Abstract
The article starts with a definition of coaching followed by a brief explanation of coaching in four steps. Improvement in employee performance is also explained followed key elements for making a coaching session effective. Differences of Management and Coaching are mentioned and necessity of coaching is explained in brief. Lastly Appraisal meeting with follow-up is explained.
Coaching & Follow-up
Executive Development Group defines “coaching as the skills, processes and knowledge through which people involve themselves in making the maximum impact. It involves constant renewal for themselves and their organization as they experience continuous change.”
The guide to managing human resources issued by University of California, San Francisco (UCSF) states that an immediate supervisor has an important role to play and he/she must interact closely with the employee. After communicating the performance objectives, requisite standards and observing employees’ performance a detailed feedback must be provided to the employee. He must be encouraged and motivated to meet the standards and performance expectations.
Coaching strengthens communication between the supervisor and employee, helping in performance improvement to meet the expected results. Coaching sessions focus on one or two aspects of performance and provide an “opportunity to discuss progress towards meeting mutually-established standards and goals.”
Ferdinand F. Fournies states that coaching is a four step process:
1. Step1. Neutral feedback: Employee should be informed of bad performance and asked to correct it. Follow-up may be carried out to check for improvement.
2. Step 2. Neutral feedback: If no improvement is observed, the same is informed to the employee and he may be asked the reason for such performance. The employee may be asked to explain for behavior change and if required assistance may be provided. Follow-up is carried out to check for improvement.
3. Step 3. Coaching analysis: In case of no improvement in performance, coaching analysis is carried out and immediate remedial measures are taken to curb action influencing poor performance.
4. Step 4. Coaching discussion: If the poor performance is due to employee choice, then it may be discussed with the employee to change his or her choices.
The guide to managing human resources issued by University of California, San Francisco (UCSF) states that following format can be adopted to improve employee performance:
ü Describe the issue or problem, referring to specific behaviors.
ü Involve the employee in the problem-solving process.
ü Discuss causes of the problem.
ü Identify and write down possible solutions.
ü Decide on specific actions to be taken by each of you.
ü Agree on a follow-up date.
ü Document key elements of the session.
Key elements to make a coaching session effective include:
1. Coaching may be conducted only when the attention is to be focused on specific aspect of employee’s performance.
2. Employee’s work may be observed and feedback solicited from others.
3. Investigate successful of the performances.
4. Employee may be advised in advance of the issues to be discussed and alternative solutions may also be discussed.
5. Successes and improvements may be recognized.
6. Key elements of coaching session may be documented.
Harvard Business School states that Coaching and Management are two different activities and the difference makes it difficult for managers to carry out coaching. The differences are as follows:
Managing Versus Coaching
Managing focuses on:
Coaching focuses on:
Telling
Exploring
Directing
Facilitating
Authority
Partnership
Immediate needs
A long-term improvement
A specific outcome
Many possible outcomes
Coaching is necessary for following reasons:
a. Rekindle motivation
b. To minimize performance problems
c. Maximize strengths by increasing analytical skills
d. To gain confidence
e. Learn new skills and competencies
f. Prepare for new responsibilities, such as developing leadership skills
g. Learning time management
The guide to managing human resources issued by University of California, San Francisco (UCSF) states that a follow-up discussion consists of following steps:
I. Reviewing the previous discussion
II. Discussing insufficient improvement and asking reasons for non-improvement.
III. Indicating consequences of non-improvement (not threatening)
IV. Agreeing for action to be taken and setting a follow-up date.
V. Imposing confidence in the employee
VI. Documenting the discussion.
According to Harvard Business School every appraisal meeting should be followed up, less follow up may be required in case of high performers and satisfactory performers. Whereas employees with performance gaps and more committed to development need to be carefully monitored carefully. This monitoring consists of follow up meetings which may be monthly or quarterly or half yearly. It is to be carefully checked for “progress against development plans.” These meetings provide an opportunity for the supervisors to coach and encourage the employees.
From the above discussion it is clear that coaching and follow-up action go hand in hand and it is a continuous process. The delicate relationship between the manager and his subordinate plays a vital role in developing an industry through coaching and follow-up. It is difficult and very important for a manager to play the role of a coach. It is also important for a manager to correctly interpret the performance of an employee and act accordingly in the interest of the organization, similarly it is equally important for an employee to respond to his superiors and strictly adhere to the instructions during coaching and follow-up. The employee must respond correctly to the supervisor or first level manager to draw correct conclusions by depicting the performance indicators accordingly.
References
Executive Development Group. Coaching FAQ. Retrieved on August 27, 2006 from: http://www.leadershipthatlasts.com/coaching_faq.htm
University of California, San Francisco (UCSF). Guide to Managing Human Resources. Chapter 7: Performance Management. Retrieved on August 27, 2006 from:
http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/
chapter-7-performance-management/
Ferdinand F. Fournies. Coaching for Improved Work Performance (1999).
Harvard Business School. Manager’s Toolkit: The 13 Skills Managers Need to Succeed (2004).
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