DEVELOPING INDIVIDUALS THROUGH

Performance Management

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Performance management process

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feedback and coaching

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To provide needed information

To avoid surprises

To identify problems early enough

To redirect

To provide motivation to improve

To recognize and reinforce good behavior

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WHY the need for regular FEEDBACK?

Failure to provide feedback is also a form of feedback, because it conveys the

message that nobody cares.

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NO FEEDBACK…

Be specific, not vague

Be objective and based on facts

Address behavior, not attack the person

Not be emotional

Be timely

Recognize good behavior

Lead to solutions and positive action

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FEEDBACK SHOULD…

AAction Cite what the person did.

IImpact Cite the impact of this person’s action.

AAction Recognize and appreciate (if action is positive), OR,

Clarify and coach (if action is not positive).

aIA FEEDBACK MODEL

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“Jan, your presentation on market trends was clear, accurate, and very well-supported by data. (ACTION)

This gave the presentation a lot of credibility and helped us convince the audience to act now. (IMPACT)

Congratulations for a job well done. Keep it up!” (ACTION - recognize)

AIA EXAMPLE 1 (POSITIVE SCENARIO)

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“Jan, during your presentation on market trends, you cited mostly conjectures and anecdotes instead of the hard data and quantitative evidence we prepared. (ACTION)

This caused the audience to question the completeness and accuracy of our report. (IMPACT)

Please help me understand what happened.” (ACTION - clarify)

and

What steps can we take to ensure this is avoided in our future presentations?” (ACTION - coach)

AIA EXAMPLE 2 (NEGATIVE SCENARIO)

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This is definitely NOT coaching.

Coaching is a PARTNERSHIP.

coaching

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Reflect

Share your perception of your staff’s situation – active listening.Summarize the situation.Reflect all dimensions of the situation including facts, thoughts, feeling and desires.

3Rs in coaching

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Reframe

Help the staff gain insight by considering alternative explanations.

Share your own explanation after you understand the staff.

Ask how others might explain the situation.

3Rs in coaching

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Resolve

Help develop answers but don’t give advice.

Consider several options; do not get attached to any particular solution.

Let the coachee create an optimal solution. Don’t be tempted to offer your own.

Challenge the solution.*Understanding may be resolution enough.*Not all situations warrant action.

3Rs in coaching

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Situation 1:

Individual is always turning in his/her work late, negatively affecting the overall efficiency and effectiveness of the group

Situation 2:

Individual is always late for team meetings

Situation 3:

Individual is always BV, affecting the overall morale of the group and making other team members not want to work with him/her

Situation 4:

Individual is always going the extra mile for the group and has the brightest ideas

ROLE-PLAYING: FEEDBACK AND coaching

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Performance management RECAP

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DEVELOPING INDIVIDUALS THROUGH

other tools and interventions

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• Growth process an employee undergoes

• Variety of jobs, roles & assignments • Within the current function or beyond• Benefits:

Employees grow professionally, feel excited, challenge and valued

Improves employee’s contribution Creates a highly skilled organization

Career development

Sequence of one’s variety of jobs, roles and assignments

Different for each individual employee Dependent on career interests,

performance, skill sets and levels, business needs

There’s no one right path!

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Career PATH

Generalization

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1 2 3

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3

41 2 3

Dimensions in Career PATHing

Specialization

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2

3

1

2

Dimensions in Career PATHing

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Mgt Trainee

Skills Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills Skills

Skills

Skills

Skills

Skills

Skills

Skills

Corp Trainer

Training Manager

Training & OD Manager

Head of HR Partners

Head of HR (Business Unit)

Head of HR (Country)

SAMPLE CAREER PATH

• New Hire Orientation• Classroom Training & Development• Mentoring• Counseling• Job Enlargement• Job Enrichment• Job Rotation• Shadowing• Stretch Goals & Assignments• Formal Education• Exchange Program

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Individual development tools & interventions

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other leadership development programs

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LEADERSHIP ACADEMY

Mgr PipelineEmerging Leader(For Non-Mgrs)

First Line Mgr(0-6 months)

First Line Mgr(7-12 months)

Experienced Mgr(2-5 years)

Upline Mgr

Face-to-Face Virtual Classroom On-line Self-Paced Leaders Teaching Leaders Blended (Virtual/F2F/Online)

Emerging Leader ProgramLeader

Foundations

Leadership Assessment

Basic Blue for Leaders Kick-off

Leading Global Teams

Intro to Coaching

Leading Leaders

Influence Across Boundaries

Role of the Upline Manager

Cultural Adaptability

Building Your Leadership

Pipeline

Talent Management

Self-Awareness for Individual

Effectiveness

Strategic Alignment

Management Roundtable

Empowering Others

Leading Through Inspiration,

Collaboration and Influence

Inclusive Leadership

Leadership Learning Lab

Energizing and Empowering EEs

Retention Learning SuiteManagement Roundtable

Helping Others Succeed

Building Mutual Trust

Interviewing Skills

Management Roundtable

Delegating Effectively Simulation

New Manager OrientationExperiential

Learning and EE Engagement

The Employee Experience

Meeting ManagementPerformance Mgt: Setting ObjectivesPerformance Mgt: Giving FeedbackPerformance Mgt:

Communicating A Performance AssessmentPerformance Mgt:

Team-Based Decision Making

Communicate for Impact

Influence through

Expertise

Leadership Competencies

Leading Business Execution

Management Roundtable

Leadership Learning SuiteLearning from

LeadersLeadership Roundtable

Total Hours = 12

Total Hours = 21

Total Hours = 22.5

Total Hours = 37

Total Hours = 41

Total Hours = 43

MTP 2: Experienced Professionals

• INTENT: 4-month premiere Mgt Training Program for Experienced Professionals targeted for Operations Mgt and People Mgt roles

• TARGET AUDIENCE: Experienced professionals, high potential incumbent Team Leads

• BENEFITS: Strengthen Ops Mgt/ People Mgt pipeline, Employer of Choice branding

• INTENT: 4-month premiere Mgt Training Program for Vitality Hires targeted for Team Lead roles

• TARGET AUDIENCE: Top-notch vitality hires from universities

• BENEFITS: Strengthen Team Leader pipeline, Employer of Choice branding at university level

MTP 1: Vitality Hires

ACCELERATED LEADERSHIP PROGRAMS

MTP 3: Graduate Hires

• INTENT: 4-month premiere Management Training Program for Graduate Hires

• TARGET AUDIENCE: Graduate Hires from universities, MBA/MS Institutions

• BENEFITS: Strengthen pipeline for key leadership roles, Employer of Choice branding in the market

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leadership styles

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Task (High)

Low TaskHigh Relationship

High TaskHigh Relationship

High TaskLow Relationship

Low TaskLow Relationship

Relationship (High)

Relationship (Low)

Task (Low)

Coaching

TellingDelegating

Supporting

SITUATIONAL LEADERSHIP: 4 LEADERSHIP STYLES

Is it an emergency?

What is the task?

What are the skills &

motivation levels of the individuals being led?

What stage of development is

the team in?

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RECAP:DEVELOPING INDIVIDUALS

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Performance management process

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• New Hire Orientation• Classroom Training & Development• Mentoring• Counseling• Job Enlargement• Job Enrichment• Job Rotation• Shadowing• Stretch Goals & Assignments• Formal Education• Exchange Program

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Individual development tools & interventions

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