Performance management coaching

Chapter seven Employee coaching, evaluation, and discipline Table 7.1 Objectives of the Performance Management System 103... 

Stromei L, Phillips J, eds. In Action Creating Mentoring and Coaching Programs. American Society for Training and Development, Birmingham, AL, 2001. SHRM/PDI 2000 Performance Management Survey, SHRM, December 2000. 

There is a performance management process implemented that increased productivity over 20% and developed front line supervisor leadership to lead, coach and feedback the warehouse team towards a continuous improvement process. There are shift log meetings performed in the beginning of each shift to discuss safety, KPI performance and allow two way commimications with all warehouse employees. 

Coaching helped employees deal with organizational politics, performance management, relationships, and interactions. For this manager at Big Store, receiving coaching on the nuances of dealing with clients was a peak moment of inclusion ... 

Upper management will need to be coached about the metrics and how to react to the metrics reports. One organization should be praised for bringing their metric from 65 percent to 85 percent while another should be questioned about why a metric slipped from 95 percent to 90 percent. This requires management to be knowledgeable or to be coached before making comments about metric performance. 

Front line supervisor leadership Supervisors are empowered to lead, coach and provide feedback for their teams towards a continuous improvement performance through KPI management, shift log meeting, weekly trend analysis and monthly meeting to review performance. 

Coaches also use sport psychology to motivate athletes to perform their best and to develop the leadership skills that are important for success. Athletic competition can be stressful, especially as most athletes must deal with demands on their time and concentration that stem from their social and academic or work-related obligation. Coaches often teach athletes stress management techniques to help them cope. 

When top management shows concern and commitment to the hazard control, individuals will more likely support organizational initiatives. The accountability factor for individual performance can serve as a key motivator for many individuals. Top management should continually remind everyone that the organization views hazard control as a priority function. Recognize and reward individuals for supporting hazard control efforts. Promote the use of tool-box talks, personal coaching, and supervisory involvement to promote hazard control (Table 3.4). 

Without clear behavioral consequences, performance tends to drift (Hayes et al., 1980), usually in the direction of minimal effort. If you want to sustain the energy it takes to be a safety coach, you need to recognize their work. You have to convince top managers that coaches need their support, as well. 

Is management doing its job properly Work performance evaluation and coaching... 

One significant form of performance monitoring for supervisors/first-line managers which should be seriously considered (if not already in place) is the provision of mentoring/coaching during the early months in the job, perhaps as part of a formal probationary period. 

Competence commensurate with responsibilities. An effective BBS process ensures that the skills needed to perform the tasks and functions associated with the job (steps and task) in a timely maimer are present and provides the opportunity to use those skills on a regular basis. It provides for coaching and interaction with other people and organizations. Effective use is made of balanced safety data. BBS provides a stream of safety data that enables managers to balance safety effectively within production and other operational needs. 

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