The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.

1. • What kind of skills the manager should have to
help their employees to develop and improve
their performance?

2. Who is Manger?
Manager is some one who
oversees the project and
they are responsible for
getting the job done and
motivating people. And overcome
issues such as limited resources and time.

4. The most important
skills of manager
Strategic thinking
Planed ahead and predicting
what was going to happen.
Time management
Managers are expected to
complete work on deadline.
Communication
Managers have direct contact
b/w staff and client.

5. Problem Solving:
Manager may encounter problems
in their work
Collaboration:
Four barriers to collaboration;
Distance,dominance,discomfort
Dissonance.

6. Financial Skills:
manager will usually expected to
set budget.
Interpersonal skill:
Manager work closely with in
their team assigning them work
and ensuring that all perform or
not.
Coaching :
It helps people learn to improve
their work and make decision
efficiently.

8. Coaching
• Coaching is releasing a person’s potential to
maximize their own performance. It is helping
them to learn rather than teaching them

12. Coaching
Process

13. Coaching process
• Coaching process doesn't rely
on prescribed solution or
directive but rather on mutual
understanding, fact finding,
careful through reflection,
creative action planning and
compassionate follow
up.(Harvard business review)

14. Steps of Coaching
Process
Step 1: Build Relationship of Mutual
Trust
The foundation of any coaching
relationship is rooted in the manager's
day-to-day relationship with the
employee.
Step 2: Open the Meeting
The manager clarify, a non evaluative,
non accusatory way, the reason of
conducting meeting and set
appointment scheduled.

15. Step 3: Get Agreement
Manager must be able to
define the nature of the issue
and get the employee to
recognize the consequences of
not changing his or her
behavior.
• Skill of specifying the
behavior
• Skill of clarifying
consequences

16. • Skill of specifying the behavior
1. Cite specific examples of the
performance issue.
2. Clarify your performance
expectations in the situation.
3. Asks the employee for agreement
on the issue.
• Skill of clarifying consequences
1. Probe to get the employee to
articulate his or her understanding
of the consequences associated with
the performance issue.
2. Ask the employee for agreement on
the issue.

17. Step 4: Explore Alternatives
Explore ways the issue can be improved or
corrected by encouraging the employee to
identify alternative solutions.
Alternatives specific and not generalize.
Maximize the number of choices and discuss
their advantages and disadvantages.
Step 5: Get a Commitment to Act
• Help the employee choose an alternative.
• The manager must be sure to get a verbal
commitment from the employee
regarding what action will be taken and
when it will be taken and have the
support of employer

18. Step 6:Handle Excuses
• Rephrase the point by taking
a comment or statement that
was perceived
• Respond empathically to
show support for the
employee's
Step 7: Provide Feedback
Feedback should:
• Be timely
• Be specific
• Focus on the "what," not the
"why."
• Use a sincere tone of voice.

19. Performance Review Meetings & Types

20. What is Performance Review
Meetings?
• Manager and employee work together to assess the degree to
which the employee has attained agree-upon goals work and to
overcome difficulties to attain these goals.
• Also called performance appraisal meeting, or performance
evaluation meeting.

21. Types Of Meetings
1. Informal
• Performance is managed throughout
the year.
• Performance is reviewed as it occurs
by Individuals & manager for
comparing
• Outcomes may not documented
unless there is poor performance
2. Formal
• Performance is analyzed
systematically
• Overview and analysis since the last
meeting (Comparing results on
agreed expectations and plans)
• Documented
• The basis for decisions
• one-to-one basis or a get-together
Possible types of Formal meetings:
1. System Inauguration
2. Self-Appraisal
3. Classical Performance Review
4. Merit/Salary Review
5. Developmental Plan
6. Objective Setting

22. 1. System inauguration
2. Self Appraisal
• the employee’s assessment of
herself.
• opportunity for the employee to
describe how he sees his own
performance during the review
period.
• helpful if the employee is given
the same form to be filled out
with the same dimensions that
will be used by the supervisor
later.
Discussion of :
• how the system works?
• the identification of the
requirements and responsibilities.
• the role of self- appraisal
• the dates when the employee and
supervisor will meet to discuss
performance issues.
• important for new employees

23. 3. Classical performance
review
• Employee performance is
discussed, from both the
perspective of the supervisor and
that of the employee.
This meeting is mainly:
• past oriented
• does not focus on what
performance should look like in
the future.
4. Merit /salary
review
• useful to separate the discussion of
rewards from the performance for the
focus of employee on performance.
• If these meetings are not separated,
employees may not be very attentive.
• Although these meetings are separate,
supervisors should explain clearly the
link between the employee’s
performance and the rewards given.

24. 5. Development plan
Discusses the :
• employee’s developmental needs
• what steps will be taken so that
performance will be improved.
• information about what types of
resources will be provided to the
employee to facilitate the
development of any new skills.
6. Objective setting
• Includes setting of goals
( behavioral and result oriented).

25. Are all the meeting conducted at the same time or
they follow one by one? Explain with Example

26. Time duration of conductive
meetings
 Annually
 Semi-Annually
 Quarterly
Steps to take before Formal
meeting:
• Give at least 2-weeks notice
• Give sufficient time
• Arrange to meet in a private location without
interruptions

27. Formal Meetings
• Formal meetings to present
important financial, organizational
and operational information.
Examples :
Finance committee meeting,
Board of directors meetings,
reporting and presenting
important financial and
large-scale
of operations
types of Formal meetings that followed
one by one :
1. System Inauguration
2. Self-Appraisal
3. Classical Performance Review
4. Merit/Salary Review
5. Developmental Plan
6. Objective Setting

28. Informal meetings
Informal meetings is used to
address daily operational
and policy issue
Examples:
Club meeting, day to day
meeting, information sharing
meeting, team meeting,
informal decision meetings