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Hr Pmp 301 Coaching And Developing Employees
 

Hr Pmp 301 Coaching And Developing Employees

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Hr Pmp 301 Coaching And Developing Employees Hr Pmp 301 Coaching And Developing Employees Presentation Transcript

  • Coaching and Developing Employees HR PMP 301 Denise L. White October 2008
    • Learn how to coach for performance
    • Review different coaching models
    • Learn how to handle negative responses
    • Learn basics on developing employees
    HR-PMP 301 Coaching and Developing Employees 06/09/09 Agenda
  • Review of HR PMP 201
    • Observation
    • provides opportunities to remind employees of the goals and their importance,
    • provides positive feedback, and
    • helps spot obstacles and barriers to performance.
    • Uses time, cost, positive results, and quality as criteria for measuring performance.
    06/09/09 HR PMP 301 Coaching and Developing Employees
  • HR-PMP 301 Coaching and Developing Employees 06/09/09 DILLARD UNIVERSITY’S VISION
  • The Performance Management Model HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Coaching Models
    • F.R.A.M.E.
    • Acknowledge-Paraphrase-Clarify Structure
    • Six Questions Model
    06/09/09 HR PMP 301 Coaching and Developing Employees
  • DEFINITION HR-PMP 301 Coaching and Developing Employees Adapted from the Successful Manager’s Handbook by Susan H. Gebelein, Carol J. Skube, Lisa A. Stevens. June, 2001; Personnel Decisions International Coaching is a process of joint discovery and discussion.
  • Coaching Benefits 06/09/09 HR PMP 301 Coaching and Developing Employees
    • Listening
    • Analyzing performance
    • Questioning techniques
    • Establishing the right learning environment
    • Providing direction
    • Source: CLC. 2007
    HR-PMP 301 Coaching and Developing Employees 06/09/09 Coaching involves
  • Elements of Successful Coaching HR-PMP 301 Coaching and Developing Employees Source: Susan Alvey 06/09/09
  • MODEL1: F.R.A.M.E. HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Model 1
    • Focus on each interaction
    • React non judgmentally
    • Ask thought provoking questions
    • Monitor progress and learning
    • Encourage continued growth
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • MODEL 2: ACKNOWLEDGE-PARAPHRASE- CLARIFY STRUCTURE 06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Model 2: Questions
    • Please give me an example to support this fact…
    • Please tell me more about….
    • So, are you suggesting that…?
    • So, if I understand you correctly…
    • Then you are thinking that…
    • What I hear you saying is…
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • MODEL 3: SIX QUESTIONS 06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Model 3
    • Imagine you are performing more effectively; what are you actually doing differently? (Miracle)
    • Are there situations when you were able to do this well? Tell me how you did it one of those times? (Exception)
    • What was different about the way you personally were behaving when circumstances were better? (Scaling)
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Model 3
    • What do you do to keep going? ( Coping )
    • When you do that, who else might notice something different about you? ( Relationship )
    • What else can you say is working? ( What else )
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Handling Negative Responses
    • Anger
      • Acknowledge employee’s reaction
      • Allow employees to vent feelings
      • Avoid getting defensive or argumentative
      • Remain calm
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Handling Negative Responses
    • Denial
      • Listen actively to understand employee understands message
      • Repeat or restate comments if necessary
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Handling Negative Responses
    • Shock
      • Allow employee time to internalize message
      • Suggest possible next steps
      • Use silence and open ended questions to prompt employee response
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Qualities of a Good Coach
    • Ability to prioritize
    • High expectations
    • Readiness to listen
    • Belief in people’s potential
    • Interest in people
    HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Coaching for Problem Resolution
    • Encourage staff to define the problem
    • Encourage staff to identify options to solving the problem
    • Remain sympathetic
    • Encourage staff to deal with the problem robustly
    06/09/09 HR PMP 301 Coaching and Developing Employees
  • Knowledge Check
    • As a manager /coach you are responsible for fostering skill development, imparting knowledge and instilling values and behaviors. True or False?
    • The qualities of an effective coach include
    • High expectations
    • Readiness to listen
    • Training and monitoring
    • Belief in an individual’s potential
    • A and B
    • C and D
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Developing Employees through Feedback 06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Feedback
    • Feedback is defined as the process
    • of providing information to your
    • employees about their past
    • behavior in order to influence their
    • future behavior .
    HR PMP 301 Coaching and Developing Employees
  • Step 1
    • Identify the goal to be achieved
      • Are you preparing your staff for the next job?
      • Are you creating opportunity for growth within the current role?
      • Are you identifying significant performance challenges?
    • Identify your stake in the feedback cycle
  • Step 2
    • Develop a realistic plan
      • Strengths
      • Weaknesses
      • Goals
        • Short term
        • Long term career goals
    • Identify resources
    • Identify target dates
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Feedback Tips
    • Be clear about what you want to say.
    • Emphasize the positive
    • Be specific.
    • Focus on behavior rather than the person.
    • Refer to behavior that can be changed.
    06/09/09 HR PMP 301 Coaching and Developing Employees .
  • COACHING AND FEEDBACK PRACTICE HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Coaching Scenario #1
    • One of your staff is consistently coming in late, missing days and not following through on their responsibilities. You notice that they seem severely tired. They are often abrasive when talking to colleagues-immediate colleagues are expressing concern that they need to finish this persons work because it is often not complete. You are addressing this at your next one/one session .
    HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Coaching Scenario #2
    • You have a staff member that has demonstrated
    • poor communication interactions with customers.
    • They are constantly short and don’t follow through when
    • a complaint is raised.
    • You are concerned that they’re actions are also effecting
    • morale.
    • You have decided to talk to them about this .
    HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Coaching Timing
    • Doing it continuously saves time in the long run and increases the effectiveness of employees.
    • Minimally twice a year, best every quarter.
    • Don’t wait until performance review time.
    HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Final Tips
    • Look for new combinations
    • Ask “what if?” or develop “what if” scenarios.
    • Consider approaches you’ve never thought about before.
    • Brainstorm with others.
    • Be a champion of the coaching model.
    06/09/09 HR PMP 301 Coaching and Developing Employees
  • Knowledge Check
    • Elements of Successful Coaching include
      • 1)Technical information
      • 2)Regulations and procedures
      • 3)Support
      • 4)None of the above
    • Feedback is defined as using data from previous sources to influence future behavior. True or False?
    HR-PMP 301 Coaching and Developing Employees 06/09/09
  • Final Thought
    • “ Those who seek mentoring will rule the
    • great expanse under heaven.
    • Those who boast that they are greater
    • than others will fall short.
    • Those who are willing to learn from
    • others become greater.
    • Those who are ego-involved will be
    • humbled and made small.” Shu Ching
    06/09/09 HR-PMP 301 Coaching and Developing Employees
  • Acknowledgement
    • The University of Michigan, Voices of the Staff
    • Project Team on Performance Planning and
    • Recognition.
    • Harvard Business Essentials, “Coaching and
    • Mentoring.”
    HR-PMP 301 Coaching and Developing Employees 06/09/09