Performance appraisals vs coaching

SHARED FROM

John O. Burdett

TO COACH, OR NOT TO COACH - THAT IS THE QUESTION! PART 2

Industrial and Commercial Training, Vol 23 No 6. 1991. pp 17-23

 

Performance appraisals are found to be poor compliments to coaching where:

• The approach fails to recognize the difference between results and performance
• The performance rating reinforces mediocrity
• The performance improvement actions are not linked to critical incidents
• More than one or two performance improvement actions are focused on at a time.

 

BASIC CONDITIONS FOR COACHING TO SUCCEED

SHARED FROM

John O. Burdett

TO COACH, OR NOT TO COACH - THAT IS THE QUESTION! PART 2

Industrial and Commercial Training, Vol 23 No 6. 1991. pp 17-23

• identified as specifically as possible what has to be change
• employee must be committed to change
• there must be an opportunity to practised the new behaviour
• the overall environment must support and encourage the ongoing enactment of the new behaviour
• understanding on the manager's part of how those reporting to him/her learn
• the rationale for change is overwhelming
• the performance appraisal process
• team support of the new behaviours
• an understanding of the tactics of change

Challenges to coaching

SHARED FROM:

John O. Burdett, TO COACH, OR NOT TO COACH - THAT IS THE QUESTION! PART 1; Industrial and Commercial Training, Vol. 23 No. 5, 1991, pp. 10-16

Challenges to coaching

• Complexity
• Competitive environment
• individual issues
• slow to adapt to "what can be", or the "art of the possible" approach
• paradigm shift
• problem avoidance
• unsure of how to deal with change
• unsure and uncommitted as to how to coach others
• isolation and dependent upon formal authority

 

Changes that is happening in every aspect of organizational life

SHARED FROM:

John O. Burdett, TO COACH, OR NOT TO COACH - THAT IS THE QUESTION! PART 1; Industrial and Commercial Training, Vol. 23 No. 5, 1991, pp. 10-16

Changes that is happening in every aspect of organizational life:

• Structures that were five or six tiers deep have been flattened
• focus on customer satisfaction has made quality and responsiveness everybody's key task
• The manager's power base has given way to collaborative and consensus power sharing with others in the organisation
• Uncertainty has become a fact of life
• Strategic planning has consequently given way to strategic scenarios
• Building the capacity for fast response to changing circumstances has become a pivotal dimension of competitiveness
• Competition has taken on a global face
• organizations forming new alliances
• Contracts are often won not on the basis of local price, quality and service, but on the ability of the firm to complement the global nature of the customer's business
• Talent is more difficult to find but more difficult to keep
• a need to build strong teams and meaningful customer relationships
• Health and safety regulations expand
• more to be achieved in far less time

 

Safeguard the future of your company's best people

SHARED FROM:

Robert Donaldson and Barbara Folb

Catch Falling Stars

HANDBOOK OF BUSINESS STRATEGY

 

Managing valuable human capital:

• HR and senior executives should develop a joint plan
• Organization should create a non-threatening forum
• Enlist the aid of a third party coach

Signs that can point to a star in trouble:

• Team cohesiveness deteriorating

• Increased turnover in his or her department

• Lacks direction in focus

• Increasingly hesitant to make decisions

• Short tempered, abrasive
• Increased confrontations
• Misses deadlines
• Doesn't set priorities
• Drinks and eats too much
• Begins smoking
• Gains or losses weight

 

Steps to consider that can safeguard the future of your company's best people

• Ensuring a Good Fit
• No matter how impressive the individuals' qualifications may be, they have to have a clear idea of exactly what the company expects them to accomplish.
• Adapting to New Rules
• rules usually change when a company reorganizes or brings in a new chief executive
• Changes in the way we work, however small, can be aggravating
• Measuring Up
• stars run into trouble because they do not understand the new boss's priorities and standards for measuring performance and success
• Communicating
• Effective communications can often prevent stars from falling