Coaching To Develop Employee Performance Report

Expert Insights

Coaching to Develop Employee Performance

www.profilesinternational.com
© 2011 Profiles International, Inc. All rights reserved.

Coaching to Develop Employee Performance. Copyright 2011 by Profiles International. All rights reserved. No part of the report may be
reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without written
permission from the publisher.

Printed and bound in the United States of America.

Publisher
Profiles Research Institute
Dario Priolo, Managing Director
5205 Lake Shore Drive
Waco, Texas 76710-1732

Profiles International
(800) 960-9612

Acknowledgements
President, Co-founder, Profiles International: Bud Haney
Editor-in-Chief: Dario Priolo
Managing Editor: Carrie D. Martinez
Assistant Editor: Jeffrey M. Meyers
Creative Director: Ruben Vera

Coaching to Develop Employee Performance | 2

Introduction
Managing to ensure superb performance from all employees is crucial, especially
during times of economic turbulence. Fortunately, this kind of management is more
enjoyable than 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 the employee’s job.

Effective managers catch problems early and often so that they can provide
continual feedback and guarantee better performance. They do not rely on yearly
reviews to direct their leadership. Efficient managers provide clear goals in the
context of each employee’s job.



1. How to transform managers into coaches

The transformation from manager to coach takes effort and a few easy steps.

It is important for managers to remember that one size does not fit all. Each employee is
different, 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 culture
begins with the leader’s adoption of a system, definition of the system, and modeling of the
system. Top leaders coach managers to be the kind of leaders the organization wants. Two of the
competencies of a coach include:

• An ability to identify people who fit the job
• An ability to create strategies for employee development that inspire people to
perform and achieve

These competencies set the foundation for development, but even the most capable manager
requires help in these areas. No manager is equipped with essential knowledge about every
employee. Successful coaching requires specialized knowledge about:

• Each employee’s unique characteristics
• Each employee’s attributes in the context of his job and work environment
• Each employee’s fit with his job, manager, and teams



2. Implementing coaching-based performance management

Coaching-based performance management is essential for maximum
productivity.

First, acknowledge that good performance rarely happens by accident. Many employers find
it unnecessary to worry about job training or good job fit as long as they find an employee with
a good job history. According to a recent survey of more than 1,000 employees, managers, and
leaders, 90 percent believe that leaders have little influence over employee behavior. This is
not surprising, given that many leaders often view performance training as unnecessary.

Profiles has developed a coaching-based performance management methodology that
provides key insights about each employee. This step-by-step approach shows how to
leverage knowledge to improve employee performance. This approach works because leaders
are 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 their current job

• Understanding motivation, stress, and conflict behaviors

• Optimizing working relationships with direct supervisors

• Optimizing relationships with their work teams

• Optimizing their leadership skills



3. The motivational coach

Motivational coaching enables successful employee development.

Coaches play an important role in helping employees successfully maneuver company
difficulties such as turnover, slashed budgets, and cost reductions. Coaches need to understand
how each employee will react to the constant ups and downs of their work environment. A
Profiles assessment will take the guesswork out of determining how each individual might react
in a specific situation.

Profiles assessments measure an employee’s:

• Need for control

• Social influence

• Patience and collaborative preferences

“
• Focus on precision and quality
Coaching is the
• Motivational intensity and focus on change
most potent tool
for inducing
lasting personal

”
change.
Source: Ivy Business Journal



4. The coaching relationship and team dynamics

Understanding relationships improves team dynamics.

Relationships directly impact productivity — unhealthy relationships clearly undermine
performance while colleagues working together in harmony have the best chance of success.
Sometimes rocky relationships can create improvements for the organization if potential points
of conflict are identified early. Defining conflict points will enable leaders and team members
to work together to avoid or solve issues. Clearly defining points of conflict also helps managers
determine the best way to effectively communicate with each employee.

Coaches and leaders should also carefully consider their own attributes. An assessment
provides specific recommendations for managers and employees to effectively communicate
with each other.

The assessment will:

• Examine the working relationship between employee and manager to predict
compatibility
• Identify similarities and differences in styles, and detect how these similarities
and different might result in conflict
• Provide specific recommendations for managers and employees to achieve
maximum productivity in the workplace



5. Coaching to develop

Developing 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 leadership
potential.

The assessments will calculate personal development, communication, leadership ability,
adaptability, relationship building, task management, production, and the development of
others.

Motivating employees to perform to their maximum potential is the responsibility of an
organization’s leaders. Once a manager discovers the value of coaching early and often (as
opposed to conducting annual reviews), he will be able to increase the efficiency and
productivity of his 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 the
context of his job, as well as his ability to work with his team and manager


Summary

1. Transform your managers into coaches.

2. Implement coaching-based performance management.

3. Develop motivational coaches.

4. Assess coaching relationships and team dynamics.

5. Coach to develop.


About Profiles International

Products of Interest

®
ProfileXT
The ProfileXT® (PXT) assessment measures how well an individual fits specific jobs in your organization. The PXT’s “job
modeling” feature is unique and enables you to evaluate an individual relative to the qualities required to perform successfully
in a specific job. It is used primarily for employee selection, onboarding, managing, and strategic workforce planning.
This assessment reveals in-depth, objective insight into an individual's thinking and reasoning style, relevant behavioral traits,
occupational interests, and match to specific jobs in your organization. It helps your managers interview and select people who
have the highest probability of being successful in a role, and provides practical recommendations for coaching them to
maximum performance. It also gives your organization consistent language and metrics to support strategic workforce and
succession planning, talent management, and reorganization efforts.

TM
CheckPoint 360°
The CheckPoint 360°™ management system is used to evaluate the effectiveness of your managers and leaders. This
assessment combines feedback from direct reports, peers, supervisors, and even customers, with a personalized program for
developing specific leadership skills based on that feedback. This process highlights a manager’s job performance in eight
universal management competencies: communication, leadership, adaptability, relationships, task management, production,
development of others, and personal development.
The CheckPoint 360°™ helps managers identify and prioritize their own development opportunities. And it helps the
organization to better focus management training and development investments; proactively uncover misaligned priorities
between senior executives and front-line managers; and surface management issues that could lead to low employee
productivity, morale, satisfaction, and turnover.

Profiles Managerial Fit TM

People typically do not quit their company, they quit their bosses. Profiles Managerial Fit™ (PMF) measures critical aspects of
compatibility between a manager and their employees. This report offers an in-depth look at one’s approach to learning and
six critical dimensions of compatibility with their manager: self-assurance, conformity, optimism, decisiveness, self-reliance,
and objectivity. Managers use this information for adapting their style to get the most from each employee; improve
communication, engagement, satisfaction, and productivity; and reduce employee turnover.



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