The document discusses how performance coaching can help organizations get more value from their training investments by improving employee capabilities and strengthening performance. It recommends that HR build a development culture that links training to targeted, job-specific performance coaching. Key points include: (1) Coaching is more effective than one-time training for fixing underperformers and accelerating growth; (2) To build a coaching culture, organizations should set goals, focus on job requirements, and hold supervisors accountable; (3) HR should promote coaching as a targeted investment, provide coaching options and services, and track benefits to build the business case for coaching.

1. Performance Coaching Making Your Training Dollar Pay Off Dawn Lennon, principal Big Picture Consulting SHRM LV Conference—2009

2. Proposition HR needs to build a development culture that links training and performance coaching to increase/improve employee capabilities

3. Training Pros and Cons Pros Jump starts attendees Reaches many Cleanly packaged and delivered Internally saleable re: cost/employee Cons Transfer voluntary Accountabilities low Once and done Cost-benefit difficult to assess

4. Performance Coaching Pros and Cons Pros Targets a need One-on-one Aligned to job requirements Tracks transfer Focuses on accountability for results Perceived Cons Selecting participants Justification Supervisor involvement Multiple sessions Cost per employee

5. Realities Performance coaching is the most direct way to: “ Fix” under-achieving and poor performers Strengthen core employees Accelerate the growth of high potential employees

6. Creating a New View Send new messages: Coaching is: an extension of training or preparation for it comes from in-house and outside resources is a targeted investment just like training is implemented based on business needs

7. The Case for Coaching Information moves faster Employees expect opportunity Results drive survival One-size-fits-all is outmoded Supervisors are stretched Business is often done outside the office

8. Building a Performance Coaching Culture Target under-developed capabilities that are current priorities Set SPECIFIC GOALS Focus on specific job requirements Require actions; build momentum

9. Promote an Expanded Approach: Training and Coaching Deliver a strong needs message Revise the training budget Determine priority performance coaching areas Ask supervisors to identify 2 employees for coaching

10. Promote an Expanded Approach: Training and Coaching Identify skill needs and measurable benefits Develop a plan for training and coaching Fund at current budget levels Hold supervisors and coaches accountable for results

11. Where to Start? Supervisors Provide coaching training AND individual performance coaching for supervisors Track and appraise improvement Set employee coaching goals for supervisors Develop criteria for using outside coaching resources

12. Selecting Outside Coaching Services Be clear about what employees need State the outcome expected from coach and employee Purchase only the services you need Align your investment to the expected benefits/value of the outcome

13. HR’s Leadership Role Promote cost-effective performance improvement Provide options— training and coaching Broker quality coaching services to meet needs Build cost-benefit data to support Track benefits

14. No More Business as Usual Move with the times Support training with coaching Support coaching with training Support both with performance appraisal Build capabilities