM model must
meet the needs of that particular
organization*

10. DESIGN CONSIDERATIONS
When designing a PM that supports quality
performance, there are 3 critical areas to
consider:
1. Be able to identify high performers – the
model must incorporate and promote
behaviors aligned with quality
performance (behaviors that promote
engagement)
2. Focus on the Future not the Past
3. Take into account that Managers and their
management skills matter (a lot!)

11. IDENTIFY HIGH PERFORMERS
I. Currently, 2/3’s of PM systems are
unable to identify or misidentify high
performers (regardless of force
rankings)
 Wrestling with questions like, “Should
our PM system have force ranking or 5-
point scale not?” - misses the more
critical questions:
“What does high/quality performance
look like today?”
“Are we identifying those quality-
performing employees or not?”

12. QUALITY PERFORMANCE &
ENGAGEMENT - GALLUP’S Q-
12TOP PERFORMERS NEED:
1. Expectations
2. The right tools & resources
3. Opportunity to do what they do best
4. Contemporaneous Praise and Recognition for
doing good work
5. A Supervisor (or someone at work) who cares
6. Encouragement to develop
7. Feeling like opinions count – collaboration
8. Someone has taken the time to talk to the
employee about his or her progress in the last 6
months
9. Opportunity to learn & grow

13. BE FUTURE-FOCUSED
II. Focusing on the Past instead of the
Future kills the organization’s ability to
drive top performance
• Focusing on the past creates a fear state in
the brain, limiting one’s ability to absorb
information
 Current PM systems are misaligned with how
we now know the brain functions
 Based on current brain research, the real
issue is:
In what mental state does your PM
system put your employees?

14. MANAGERS MATTER
III. Manager skills matter more than
whatever scoring system is used in a
PM system
Based on current research, activities such
as:
• Setting clear expectations
• Managers providing informal feedback
• Managers working collaboratively with
employees to resolve challenges
have significant and more effective
impacts on driving quality performance
than do traditional PM systems

15. Managers who create an engaging work
environment promote peak
performance in 3 primary ways:
1. Involvement in the employees’ work
lives
2. Help set goals and priorities
(expectations)
3. Holding employees accountable for
their performance

16. THE SHIFT – IMPLEMENTING A
PM SYSTEM THAT FULFILLS THE
REASON FOR ITS EXISTENCE
In designing a PM system that adds value to the
organization, the following three questions are
recommended for consideration:
 “What is PM used for in our organization?”
 “What outcomes are critical for the organization
to achieve?”
 How do we get there? - “What is required of
employees to achieve and deliver those
outcomes?*

17. GUIDING PRINCIPLES OF A
COACHING AND
DEVELOPMENT MODEL*
 PM is a process, not an event. Continual
coaching, feedback and communication
are integral to success
 The PM System is a communication tool
to ensure mutual understanding of work
responsibilities, priorities and
performance expectations
 Collaboration and employee involvement
is encouraged in identifying major duties
and defining expectations

18. Performance Management
Objectives
 Increase two-way communication
between supervisors and employees
 Clarify mission, goals, responsibilities,
priorities and expectations
 Identify and resolve performance
problems
 Recognize quality performance
 Provide a basis for administrative
decisions such as promotions,
succession and strategic planning…
Adapted from Indiana University HR Website

19. How do I implement this model?
Setting Expectations
◦ Workplace Expectations
◦ Job Expectations

20. Evaluation vs. Development
Past Now
 Management Focused
 Supervision
 Labor
 Individual
 Once a year
 Past Oriented
 Measurement focused
 Ratings based
 Administrative decisions
 Employee involvement
 Coaching
 Knowledge Capital
 Team
 Continuous improvement
 Future oriented
 Outcomes
 Conversation based
 Problem Resolution

21. Performance Management
Instrument
Areas of Assessment to Consider for all
Individual Contributors (all employees):
 Job Knowledge
 Job Performance
 Work Place Professionalism
 Communication