SCC Performance Management Part 3 Coaching for Performance

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SCC Performance Management Part 3 Coaching
for Performance

• SCC Human Resources
• Learning Connection
• Employee Training and Development

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SCC Performance Management Part 3 Coaching
for Performance
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Agenda
• SCC Performance Management Process
• Coaching for Performance Process
• Root cause analysis
• Positive Direction steps
• Observe
• Apply

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Objectives
• At the end of this course, participants will be
  able to
• Communicate with employees and gain understanding
  as to work performance expectations.
• Document the difference between desired
  performance and actual performance.
• Recognize good performance in an appropriate and
  timely fashion.
• Determine the root causes(s) of poor performance.
• Apply appropriate interventions based on root
  cause(s).
• Implement Positive Direction steps.

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• SCC Performance Management Process

Planning
Communicating
Evaluating
Coaching
Documenting
Where the supervisor and employee identify and
address the causes of the employees successes
and failures
Where employee and supervisor share information
about work status, barriers, and solutions to
barriers.
Where data is gathered to support decisions
(including disciplinary actions and performance
ratings).
Where the supervisor informs the employee as to
how well he/she performed over a given period of
time.
Where employee and supervisor work together to
determine what the employee should accomplish
in the next year and what defines success.
Review information
Establish communication strategy
Identify data sources
Write appraisal
Communicate expectations
actions
Conduct planning meeting
Conduct appraisal meeting
Discuss performance
Identify data types
Analyze performance gap
Performance planning document
Communication plan
Performance Documentation
Completed appraisal
Coach for performance
outputs
Performance discussions
Appraisal meeting
Key to process
Document everything
Objective feedback
Performance focus
No surprises
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Coaching for Performance Process

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Coaching for Performance Process (5 parts)

Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Set Expectations

Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Set Expectations
• Is this a problem?

1 We need to know what we are supposed to do.
2 We need to know how well we are expected to
do our jobs.
3 We need to know how far we can take our
responsibilities/authorities.
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• How We Set Expectations

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SCC Performance Planning Document
Manager
Employee
Effective Communication
2
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Performance Planning Document
• SMART objectives
• Barriers and Resolutions
• Communication Plan
• Agreement

See Performance Planning Document example
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Communicate Expectations

• Correct
• On Time
• Quality
• Quantity
• Initiative
• Accurate
• Attend
• Lead
• Improve
• Communicate
• Develop Self

• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?

Opportunities to remove communication barriers
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Assess Performance
Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Assess Performance

Target Performance
Actual Performance
outcomes results accomplishments
Performance Gap
outcomes results accomplishments
Is there a performance gap?
Performance is the accomplishment of a task to a
preset standard of completeness and accuracy
(Reynolds).
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Recognize Performance

Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Recognize Performance (Herzbergs motivation
theory)

• 1 Achievement
• First strongest motivator
• Small achievements result in motivation to
  achieve more
• Achievement is the perception in a persons
  mind that he/she has done something for the first
  time or has done it better than ever before

• 2 Recognition
• Second strongest motivator
• Someone acknowledges achievement
• Level of reward should reflect level of effort
• Must be perceived as a reward

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• The rocket science part
• More opportunities for achievement provide more
  opportunities for recognition.

achievement
motivation
recognition
achievement
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Examples of no/low cost recognition

• Pat-on-the-back award
• Thank you cards
• Service awards
• Life Saver awards
• Administrators Day
• Bosss Day
• Employee of the month
• Name in monthly report

• Team nomination/recognition
• Letter from manager or above
• Store gift card
• Parking space
• Recognition at meetings

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• What about punishments?
• Short-term result, but long term problems
  including turnover, fear of manager, apathy,
  aggression, feeling of manipulation.
• Effort is only to avoid punishment

Not recommended
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Determine Root Cause(s)
Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Determine Root Cause(s)
See Identifying Performance Gaps job aid
train / educate
Ability?
yes
Is it caused by a problem with
no
remove obstacles
yes
Environment?
no
align feedback
Motivation?
yes
no
transition
yes
Fit?
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SCC Performance Management 3 Coaching for
Performance _____________________________________
________________

• Determine Root Cause - Ability
• Ask
• Could you do this correctly and to
  standard/requirement if you were given a huge
  bonus?
• Did you ever do this correctly?
• If yes not a training problem

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Determine Root Cause Environment
• Ask
• Is information available?
• Are resources available?
• Are structure and processes supportive?
• If yes not an environment problem

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Determine Root Cause - Motivation
• Ask
• Is there a perceived reward for non-performing?
• Is there a perceived punishment for performing?
• Is behavior non-compliant?
• If yes may be a motivation problem

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Determine Root Cause Fit
• Ask
• Has training/education has been provided?
• Is environment supportive?
• Is motivation aligned?
• Does performance problem persist?
• If yes may be a job fit problem

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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Apply Interventions
Set Expectations
Business Goals
Assess Performance
on target
Recognize Performance
not on target
Determine Root Cause(s)
Apply Intervention(s)
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SCC Performance Management 3 Coaching for
Performance _____________________________________
________________
Apply Interventions
Determine Root Cause(s)
Ability
Environment
Motivation
Fit
Apply Intervention(s)
Train
Remove Obstacles
Align Feedback
Transition
Focus area
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Motivation - Align Feedback

Not performing is rewarded Performing is
punished Behavior is non-compliant
Remove reward Remove punishment Take Positive
Direction steps
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Gain Agreement Process

Describe problem Ask for agreement
Discuss solutions
yes
Agreement?
no
Describe impact on org/team Ask for agreement
Discuss solutions
yes
Agreement?
no
Describe consequences to employee Ask for
agreement
Discuss solutions
Mandate Compliance
no
yes
Agreement?
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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Observe (video)
• Apply (role play)

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Note
• Critical incident documentation templates
• Documentation guidelines
• When to share documentation
• After the meetingissues will change during the
  meeting discussion
• Notes copied to HR WILL be placed in personnel
  files

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SCC Performance Management 3 Coaching for
Performance _____________________________________
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• Videos in SCC Library
• Positive Discipline, CRMLearning, 35601011085788
• Continuous Performance Appraisal Coaching is the
  Key, Right Brain Business Training 35601011085572
• Painless Performance Improvement, Media Partners,
  35601011085556
• Discussing Performance, CRMLearning,
  35601011085770

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SCC Performance Management 3 Coaching for
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• References
• Coaching for Improved Work Performance, Fournies,
  1987
• Human Performance Improvement, ASTD, 2005
• 1001 ways to Reward Employees, Nelson, 1994
• Performance Basics, Willmore, 2004
• Performance Management, Bascal, 1999
• Positive Discipline (video), CRM learning, 2005