The Recognizing Coach: Using Recognition To Make Coaching More Powerful

2,040 views
1,906 views

Published on

TLNT Webinar from 4/26/12, presented by Stacia Sherman Garr.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
2,040
On SlideShare
0
From Embeds
0
Number of Embeds
382
Actions
Shares
0
Downloads
131
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

The Recognizing Coach: Using Recognition To Make Coaching More Powerful

  1. 1. The Recognizing Coach:Using Recognition to Make Coaching MorePowerfulStacia Sherman GarrSenior Analyst, Bersin & Associates Copyright © 2012 Bersin & Associates. All rights reserved.
  2. 2. About Us§  Who We Are •  Bersin & Associates empowers HR and learning organizations to drive bottom line impact through world class research and consulting Human§  Practices Resources •  Enterprise Learning •  Human Resources •  Leadership Development Leadership Development •  Talent Acquisition •  Talent Management -  Career Management Learning & -  Performance Management Development -  Workforce Planning§  Services Talent •  WhatWorks® Membership Acquisition •  Research-based consulting services •  IMPACT: The industry’s premiere Talent conference on the Business of Talent Management •  Bersin Basics Copyright © 2012 Bersin & Associates. All rights reserved. Page 2
  3. 3. Copyright © 2012 Bersin & Associates. All rights reserved. Page 3
  4. 4. Agenda§  Defining Performance Management and Coaching§  The Role of Recognition§  Three Strategies to Help Coaches Recognize More§  Key Takeaways and Q&A Copyright © 2012 Bersin & Associates. All rights reserved. Page 4
  5. 5. Performance Management FrameworkAn at-a-glance view of how PM fits together Performance Management Strategy Audience Technology & InfrastructureOrganization & Governance Ongoing Performance Management Activities Goal Setting Managing & Development Recognizing & & Revising Coaching Planning Rewarding Performance Appraisal HOW WHAT Performance Multi-level Structure Management Outcomes Key Messages Copyright © 2012 Bersin & Associates. All rights reserved. Page 5
  6. 6. Performance Management FrameworkAn at-a-glance view of how PM fits together Performance Management Strategy Audience Technology & InfrastructureOrganization & Governance Ongoing Performance Management Activities Goal Setting Managing & Development Recognizing & & Revising Coaching Planning Rewarding Performance Appraisal HOW WHAT Performance Multi-level Structure Management Outcomes Key Messages Copyright © 2012 Bersin & Associates. All rights reserved. Page 6
  7. 7. The Challenges To Overcome1.  Managers lack the skills to coach their employees2.  Performance appraisal process is too time consuming3.  Executives do not believe PM improves organizational capability4.  Executives do not promote PM activities5.  PM does not remain relevant throughout the year Source: Bersin & Associates 2011 High Impact Performance Management research, n=214 Copyright © 2012 Bersin & Associates. All rights reserved. Page 7
  8. 8. Organizations That Support Coaching Have Better Talent 7.00 6.00 5.78 Mean Talent Score 5.00 4.71 4.00 3.31 3.00 2.00 1.00 No or Weak Support Good Support Excellent Support Amount of Cultural Support for CoachingSource: Bersin & Associates 2011 HighImpact Performance Managementresearch, n=193 Copyright © 2012 Bersin & Associates. All rights reserved. Page 8
  9. 9. Defining “Coaching” CEO/ BoD Executive Coaching Exec. Team/ Senior Leaders Business Leaders Leadership Performance Coaching Coaching Team Managers Team Leaders Employees Copyright © 2012 Bersin & Associates. All rights reserved. Page 9
  10. 10. Coaching and Managing A complimentary relationship •  Encouraging employees to find their own solutions •  Helping employees Coaching reframe challenges Managing •  Modeling and•  Achieving results explaining new through others skills•  Evaluating performance•  Staffing people to specific projects or tasks Copyright © 2012 Bersin & Associates. All rights reserved. Page 10
  11. 11. #3: Ask Open-Ended Questions Source: Bersin & Associates 2011 High Impact Performance Management research, n=193 Copyright © 2012 Bersin & Associates. All rights reserved. Page 11
  12. 12. #2: Listen Actively Source: Bersin & Associates 2011 High Impact Performance Management research, n=193 Copyright © 2012 Bersin & Associates. All rights reserved. Page 12
  13. 13. #1: Reinforce Positive Behavior Source: Bersin & Associates 2011 High Impact Performance Management research, n=193 Copyright © 2012 Bersin & Associates. All rights reserved. Page 13
  14. 14. What is Recognition? Praise & Total Rewards Emblematic Rewards Recognition Token Rewards Skills Development & Monetary Rewards Career Opportunities Benefits Recognition is the expressed appreciation by one person to another for that person’s Compensation & behaviors, activities or impact. Incentive Plans Recognition may or may not be accompanied by a physical or financial reward. Copyright © 2012 Bersin & Associates. All rights reserved. Page 14
  15. 15. Recognizing Organizations Have Better Results 7.00 7.00 6.00 6.00 Mean Talent Management Mean Employee Results 5.18 14% 5.00 4.56 5.00 4.61 15% Results 4.01 4.00 4.00 3.00 3.00 2.00 2.00Source: 1.00 1.00Bersin &Associates High No Individual / Individual / Team No Individual / Individual /Impact Performance Team Recognition Team TeamManagement research,Q4 2011, n=193 Recognition Recognition Recognition Copyright © 2012 Bersin & Associates. All rights reserved. Page 15
  16. 16. How Does Recognition Work? Enhance Improve Employees’ HigherEmployees’ Connection Discretion- Engage- to the ary Effort ment Organization Better Employee Performance Clarify Create Changed,Expected Clear Social MoreEmployee Norms for EffectiveBehaviors Behaviors Behaviors Copyright © 2012 Bersin & Associates. All rights reserved. Page 16
  17. 17. Where do Coaches Fit In?A look at discretionary effort Enhance Improve Employees’ Higher Employees’ Connection to Discretion- Engage- the ary Effort ment Organization•  Clarify •  Reinforce the organization’s community goals elements of•  Communicate recognition organization’s •  Ensure investment in employees feel employee appreciated Copyright © 2012 Bersin & Associates. All rights reserved. Page 17
  18. 18. Case in Point: Coaching inEmerging Markets Situation Action Result•  Hire approximately •  Assigned new •  Enhanced 4,000 new graduates graduates to an engagement and per year internal coach connectivity by new•  Retention critical •  Coach responsible for hires to managers supporting new hire •  Though they cannot for first 3 months correlate the results to •  L&D developed train- coaching for certain, the-trainer module units with manager and coaching coaching have higher resources retention and greater employee engagement Copyright © 2012 Bersin & Associates. All rights reserved. Page 18
  19. 19. Where do Coaches Fit In?Focusing on changed behaviors Create Clarify Changed, Clear Expected More Social Employee Effective Norms for Behaviors Behaviors Behaviors•  Translate expected •  Reiterate other outcomes into employees’ behaviors successes based•  Help employees on different identify behaviors behaviors most necessary to •  Provide examples succeed of how people have thrived in the culture Copyright © 2012 Bersin & Associates. All rights reserved. Page 19
  20. 20. The #1 Recognition GapWe identified the importance and effectiveness of a number ofrecognition elements Frequency Source: Bersin & Associates Recognition research, Q1 2012, n=352 Copyright © 2012 Bersin & Associates. All rights reserved. Page 20
  21. 21. The Other Top Recognition Gaps Recognition is specific Recognition is perceived as prestigious Employees can see who else is being recognized Employees can give peer-to- peer recognition Source: Bersin & Associates Recognition research, Q1 2012, n=352 Copyright © 2012 Bersin & Associates. All rights reserved. Page 21
  22. 22. Strategy #1 Use senior leaders as role models 7.00 Mean Business Results 5.85 6.00 5.44 5.00 4.65 Score 4.00 3.00 2.00 1.00 0.00 Never Sometimes/Often Very Frequently Frequency of Senior Leaders Creating Accountability for DevelopmentSource: Bersin & Associates2011 High Impact PerformanceManagement research, n=214 Copyright © 2012 Bersin & Associates. All rights reserved. Page 22
  23. 23. A Staircase Toward Coaching AdoptionKnow your senior leader population and adapt your tactics •  11% of leaders True •  Nucleus of support; they Believers want to help •  32% of leaders Regulars •  Available, but HR has to be proactive Fair •  45% of leaders Weather •  If the proof is there, Friends so are they •  12% of leaders Agnostics •  Search for the waverers Copyright © 2012 Bersin & Associates. All rights reserved. Page 23
  24. 24. Strategy #2 Enable more recognition sources Your employee’s manager Your employee’s teamEveryone else Copyright © 2012 Bersin & Associates. All rights reserved. Page 24
  25. 25. Who is “Everyone Else?”There are a range of individuals who can contribute to employeerecognition Internal Employee Recognizers •  Senior Leaders •  Managers •  Teams •  Individuals External Audiences Recognizers •  Customers •  Partners •  Third-party Award Constituents •  Certifications Copyright © 2012 Bersin & Associates. All rights reserved. Page 25
  26. 26. Strategy #3Teach coaches to leverage recognition Reiterate Public Recognition More Frequent, Specific Recognition Identify & Communicate Unique Employee Recognition Needs Copyright © 2012 Bersin & Associates. All rights reserved. Page 26
  27. 27. Good Companies Make Coaching StickHighly effective coaching programs have four things in common Coaches Take Pre-Assessments Senior Coaches Leaders Practice Great Coaching Involved and Program in Design Receive and Coaching Delivery Program is Spread Out Over Time Copyright © 2012 Bersin & Associates. All rights reserved. Page 27
  28. 28. Case in Point: Coaching to Win The Four Phases of Coaching to Win 4. Ongoing 2. Workshop •  Apply and•  Begin the Support reinforce new learning •  Attend a skills •  Ongoing experience one-day resources and support workshop 1. Introduction 3. Follow-Up Discussions Copyright © 2012 Bersin & Associates. All rights reserved. Page 28
  29. 29. Key Takeaways§  Managers’ inability to coach is the most severe PM challenge organizations face.§  Organizations with strong coaching cultures deliver superior results.§  The most important coaching activity is recognizing positive behavior.§  Recognition enhances engagement and encourages employees to change their behaviors, driving performance.§  There are three strategies to improve coaches’ use of recognition: •  Enable more feedback sources •  Teach coaches to leverage recognition •  Use senior leaders as role models Copyright © 2012 Bersin & Associates. All rights reserved. Page 29
  30. 30. Questions? Stacia Garr Senior Analyst, Talent Management Questions or Follow Up: Stacia.garr@bersin.com http://blogs.bersin.com/stacia.garr www.linkedin.com/in/staciashermangarr Twitter: StaciaGarr Copyright © 2012 Bersin & Associates. All rights reserved. Page 30

×