Coaching Employees Listening TrainingPerformance Review Handling Problem Employees Motivating Good...

Coaching Employees

Listening Training Performance Review

Handling Problem Employees

Motivating Good Employees

Hiring the best Employees at the Start

Select Two Volunteers for Future In-class Performance Review

Listening is good business

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Talk

Now In 2 Months

100%

50%

25%

From a University Study

From Business Study

Ten Bad Habits of ListeningCalling the Subject UninterestingCriticizing the DeliveryGetting Over StimulatedListening Only for FactsOutlining EverythingFaking AttentionTolerating or Creating DistractionsEvading the DifficultSubmitting to Emotional WordsWasting Thought Power (Mental Tangents)

Mental ManipulationsAnticipate Speaker's Next PointIdentify ElementsMake Mental Summaries

Grapevine Guidelines

.You Cannot Hide From the Grapevine. The Grapevine Usually Knows the Truth Although Not All of It.

.In the Absence of Clear and Credible Positive Information, the Grapevine Tends to Interpret Events in a Negative Fashion.

.Although Prone to Distortion, Grapevine Information Often is More Credible because it is "Off The Record".

.Congruence Between Official Information and the Grapevine Becomes an Index of Trust in an Individual or an Organization.

.Grapevine Gossip Tends to Travel From Centers of Power Within the Organization to the Less Powerful or Laterally Among Levels Within the Organization.

.Severe Social Sanctions and Distrust Are Directed Toward Individuals Who Consistently Pass Negative Information About Others Up a Grapevine Network.

.There are Many Grapevine Networks in any Organization. Each Network is a Community of Individuals Bound by Shared Experiences or Concerns.

.In Any Particular Grapevine Network, Relatively Few Individuals Communicate Most of the Information.

.Your reputation is Produced by the Grapevine. Grapevine Information Creates a Mind Set in Those Who Deal with You That is Quite Difficult to Change Once Established.

.The Grapevine Consistently Confronts the Individual with Real-Time Moral and Ethical Dilemmas That Help Clarify Personal Values and Decision Processes.

Coaching Employees





HOW TO DEVELOP YOUR PEOPLE TO EFFECTIVE PERFORMANCE Provide them with meaningful, challenging jobs Give them sufficient orientation Let them know how they are doing Coach them when necessary Delegate wherever possible Set a good example as a manager Show a genuine interest in your people Encourage their self-development Reward them according to their performance

THE SUPERVISOR’S QUICK AND EASY WAY TO TRAIN EFFECTIVELY Explain importance of the job If possible - show employee how to do the job first Repeat the job - slowly - step by step - Use sense of hear, see and touch Ask employee if he/she has any questions Have employee do the job or explain it back to you Correct any mistakes - be understanding and tactful Check back occasionally - let employee know how she/he is doing

Coaching Employees





Progress Review and Interview

To monitor progress toward the achievement of objectives and to provide and opportunity for coaching

Performance Review and Interview

To mutually agree to the overall degree of achievement o objectives and to establish a plan for improvement

Salary Review and Interview

To reward the employee for achievement and contribution

Career Discussion

To assess employee capability, to assist the employee to identify his/her next job goal, and to establish a personal development plan for future job goal achievement

Types of Reviews

I) Purpose of Performance ReviewA) To evaluate performance and assist the employee (and the supervisor) to improve performance.B) Have mutually agreed to a plan of action

Evaluation of Achievement Identifying Problems Providing Recognition Employee Development Planning

Measuring ResultsLevel 1 No Activity toward objective achievedLevel 2 The objective was partially metLevel 3 The objective was achieved as plannedLevel 4 The objective was exceeded

Steps in the Performance Interview Agreeing on Performance Level1. Indirect Approach: supervisor requests the subordinate to first present his/her own evaluation.2. Direct Approach: supervisor presents the evaluation Analyzing Performance1. Employee may not know what to accomplish2. Employee may not know how to accomplish3. Employee may not be able to accomplish4. Employee may not want to accomplish Developing Alternative Improvement Plans Agreeing on plan for improvement

II) Purpose of Salary ReviewThe key to successful use of money as a reward is to tie it into the achievement of objectives, and the contribution the person makes to the organization.

The reward process must be truly individualized.

The purpose of the salary review is to collect the data necessary to implement the reward system.

Achievement of Objectives

This information is available from previous progress and performance reviews.

Quality and Difficulty of Objectives

This is a subjective decision the manager must make after comparing the employee with others in the same pay grade level

Process of Achieving Objectives

The manager considers the manner in which the employee achieved objectives. Were employee's actions within policy, guidelines, and business ethics?

Salary Guidelines Most companies provide salary guidelines. The company's economic condition and inflationary trends are usually built into the guidelines.

Other Factors Factors such as the employee's past growth, future potential, and growth needs of the organization are also considered.

Factors in Salary Review

Example of a Performance Review Form

Step 1: Employee fills out Major Job Functions and Actual ResultsStep 2: Supervisor Evaluates and comments

Step 3: Supervisor give overall Summary (section 1) and Behavior (section 2) to EmployeeStep 4: Face to Face ReviewStep 5: Employees Written Comments

Step 7: Employee states Career ObjectivesStep 8: Supervisor Completes form

Coaching Employees





GUIDELINES FOR COPING WITH A PROBLEM EMPLOYEE I. PREVENTATIVE APPROACHA. Select and Hire People Very Carefully Can They Do the Job (Education, Skills, Experience) Will They Do the Job (Motivation, Attitudes) B. Give Them Adequate Orientation and Job Training II. CORRECTIVE APPROACH - Discussing Problem A. Be Certain the Problem is Worth CorrectingB. Initiate the Discussion ASAP Don't Wait Too Long.C. Conduct the Session in PrivateD. State Your Specific Complaint 1. Concentrate on Specific Job Results and Performance - Not

Personality 2. Criticize the ACT - Not the Person 3. Mention only Things Over Which the Person has Some Control,

Avoid Stuttering, Looks, Race, Age, Etc.E. Ask Him/Her for Comments. ListenF. Get the Individual to Recognize the Problem (Refer Again to Specific

Evidence, Facts, or Proof if Necessary)

G. Get Agreement to Do Something About ItH. Ask What Action He/She Feels is Necessary to Correct Performance

I. If Necessary, Have Suggestions For Consideration 1. Try to be Helpful - Not Just Critical 2. Ask What He/She Thinks of Your Ideas J. Get Mutual Agreement on Some Specific Action Both of You Will Take, and By When K. Impose Mandatory Action Only If Really Necessary

L. Express Your Confidence That He/She can Correct the Situation

M. Make a Brief Record of Your Discussion

N. Later - Note and Comment Upon Any Improved Results or Behavior You Observe

III. PUNITIVE APPROACH - Obtaining Compliance With Rules of Conduct or Performance and Invoking Corrective Action If Necessary A. Corrective Discipline - Art of Chewing Out a Subordinate

B. Transfer/Terminate

THE UNSATISFACTORY PERFORMER:Salvage or Discharge?

Who should be fired - Things to considerLength of servicePerformance RecordSkills Involved and the Labor MarketAbsenteeism RecordAttitudes and PersonalityLegal Job Security DevicesLevel in the OrganizationLine Supervision - Did Manager ContributeInvestmentPersonal ConsequencesEffect on Other Employees

Background - Things needed from the startClear understanding of

responsibilities by both

partiesWritten Job descriptionStatement of goalsRegularly scheduled

performance reviewsAppraisals discussed

frankly - notes kept

Before Discharging Manager shouldCheck with others first to

confirm performanceCheck to see if better suited

elsewhere in companyQuery outside contacts about

openingsBe in relaxed frame of mindNot hope to be considered

right by everyone

When discharging the manager shouldDo it promptly after decision is madeCarry out interview in clear languageHave facts at fingertipsGive opportunity for employee to make

explanations and ask questions but no

arguing about decisionAlways maintain "hands-off"Make a record

When reduction in force the manager

mightIndicate if company has any relocation

provisionsConsider access to office and services for

new job searchOffer to go over this all in a day or two

Be aware of the impactsOn employee and familyOn Boss Him or HerselfOther employees

GETTING FIRED Stages of Response Disbelief Anger Bargaining Depression Acceptance and Hope Positive Activity

Some Facts• An estimated 9 out of 10 terminated executives are released by employers for reasons other than lack of job competence About 70% of fired executives have had a change in bosses in the previous 18 months According to a top outplacement consultant, it takes, on average, one week of job search per each $2000 of annual salary, (another says 1 month for every $10,000) Some 60% of terminated executives who receive outplacement guidance get new jobs within 20 weeks Some 2% of terminated executives and managers end up starting their own business Some 85% of terminated executives earn higher salaries on the new job they land Salaries on new jobs are 20-30% higher for approximately 90% who obtian new jobs at higher salaries An estimated 75% of the 1500 largest US corporations have outplacement services

Source: Iron Age, Jan 21, 1980

Coaching Employees





Team Interaction Styles(different ways that individuals relate to others at work)

• First, is an individual more task-oriented or people-oriented?• Second, is an individual more of a thinker or a doer?• Every individual strikes own balance between these choices• This gives every team member a distinctive profile.

If this is a member's profile Then this is the member's style

Potential Strengths

Potential Weaknesses

A take-charge person, exerts strong influence to get things done, focuses on results.

DRIVER

determined, requiring, thorough, decisive, efficient, direct

dominating, unsympathetic, demanding, critical, impatient

A social specialist, expresses opinions and emotions easily; prefers strong interaction with people

ENTHUSIAST

personable, stimulating, enthusiastic, innovative

opinionated, undependable, reactionary

Likes to be well organized and thought out; prefers specific project and activities; enjoys putting structure to ideas

ANALYZER

industrious, persistent, serious, orderly, methodical

indecisive, uncommunicative, critical

Adaptive specialist, high concern for good relationships, seeks stability and predictability, wants to be part of larger picture

AFFILIATOR

cooperative, supportive, dependable, helpful

conforming, uncommitted, hides true feelings

Team Interaction Styles

Team Member MotivationsPeople are motivated differently.

intrinsic rewards, (gaining satisfaction from enjoyment of the task)

extrinsic rewards, (in the form of money or grades, to perform)

Conflicts may arise when people with different goals and motivations work together on a project.

Achievement

Recognition

Advancement

Responsibility

Work Itself

Growth

Company policy & administration

Supervision

Salary

0

Relationship with peers

Personal Life

Relationship with Subordinates

Status

Security

50%-50%Extreme Dissatisfaction Extreme Satisfaction

Relation w Supervisor

Work Cond.

Factors Affecting Job Attitudes

Survey of 5000Events

If this is the member's profile... Then the member is at

this level of motivation...

And this is how they relate to the team.

An individual who never volunteers, who fails to meet expectations and only responds to threats.

Coercion: motivation through fear or force.

An individual at this level has little or no motivation to perform well. He/she will not seek responsibility and will try not to accept responsibility. The only way to make sure they meet expectations is to be clear about what they are expected to do and be sure to check that they are doing their work. Make the consequences of not performing clear.

An individual who focuses solely on his or her own payoffs or long term goals. Compensation:

motivation by rewards.

At this level, people perform a task because they will be rewarded for it. They complete the task not out of enjoyment of the task or responsibility to the team but because it can satisfy their personal goals.

An individual who expresses enjoyment in doing his/her work, who volunteers to to act as a specialist on a certain area of the project.

Cooperation: performing tasks out of personal interest rather than for external rewards.

Team members will volunteer to take on responsibility.

An individual who orients to the team as a unit and will do extra work to help maintain and coordinate the team.

Identification: desire to be associated with a particular group or project.

Individuals who identify with a team find it rewarding just to be associated with the team. This extra motivation can be channeled into team building and coordination work.

Individuals take personal responsibility for the project--they care about how well the work is done and will put in extra hours to make sure the work is finished successfully.

Ownership: the highest level.

People will perform their best out of a desire to improve themselves and the project. They take charge of the project, feeling personally responsible for its success or failure. They are self-directing and self-organizing. They help to push the team in a common direction.

Biological Needs

Security

Social

Esteem

Independence

Self

RealizationNeeds Theory

Move Employees Up

Once a need is met, it no longer can serve as a motivator

NEED TYPICAL BEHAVIOR WAYS TO STIMULATE MOTIVATION

Security Likes familiar surroundings & people

Guarded and self protective Seems remote, perhaps

suspicious Holds back, keeps thoughts to

self Acts defensively, often

untrusting of people Closed mouth, non-committal Avoids taking stand on issues Seldom initiates action,

prefers to follow Refuses to lead or volunteer Prefers same duties, avoids

new responsibilities Likes long service with one

company Desires stability and

predictability

Reassure that job is secure Avoid many changes to surrounding

or work group Explain any necessary changes n

advance – stress how change will add stability

Use calm reassuring manner. Avoid being overbearing & threatening

Don’t press to accept new duties and responsibilities

Use forceful leadership if employee becomes too apathetic


Social Works hard at being a nice guy

Exuberant, good natured, friendly

Warm, responsive, eager to please

Sometimes expresses agreement whether agrees or not

Rarely disagrees, almost never argues

Rambles in dialogue, meanders

Avoids firm stands or dissension

Wants to belong, feel accepted and welcome

Tries to win favor Has large circle of friends

Periodically let employee know you’re pleased with work (if it is true)

Frequently engage in social conversation

Praise for job well done Let employee know that he/she is an

important part of work group Give opportunity to work with others Avoid assigning to solitary tasks Give frequent tokens of approval

(pat on back, smile, cheery wave of hand)


Esteem Wants a good opinion of self Boasts about achievements Makes heavy use of “I” and

“me” Seldom shares credit with

others Frequently exaggerates Makes overstatements and

self-inflating statements Monopolizes the dialogue Windy in speech Tries to be overwhelming Yearns for attention, likes to

be in limelight Listens poorly Accentuates the positive Doesn’t like criticism Seeks recognition from others Likes status symbols – titles,

awards, carpeting in office etc.

Let employee know doing a good job Give job titles when appropriate Use constructive criticism very

carefully, stress how it will help employee

Give opportunities to demonstrate competence

Use tokens of approval Let employee know job is important Praise and recognize good work

when appropriate Discuss career objectives

occasionally Avoid harsh criticisms of work

performance


Independence “Loners” Needs no help from anyone Likes to argue, disagree Dislikes supervision,

guidance and control Often unruly, headstrong

“Team Worker”

Self confident Less need to “prove”

independence Certain of him/herself Quiet self confidence Can collaborate without

feeling threatened Sees teamwork as enhancing

autonomy Says more “we” and “us”

than “I” or “me” Pursues competence in

his/her own abilities Wants to be involved in

decision-making, goal setting, etc.

Give opportunity to work independently

Praise ability to work without a lot of guidance

Don’t over-supervise unless it’s really necessary

Give increased opportunity to work

independently & with team Praise ability to work cooperatively

with others Recognize job competence with

sincere compliments Give opportunities to participate in

problem solving, decision-making, etc.

Discuss career objectives periodically

Encourage to increase education, job knowledge, etc.


Self Realization

Has a strong need to understand

Digs hard for knowledge and comprehension

Is candid and open – tells it like it is

Gets quickly to the job at hand Dislikes non-productive

activities Businesslike, purposeful, self-

disciplined Works well with others Respects the task and also

respects others Eager for new challenges and

responsibilities Is attracted to noble causes Is never satisfied with

accomplishments, keeps striving

Explain “why” frequently-help understanding

Be candid and open Praise performance judiciously Assist in getting what is needed to do

the job Provide ample opportunities for

increased challenge and responsibility

Appeal to nobler “motives” Encourage interest in self-

development Minimize minor harassments Discuss career advancement

objective frequently Show how he/she can be promoted Make certain financial rewards are

commensurate with performance Investigate signs of any

dissatisfaction

Coaching Employees





An Employment Interview

THEVISIT

THEINTERVIEW

THE APPRAISAL

THE OFFER

THE VISIT

Gathering Preliminary Data• Manager sets itinerary for visit and determines what specific areas covered by each staff member• Arranges seminar for presentation of thesis or senior project etc.• Manager either serves as “guide” or selects a guide for visit day• Obtain transcript, resume• Copy employment application• Faculty references are useful in screening• Collect applicant’s publications (may clarify certain points)• Copies to everyone on itinerary at least two days in advance

THE VISIT

Planning the visit• The manager extends invitation by phone & confirms by letter• Instructions regarding travel & hotel accommodations are sent• Letter of welcome from hotel manager awaits on arrival• Hotel provides packet with next day’s itinerary & other descriptive materials about company• Special plans made for spouse (if invited)

THE VISIT

Guides Activities• Meets applicant for dinner or breakfast• Advises applicant about the staff and how departments he/she may join fits into organization• Reviews interview schedule and time spent with each staff member• Provides tour through the facility for the applicant• Insures that management reviews personnel practices, policies, salary and employee benefits• Provides reimbursement of applicant’s expenses• Conducts wrap-up interview to get applicant’s impressions• Advises applicant when a final decision will be made• Escorts candidate back to hotel or airport

THE INTERVIEW

Purpose of the Interview• Determine applicant’s qualifications for a specific opening•Inform the applicant about the position and the organization, including its policies and practices• Create feeling of good will toward company

THE INTERVIEW

Basic Steps in Interview• Review Resume/Application (prior to interview)• Greet Applicant and Introduce Yourself• Put Applicant at Ease (informal relaxed atmosphere)• Encourage Applicant to talk freely – ask questions requiring explanations• Start Topics Applicants Ready to Talk About – college, work experiences vocational interests• Explore Key Areas:

THE INTERVIEW

Basic Steps in Interview• Review Resume/Application (prior to interview)• Greet Applicant and Introduce Yourself• Put Applicant at Ease (informal relaxed atmosphere)• Encourage Applicant to talk freely – ask questions requiring explanations• Start Topics Applicants Ready to Talk About – college, work experiences vocational interests

• Explore Key Areas:

Background and Accomplishments – Academic standing, extracurricular and social activities, work history, leadership experiencesIntellectual Qualities – Mental alertness, self-expression, judgment, creativity, aptitudes, interestsMotivation – Initiative, drive, enthusiasm, perseverance, energyEmotional Maturity – Stability, emotional response, attitude toward responsibilities, reaction to difficulties, sense of proportion and realistic self-conceptHuman Relation Skills – Manner of relating, warmth, understanding of others, tolerance and sense of humor

THE INTERVIEW

Basic Steps in Interview• Review Resume/Application (prior to interview)• Greet Applicant and Introduce Yourself• Put Applicant at Ease (informal relaxed atmosphere)• Encourage Applicant to talk freely – ask questions requiring explanations• Start Topics Applicants Ready to Talk About – college, work experiences vocational interests• Explore Key Areas:

Background and Accomplishments – Academic standing, extracurricular and social activities, work history, leadership experiencesIntellectual Qualities – Mental alertness, self-expression, judgment, creativity, aptitudes, interestsMotivation – Initiative, drive, enthusiasm, perseverance, energyEmotional Maturity – Stability, emotional response, attitude toward responsibilities, reaction to difficulties, sense of proportion and realistic self-conceptHuman Relation Skills – Manner of relating, warmth, understanding of others, tolerance and sense of humor

• Tell About Company – Highlight, Growth, Future Plans• Describe Job Opportunities – Current & Advancements• Answer Questions• Tell what Happen Next – Next interview or decision• Thank Applicant• Record Impressions – immediately• Make Final Decision• Follow up – within two weeks

THE INTERVIEW

Discussion of things lawful and unlawful to ask in interview

THE APPRAISAL

Technical Skills – Possesses strong basic knowledge and skillful techniques in specific field, coupled with breadth of technical interests, applicable to a broad range of problems relevant to our work; recognized expertise through schooling, reports & publications.

Communication Skills – Effective, articulate oral communicator; Skillful written communicator; Effective listener; Reads with high level of retention

THE APPRAISAL

Personal Behavioral Skills – Possess high level of initiative; aggressive in the achievement of results; Highly adaptable, flexible and willing to take on a variety of assignments; Enthusiastic, positive attitude, really gets involved in work to be accomplished; Good interpersonal skills, relates well with others; Has strong desire to achieve and sets high goals with a realistic knowledge of strengths and limitations; Readily accepts full responsibility for assignments; Willing to express and explore ideas with others and be open and receptive to the ideas of others; Independent, self-confident and out going; Energetic and tenacious, puts forth extra time and effort to achieve results; Maintains programs of self-study and uses job assignments as major vehicle for learning and growing; Doesn’t worry about stability and security.

THE APPRAISAL

Promotional/entrepreneurial Skills – Thinks in terms of sponsor/employer’s problem from sponsor/employer’s viewpoint, employs integrative approach to employer’s problem; Strong technical marketing competitiveness; competitive in seeking out and getting work for self as required; Able to deal with alternatives and degrees of risk, willing to gamble and take calculated risks; Maintains effective, continuing sponsor relations; Consistently develops follow-up projects.

THE APPRAISAL

Creative Skills – Imaginative approach to problems; Designs and fabricates novel devices, methods and techniques; Conceives opportunities for contract projects/research in his/her field and related fields.

Operational/Administrative Skills – Plans and organizes work effectively, good business sense, develops realistic cost and time estimates, operates within cost and time constraints; Sets high work goals and achieves goals.

Leadership Skills – Continuously in demand because of recognized expertise and record of successful accomplishments; Technical counsel frequently sought out by peers; Delegates work effectively to others.

THE OFFER

The offer letter should go out within two weeks and include:• Job Title and Division/Department• Starting Salary and COLA• Reporting Relationships• Medical Contingencies and References• Employee Benefits and Relocation Matters• Acceptance and Proposed Starting Dates

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