Coaching Employees

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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
Select Two Volunteers for Future In-class
Performance Review
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Listening is good business
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From a University Study
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From Business Study
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• Ten Bad Habits of Listening
• Calling the Subject Uninteresting
• Criticizing the Delivery
• Getting Over Stimulated
• Listening Only for Facts
• Outlining Everything
• Faking Attention
• Tolerating or Creating Distractions
• Evading the Difficult
• Submitting to Emotional Words
• Wasting Thought Power (Mental Tangents)

• Mental Manipulations
• Anticipate Speaker's Next Point
• Identify Elements
• Make Mental Summaries

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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. .Grapev
ine 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.
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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
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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  
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THE SUPERVISORS 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
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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
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Types of Reviews
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I) Purpose of Performance Review A) 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 Results Level 1 No Activity toward
objective achieved Level 2 The objective was
partially met Level 3 The objective was achieved
as planned Level 4 The objective was exceeded
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Steps in the Performance Interview        
Agreeing on Performance Level 1.      Indirect
Approach supervisor requests the subordinate to
first present his/her own evaluation. 2.     
Direct Approach supervisor presents the
evaluation         Analyzing Performance 1.     
Employee may not know what to accomplish 2.     
Employee may not know how to accomplish 3.     
Employee may not be able to accomplish 4.     
Employee may not want to accomplish        
Developing Alternative Improvement Plans        
Agreeing on plan for improvement
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II) Purpose of Salary Review The 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.
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Factors in Salary Review
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Example of a Performance Review Form
Step 1 Employee fills out Major Job Functions
and Actual Results Step 2 Supervisor Evaluates
and comments
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Step 3 Supervisor give overall Summary (section
1) and Behavior (section 2) to
Employee Step 4 Face to Face Review Step 5
Employees Written Comments
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Step 7 Employee states Career Objectives Step 8
Supervisor Completes form
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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
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• GUIDELINES FOR COPING WITH A
• PROBLEM EMPLOYEE
•  
• PREVENTATIVE APPROACH
• 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 Correcting
• B. Initiate the Discussion ASAP Don't Wait
  Too Long.
• C. Conduct the Session in Private
• D. 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. Listen
• F. Get the Individual to Recognize the Problem
  (Refer Again to Specific Evidence, Facts, or
  Proof if Necessary) 

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G. Get Agreement to Do Something About It H.
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
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In Class Performance Interview
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THE UNSATISFACTORY PERFORMER Salvage or
Discharge?

• Who should be fired - Things to consider
• Length of service
• Performance Record
• Skills Involved and the Labor Market
• Absenteeism Record
• Attitudes and Personality
• Legal Job Security Devices
• Level in the Organization
• Line Supervision - Did Manager Contribute
• Investment
• Personal Consequences
• Effect on Other Employees

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• Background - Things needed from the start
• Clear understanding of responsibilities by both
  parties
• Written Job description
• Statement of goals
• Regularly scheduled performance reviews
• Appraisals discussed frankly - notes kept

• Before Discharging Manager should
• Check with others first to confirm performance
• Check to see if better suited elsewhere in
  company
• Query outside contacts about openings
• Be in relaxed frame of mind
• Not hope to be considered right by everyone

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• When discharging the manager should
• Do it promptly after decision is made
• Carry out interview in clear language
• Have facts at fingertips
• Give opportunity for employee to make
  explanations and ask questions but no arguing
  about decision
• Always maintain "hands-off"
• Make a record
• When reduction in force the manager might
• Indicate if company has any relocation provisions
• Consider access to office and services for new
  job search
• Offer to go over this all in a day or two

• Be aware of the impacts
• On employee and family
• On Boss Him or Herself
• Other employees

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• 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

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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
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• 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.

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Team Interaction Styles
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Team Member Motivations People 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.
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Survey of 5000 Events
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Needs Theory
Move Employees Up
Once a need is met, it no longer can serve as a
motivator
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Coaching Employees
Training
Performance Review
Listening
Handling Problem Employees
Motivating Good Employees
Hiring the best Employees at the Start
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An Employment Interview
THE OFFER
THE APPRAISAL
THE INTERVIEW
THE VISIT
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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 applicants publications (may clarify
  certain points)
• Copies to everyone on itinerary at least two
  days in advance

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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 days itinerary
  other descriptive materials about company
• Special plans made for spouse (if invited)

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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 applicants expenses
• Conducts wrap-up interview to get applicants
  impressions
• Advises applicant when a final decision will be
  made
• Escorts candidate back to hotel or airport

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THE INTERVIEW

• Purpose of the Interview
• Determine applicants 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

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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

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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 experiences Intellectual
Qualities Mental alertness, self-expression,
judgment, creativity, aptitudes,
interests Motivation Initiative, drive,
enthusiasm, perseverance, energy Emotional
Maturity Stability, emotional response,
attitude toward responsibilities, reaction to
difficulties, sense of proportion and realistic
self-concept Human Relation Skills Manner of
relating, warmth, understanding of others,
tolerance and sense of humor
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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 experiences Intellectual
Qualities Mental alertness, self-expression,
judgment, creativity, aptitudes,
interests Motivation Initiative, drive,
enthusiasm, perseverance, energy Emotional
Maturity Stability, emotional response,
attitude toward responsibilities, reaction to
difficulties, sense of proportion and realistic
self-concept Human 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

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THE INTERVIEW
Discussion of things lawful and unlawful to ask
in interview
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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
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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 Doesnt worry about stability and
security.
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THE APPRAISAL
Promotional/entrepreneurial Skills Thinks in
terms of sponsor/employers problem from
sponsor/employers viewpoint, employs integrative
approach to employers 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.
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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.
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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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