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  • I completely understand leaders focusing on those that are already performing. Sometimes the struggling employees are often the ones to get left behind when it comes to training and development. Good work!
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Martin amy hrd 830 presentation Martin amy hrd 830 presentation Presentation Transcript

  • Coaching leaders to deal with low performers
    Amy Martin
    HRD 830
    Dr. S. Bronack
    December 8, 2010
    Hospital System Industry
  • Problem at Work:
    • Culture has evolved into one where low performers are accepted.
    • Leaders are reluctant to consistently apply accountability across all positions/employees.
    • Leaders lack confidence to effectively deal with low performers, therefore they choose not to.
    • Leaders undermanage low performers; place more work on middle and high performers.
    • Morale is affected; productivity and patient care suffer.
    • Leaders need coaching and training to develop skill set to move low performers up in the organization or out through progressive discipline.
  • Coach’s Role:
    • Coach defines goals that he or she hopes the learner will achieve:
    • Effectively managing low performers.
    • Training can be accomplished by providing leaders with knowledge and information through:
    • Presentation (telling) and
    • Showing through examples such as role play
    • Coach is responsible for presenting:
    • Why leaders must rid their organization of low performing employees.
    • Barriers that prevent leaders from dealing with low performers.
    • How leaders can effectively manage low performers.
    • What impact low performers have on individual units and the entire organization.
    • Coach must determine methods of training that will be most effective for targeted audience.
  • Methods of Coaching:
    • Mentoring
    • Pairing less effective leaders with high performing, highly skilled and experienced leaders to develop skill set to:
    • Manage conflict
    • Conduct difficult conversations
    • Deal with passive –aggressive personalities
    • Basic training methodology:
    • Presentation (telling)
    • Showing, through examples such as role play
    • Observing leaders emulate what they learned from role play
    • Providing feedback
    • Developing own coaching model to reach audience:
    • Provide evidence proving low performers negatively impact morale and employee turnover leading to why low performers must be dealt with and not ignored.
    • Address reasons leaders give for not dealing with low performers.
    • Train leaders where to start and how to take steps to manage problem employees.
  • Coach’s Presentation:
    • Definelow performer; describe behaviors and characteristics.
    • The goal; to move low performers to achieve high performing level.
    • Where to start low performer conversations.
    • How to have an effective conversation addressing:
    • Coach provides role play of conducting low performer conversation.
    • Coach asks leaders to practice with each other.
    • Coach observes.
    • Coach provides feedback.
    • Coach is available for individualized instruction and follow-up.
  • Definition of Low Performer
    • Points out problems in a negative way
    • Positions leadership poorly
    • Master of “We/They”
    • Passive aggressive
    • Thinks they will outlast the leader
    • Says manager is the problem
    Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.
    Demonstrates little commitment to their team and the organization.
    Knowledge & Competence
    Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.
    Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.
    Safety Awareness
    Performs work with little regard to the behaviors of safety awareness.
  • From Short Term Gains to Sustainable Results . . .
  • The End Result
  • Low Performer Conversation: Clarify Expectations, Consequences and Time-lines
    Do not start on positive note.
    Describe what employee behaviors have been observed.
    Explain the impact of the employee’s behavior.
    Show/Tell the employee what behaviors or actions need to be corrected.
    Discuss consequences with employee of continued same performance.
    Schedule a follow-up conversation within improvement time frame.
  • Conversations with Low Performer Competence Assessment Exercise
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