1. Chapter 10: coaching to improve poor performance
Dennis DuLaney
AHRD 520

2. objectives
Learners will be able to define coaching and identify an HRD professional’s role in coaching
Learners will be able to identify the three steps in coaching to improve poor performance

3. What is coaching? “A process used to
encourage employees to accept responsibility for their own performance,
to enable them to achieve and sustain superior performance,
and to teat them as partners in working toward organizational goals and effectiveness.”

4. HRD PROFESSIONAL’S ROLE IN COACHING
Implement training that provides coaches with effective interpersonal and management skills
Conduct a coaching analysis
Used to locate the real underlying problem responsible for employee performance issues
Ensure that coaching systems in place are contributing to employee development and organizational effectiveness
Encouragement of employee
Higher motivation
Development of KSAs
Increase in org. efficiency

5. 3 steps: coaching to improve poor performance

6. Step 1: define “poor performance”
Employee behavior must be evaluated using an organizational standard that clearly defines “good” and “bad” performance
Poor performance- “specific, agreed-upon deviations from expected behavior”
Two types of standards used to measure employee performance:
Absolute- same standards used to evaluate all employees
Relative- compares employee performance to their colleagues
Deviant workplace behavior- “voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization, its members, or both”

7. Step 2: conducting the coaching analysis
Created on the basis that poor performance can have multiple causes
9 Steps – should continue through the steps until the cause of the problem has been identified
If the problem still exists, move onto step 3: Coaching Discussion

8. Step 2: conducting the coaching analysis cont.
1. Identify performance issue
2. Assess time/effort
3. Are they aware of the issue?
6. Do they know how to do their job?
5. Are there outlying factors?
4. Do they know what is expected of them?
7. Do negative consequences follow good performance?
8. Do positive consequences follow nonperformance?
9. Could they do it if they wanted to?

9. Step 3: coaching discussion
Used to maximize employee performance; used in performance appraisals/when issues arise
Two different approaches:
Kinlaw Process- emotional aspect; how to deal with employee emotions and resistance
Fournies Process- rational aspect; employee that is presented with evidence of a problem will accept its reality
If unsuccessful, supervisor can:
Transfer employee
Terminate employee

10. Kinlaw process Limit negative emotion
Confronting or presenting
Limit negative emotion
Identify performance needing improvement
Establish goal to help employee change
Reactions to develop info
Employee disclosing concerns
Use concerns to agree on problem/causes
Resolution
Employee takes ownership
Express commitment to establishing open relationship

11. Fournies process 1. Employee acknowledges problem
Define consequences for supervisor, coworkers, and the employee themselves
Discussion should not continue beyond this point until problem is acknowledged
1. Employee acknowledges problem
Employees more committed to alternatives they came up with
Supervisor should help employee come up with these/clarify them
2. Discuss alternative solutions to problem
Supervisor helps employee understand what should be done/what will happen
Agree on time to follow up
3. Agree on actions to be taken to solve problem
Determine if employee has been progressing toward goal
Important to let employee know that supervisor cares
4. Follow up to measure results
Motivates employee to continue on their path toward improvement
5. Recognize achievements when they occur

12. jeopardy
100
100
100
200
200
200
300
300
300

13. Question 1: 100
Coaching is a process that encourages employees to take responsibility for their own actions, to achieve and sustain superior performance, and __________________________.
To succeed at whatever the cost
To treat employees as partners in working toward organizational goals and effectiveness
To motivate employees by using incentives (i.e., bonuses, more PTO)

14. Question 2: 200
Tim, an employee at Booz Allen Hamilton, has been consistently showing up late to work, which has caused him to miss team and client meetings. His supervisor, Jane, calls Tim into her office to discuss the problem in more detail. After talking for awhile, Tim admits that he’s been having financial problems at home, requiring him to take public transit in the mornings. At which stage in the coaching analysis is Jane likely to attribute to Tim’s performance?
Stage 4: Does he know what’s expected of him?
Stage 5: Are there outlying factors?
Stage 6: Does he know how to do his job?

15. references
Werner, J. M., & DeSimone, R. L. (2011). Human resource development Cengage Learning.