The document discusses effective techniques for coaching, counseling, and correcting employee performance including focusing on behaviors rather than individuals, setting clear expectations and timeframes for improvement, and documenting discussions. It provides guidance on determining whether issues are willful or non-willful, the severity of violations, and tips for having productive discussions around behavior, impact, expectations, and consequences. The goal is to improve performance through mutual trust and open dialogue rather than punishment.

1. Great Performances:
Coaching and Counseling for Results
Robin Schooling, SPHR

2.
Conversation
between a leader and
an employee that
leads to
improved
performance

3. Purpose
•
To improve performance
•
To stop negative behavior from continuing
•
To allow employee to understand how his/her behavior
impacts the business/team
•
To maintain the employee’s confidence/self-esteem

5. COACHING
Mutual Trust
Mentoring
Consistent and
ongoing

6. COUNSELING
Open Dialogue
Course Correction
Performance
Management

7. CORRECTING
When counseling has not had
the desired result
When more than a “word to
the wise” is needed
When there’s a policy or
procedure violation

8. Focus on the situation,
issue or behavior –
NOT on the person

9. The Basic Elements

10. “Act or Accept”
–Anonymous

11. •
GOAL
•
•
FOCUS
•
•
Commitment…not compliance
The issue/problem…not the individual
RESPONSIBILITY
•
The employee…not the manager

12. •
TIME FRAME
•
•
The future…not the past
COMMUNICATION STYLE
• WITH the employee…not AT the employee
•
DYNAMIC
•
Adult-to-adult…not parent-to-child

13. THE
“PUNISHMENT”
PROBLEM
• Anger
• Apathy
• Absence

15. CATEGORY
• Performance
• Work rule or policy
violation

16. WILLFUL VS. NON-WILLFUL
•
Does the employee have the knowledge or skills?
•
Does s/he have the ability? Has s/he been trained?
•
Does the employee have the necessary resources?
•
Is s/he aware of the rule/policy?

17. SEVERITY
• Continuing or escalating issue
• Once is one times too many
• Once is enough

18. THE DISCUSSION
• Behavior
• Effect
• Expectations
• Results

19. BEHAVIOR
What is the difference
between the employee’s
current level of
performance and the
standard or expectation?

20. EFFECT
What is the effect/impact
the behavior, action or
performance is having on
the business or the team?

21. EXPECTATIONS
What are the expected
performance or
improvement standards?

22. RESULTS
What are the consequences
if performance doesn’t
improve or behavior
continues?

23. IT’S OK…
•
… to seek the employee’s input
and ideas on how they can
correct the situation or improve
performance
•
… to express your confidence
that the employee can correct the
situation
•
… to offer your support and
assistance

24. D-FENCE
Shifting blame - “it’s not
my fault!”
Sarcasm/ridicule - “that’s
a stupid policy”
Hostile silence … it’s not
always golden

25. DOCUMENTATION
it’s not just for HR anymore…

26. DOCUMENTATION TIPS
• Be timely
• Be factual
• Be specific

27. THINK ABOUT…
When is it necessary to move along the
continuum from coaching to counseling
to correcting? "
"
"
"
What steps can you take when you
have to counsel an employee about a
performance issue?"
"
"
"
What are some ways to follow up after
you’ve corrected someone?

28. “Maintenance is terribly
important .”
–Manolo Blahnick

29. Robin Schooling, SPHR
@RobinSchooling
robin@silverzebras.com