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Report 21-coaching-develop-employee-performance


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Report 21-coaching-develop-employee-performance

  1. 1.©2009 Profiles International, Inc. All rights reserved.Expert InsightsCoaching to Develop Employee Performance
  2. 2.©2009 Profiles International, Inc. All rights reserved.Coaching to Develop Employee Performance. Copyright 2009 by Profiles International. Printed and bound in the United States of America.All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including informationstorage and retrieval systems without written permission from the publisher.PublisherProfiles Research InstituteDario Priolo, Managing Director5205 Lake Shore DriveWaco, Texas 76710-1732Profiles International(800) 960-9612www.profilesinternational.comwww.americasmostproductive.comAcknowledgementsCEO, Co-founder, Profiles International: Jim SirbaskuPresident, Co-founder, Profiles International: Bud HaneyEditor-in-Chief: Dario PrioloManaging Editor: AshleyDawn SheppardCreative Director: Megan BullardResearch Director: Natalie Hefner| 2
  3. 3.©2009 Profiles International, Inc. All rights reserved.Managing to ensure superb performance from all employees is crucial, especially duringtimes of economic turbulence. Fortunately, this kind of management is more enjoyablethan most tasks and results in increased organizational value.Coach early and often. Early, to catch potential problems before they happen. Often,because continuous interest and feedback virtually guarantees better performance.Coaching provides counsel in real time and identifies clear goals in the context of theemployee’s job.Effective managers catch problems early and often so that they can provide continualfeedback and guarantee better performance. They do not rely on yearly reviews to directtheir leadership. Efficient managers provide clear goals in the context of the employee’sjob.Introduction| 3
  4. 4.©2009 Profiles International, Inc. All rights reserved.1. How to Transform Managers into CoachesThe Power of Coaching: Training & Development| 4The transformation from manager to coaches takes effort and a few easy steps.It is important for managers to remember that one size does not fit all. Each employee isdifferent, and employees work differently. The better the manager understands the employee,the more effective the coaching and the results will be.How do you transform managers into coaches? Building and changing the corporate culturebegins with the leader’s adoption of a system, definition of the system and modeling of thesystem. Top leaders coach managers to be the kind of leaders the organization wants. Two of thecompetencies of a coach include:• An ability to identify people who fit the job• An ability to create strategies for employee development that inspire peopleto perform and achieveThese competencies set the foundation for development, but even the most able managerrequires help in these areas. No manager is equipped with essential knowledge about everyemployee. Successful coaching requires specialized knowledge about:• Each employee’s unique characteristics• Each employees attributes in the context of his job and in the context of thework environment• Each employee’s fit with his job, manager and teams
  5. 5.©2009 Profiles International, Inc. All rights reserved.Coaching-based performance management is essential for maximumproductivity.First, acknowledge that good performance rarely happens by accident. Many employers findit unnecessary to worry about job training or good job fit as long as they find an employee witha good job history. According to a survey of more than 1,000 people last year, includingmanagers and leaders, 90 percent believe that leaders have little influence over employeebehavior. This is not surprising, given that many leaders often view performance training asunnecessary.Profiles has developed a coaching-based performance management methodology thatprovides key insights about each employee. This step-by-step approach shows how toleverage knowledge to improve employee performance. This approach works because leadersare able to use it continuously and proactively from the beginning of each employee’s career.This process is incomplete unless each of the following factors are in place:• Understanding employee fit and compatibility in current job• Understanding motivation and stress and conflict behaviors• Optimizing working relationship with direct supervisor• Optimizing relationships with their work teams• Optimizing their leadership skills2. Implementing coaching-based performance managementThe Power of Coaching: Training & Development| 5
  6. 6.©2009 Profiles International, Inc. All rights reserved.Motivational coaching enables successful employee development.Coaches play an important role in helping employees successfully maneuver companydifficulties such as turnover, budget reductions and cost reductions. Coaches need tounderstand how each employee will react to the constant ups and downs of the specific workenvironment. A Profiles assessment will take the guesswork out of determining how eachindividual might react in a specific situation.Profiles assessments measure:• Need for control• Social influence• Patience and collaborative preferences• Focus on precision and quality• Motivational intensity and focus on change3. The Motivational CoachThe Power of Coaching: Training & Development| 6“”Coaching is themost potent toolfor inducinglasting personalchange.Source: Ivy Business Journal
  7. 7.©2009 Profiles International, Inc. All rights reserved.4. The Coaching Relationship and Team DynamicsThe Power of Coaching: Training & DevelopmentUnderstanding relationships improves team dynamics.Relationships directly impact productivity, and they can create improvements for theorganization if potential conflict points in the relationship are identified early. Defining conflictpoints will enable leaders and team members to work together to avoid or solve issues. Clearlydefining points of conflict also helps managers determine the best way to effectivelycommunicate with each employee.Coaches and leaders should also carefully consider their own attributes. An assessmentprovides specific recommendations for managers and employees to effectively communicatewith each other.The assessment will:• Examine the working relationship between employee and manager to predictcompatibility• Identify similarities and differences in styles, and detect how these similaritiesand different might result in conflict• Provide specific recommendations for mangers and employees to achievemaximum productivity in the workplace| 7
  8. 8.©2009 Profiles International, Inc. All rights reserved.5. Coaching to DevelopThe Power of Coaching: Training & Development| 8Developing employees generates leadership.The final step in coaching-based performance management determines leadership capabilities.Specific leadership competencies and skills are examined in order to identify leadershippotential.The assessments will calculate personal development, communication, leadership ability,adaptability, relationship building, task management, production, and the development ofothers.Motivating employees to perform to their maximum potential is the responsibility of theleaders of the organization. Once a manager discovers the value of coaching early and often, asopposed to conducting annual reviews, he will be able to increase efficiency and productivity inhis employees.The most effective approach requires:• Coaching tailored to the individual with a goal of increasing productivity• Coaching based on insight about the employee’s competencies within thecontext of his job, as well as his ability to work with his team and manager
  9. 9.©2009 Profiles International, Inc. All rights reserved.Summary:The Power of Coaching: Training & Development| 91. Transform your managers into coaches2. Implement coaching-based performance management3. Develop the motivational coach4. Assess the coaching relationship and team dynamics5. Coach to developNeed to improve your customerloyalty? Profiles International hashelped thousands of organizationsretain customers, build extremeloyalty and generate more predictablerevenue streams.Contact us at 1.800.960.9612 tospeak with an assessment expert whowill show you how put these powerfultools to work in your organization.
  10. 10.©2009 Profiles International, Inc. All rights reserved.PXT – The ProfileXT® is a ‘total person’ assessment that has a myriad of uses. It measuresjob-related qualities that make a person productive—thinking and reasoning style, behavioraltraits, and occupational interests. These qualities in an individual directly affect herproductivity and the productivity of her entire team. An added benefit? The ProfileXTprovides 10 reports from one fifty-minute assessment: individual report, placement report,succession planning report, candidate matching report, coaching report, job analysis report,sales placement report, sales management report, summary reports, and graph reports.CheckPoint Management System combines direct feedback from direct reports, peers,supervisors, and customers, with a personalized program for developing specific leadershipskills based on that feedback. This assessment process highlights a manager’s jobperformance in 8 skill clusters: leadership, communication, personal development,development of others, production, task management, relationships, and adaptability. TheCheckPoint 360° uncovers the following productivity killers: ineffective managementpractices, poor communication, inadequate leadership skills, distrust of management,inability to delegate, low motivation, lack of commitment, low performance standards, andworkplace conflicts.Products of InterestHiring Superstars | 10About Profiles International
  11. 11.©2009 Profiles International, Inc. All rights reserved.Another key to driving performance is having a consistent company message. CSP – CustomerService Profile measures key characteristics of exceptional customer service. How much easier is itto drive performance when the people engaging the customer on a daily basis are all on the samepage? The CSP looks at what our current and future employees believe is a high level of customerservice, while at the same time showing us where they align (or not) with our company’s perspective.The use of superior talent management practices can easily identify a potential need for additionalpeople, or for better use of existing resources. With efficient selection and on-boarding practices,both new people and incumbents become more productive in a short amount of time. SOSII – StepOne Survey II® can help give new employees the head start they need from day one. By making sureprospective applicants are a ‘fit’ for our corporate culture before joining the team, we can know inadvance how they can assimilate into a work environment in the optimum amount of time. Insightinto an applicant’s work ethic, honesty, integrity, propensity for substance abuse, and attitudes ontheft (including property, data, and the most expensive commodity—time), can give a much-neededpreview into how well this person will mesh with a company’s current culture and climate.Profiles WorkForce Compatibility is a powerful tool that measures critical workplace compatibilityinformation between a manager (executive, director, supervisor, team leader) and his employees.PWC is used to increase productivity, identify and close compatibility gaps between manager andemployee, improve communications between manager and employee, raise the level ofengagement, and reduce employee turnover.Products of InterestAbout Profiles InternationalHiring Superstars | 11
  12. 12.©2009 Profiles International, Inc. All rights reserved.America’s Most Productive CompaniesIn economics, “productivity” is a measure of output per unit of input. For purposes of this study, we definedlabor productivity in terms of revenue produced per full-time employee. Calculating this required us toanalyze financial data from over 1,600 publicly traded companies that we then organized into over 175 sub-industry groups.We then identified the companies that ranked highest in each category and took a closer look at thepractices that enable them to out-produce their peers. By understanding these practices, we hope toeducate ourselves and our clients about the practices that can help them run more efficiently and becomemore competitive in the marketplace.5 Critical Management Derailers: Symptoms and RemediesWhy do front-line managers fail and what can be done to avoid failure? We polled our experts to identifyour top five most common management derailers. They are:1. Poor interpersonal and communication skills2. Inadequate leadership skills3. Resistance to change4. Inability to deliver expected results5. Inability to see beyond their functional siloThis report elaborates on these five issues and offers some common sense advice for helping your managersavoid them.Additional Reports from Profiles Research InstituteHiring Superstars | 12About Profiles International
  13. 13.©2009 Profiles International, Inc. All rights reserved.Additional Reports from Profiles Research InstituteSelection Strategies for Reorganization, Redeployment and Recovery:Comprehensive Report of FindingsProfiles International researchers conducted a comprehensive review of organizational design and talentmanagement practices to identify over 50 “best practices” in the context of organizational restructuring. Wethen asked several experts to rank order their top 20 best practices from this list. From this, we determinedour “Top 10” best practices list.Selection Strategies for Reorganization, Redeployment and Recovery:C-level vs. Non-C-level Comparison ReportProfiles International researchers conducted a comprehensive review of organizational design and talentmanagement practices to identify over 50 “best practices” in the context of organizational restructuring. Wethen asked several experts to rank order their top 20 best practices from this list. From this, we determinedour “Top 10” best practices list. From these “Top 10” best practices we designed a brief 10-question surveyto poll our clients on how well they believed their organizations followed these practices and how well theywould be prepared for a major reorganization and redeployment event. Nearly 800 people (over 30% incompanies with over 500 employees ; 50% of participants had Director-level roles or higher) participated inthe study.Our findings highlight some considerable differences between the perspective of C-suite and non-C-suiteparticipants on nearly every dimension we measured. This heightens concerns that the C-suite may be outof touch with what is actually happening on the front lines as it relates to reorganizing and redeployingtalent in the midst of change.Hiring Superstars | 13About Profiles International
  14. 14.©2009 Profiles International, Inc. All rights reserved.Additional Reports from Profiles Research InstituteFour Essential Tactics for Optimizing Organizational TalentNow more than ever you have the opportunity to optimize your organizational talent. While cost-cutting maybe inevitable, it’s important to avoid some of the common traps that will put you at a disadvantage when theeconomy turns around. The bottom line is that you need to know your human capital inventory well enoughto make the best decision. Our researchers have identified four essential tactics to optimize yourorganizational talent. These are:1. Remove your chronic underperformers2. Remove your bad apples3. Uncover your hidden gems4. Never stop your hunt for high quality outside hiresThis paper elaborates on these four essential tactics.Hiring Superstars | 14About Profiles International
  15. 15.©2009 Profiles International, Inc. All rights reserved.imagine great people™©2009 Profiles International, Inc. All rights reserved.Profiles International – Contact UsHiring Superstars | 960-9612(254) 751-1644Contact UsProfiles International – Who We AreProfiles International helps organizations worldwide create high -performing workforces.Through our comprehensive employment assessments and innovative talent management solutions,our clients gain a competitive advantage by selecting the right people and managing them to theirfull potential.Where We AreProfiles serves 122 countriesaround the globe and hasmaterial in 32 languages.Profiles 960-9612©2009 Profiles International, Inc. All rights reserved.