This document summarizes a presentation on developing employee and organizational performance through performance appraisals and coaching. It discusses: 1) Linking performance appraisals and goal setting to coaching practices to improve employee performance, satisfaction, and retention. 2) Key elements of effective performance appraisal and coaching systems including feedback, clear expectations, and a continuous performance development cycle. 3) Barriers to performance management like inadequate manager skills and disconnect from organizational strategy.

1. John P Zettler Patrick C Hartling Developing Employee & Organizational Performance Tuesday, April 13, 2010 HRANS HRM Chapter Dinner

7. Performance Planning Dialogue between manager and staff to establish clear, specific performance expectations at the beginning of the performance cycle. Performance Management (PM) is a Continuous Process Ongoing Coaching Two-way discussion which focuses on recognizing the staffs excellence & areas for improvement & learning, as well as identifying barriers to performance. Multiple Sources of Feedback Process which provides staff with performance information to supplement manager feedback; may includes feedback from sources such as self, Manager, peers, other clients. Performance Review Two-way discussion & written document focusing on staff performance, areas of excellence, goals for improvement & development needs. Performance Criteria Information that provides the foundation for performance; competencies, standards of performance, job description (expectation) & goals.

13. What is coaching? Coaching is an everyday, automatic, and ongoing process to provide performance feedback and encourage continued staff growth and development Coaches encourage people to develop themselves

14. Why coach? Benefits of Coaching Clear, Mutual Expectations Self-Reliant vs. Boss-Reliant Performance Improvement Increased Job Satisfaction

15. Managing vs. coaching Reacting Delegating Tasks Controlling Conducting an annual performance review Goal-setting and planning Assigning responsibility Affirming and Supporting Observing and providing feedback on a regular basis Communicating clearly and frequently, and asking the right questions Communicating infrequently, often failing to use clarifying questions The Role of a “Traditional” Manager Includes: The Role of a Coach Involves:

16. Feedback is the essence of coaching Feedback is essential to staff Development. It not only helps staff correct mistakes before they become habits, but it also: Reinforces positive behaviours Encourages the development of desirable work habits Helps staff achieve their goals Focus on the forward

24. Org. Culture and the New Focus There is a tendency to Isolation and ‘not sharing’ Managers are ‘Not Listening’ Mgrs. Transactional and Busy/Busy/Busy Lack of Skills Communication + Engagement = Pride Active Hearing/ Nothing is too Trivial to Address Demonstrate the link to Making their Job Easier Prioritize and Deliver Practical Learning & Tools Listening Skills + Regular Employee Surveys No Connection By Management to Employees Typical Org. Current State: Desired Future State:

25. Org. Culture and the New Focus No Organizational Focus on Continuing and Persistent Improvement A Retrospective, Backward Focus Re Performance Keep a focus on the shifts in Skills that are needed for employees to succeed Build a System that Builds Performance to meet Organizational Needs Typical Org. Current State: Desired Future State:

28. Common Reactions to Change While the goal of the project is to build an efficient and effective system, the goal of change management is to reduce the ‘performance dip’ that can occur on a project and enable people to use the system efficiently and effectively.

37. Appendix – Planning Checklist

38. Appendix – Mid-year Checklist

39. Appendix – Evaluation Checklist