1. 5-1

2. Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 5 Coaching

3. 5-3 Coaching: The Day-to-Day Work of Great Managers The importance and challenge of coaching Coaching vs. Mentoring Managing perceptions of fairness

4. 5-4 Managing Perceptions of Fairness Use a fair, defined process Distribute rewards and resources fairly Demonstrate respect

5. 5-5 The Performance Management Cycle Choose the right people for the right job Set clear expectations Observe and assess performance Provide consistent and constructive feedback

6. 5-6 Selection is Prediction Future job performance Future person-organization fit

7. 5-7 The Steps to a Great Hire 1.Clarify the job content 2.Establish a process 3.Decide the methods and assess

8. 5-8 Step 1: Clarify the Context Job analysis Job description

9. 5-9 Employment Law Basics Keep it job related Treat all candidates the same Use valid tests Don’t discriminate

10. 5-10 Step 2: Establish a Process Standardize it Get others involved Provide a realistic job preview

11. 5-11 Step 3: Decide the Methods & Assess Use different methods for different jobs Collect multiple pieces of data before drawing conclusions Defy conventional wisdom Define performance before testing Use reliable and valid tests

12. 5-12 Good, Better, Best Test validity Test fairness Test feasibility Test face validity

13. 5-13 Getting the Most From Interviews Unstructured Structured –Situational –Behavioral

14. 5-14 Performance Tests Work sample 1.Select the sample 2.Define performance 3.Create a realistic environment

15. 5-15 Set Clear Performance Expectations Critical job duties Performance goals Professional conduct Resource requirements Developmental goals

16. 5-16 Observe and Assess Performance Defining Performance Criteria Use Multiple Methods to Assess Behavior and Results Use Multiple Sources of Data/People

17. 5-17 Observe and Assess Performance Objective assessment Subjective assessment Absolute subjective Relative subjective

18. 5-18 Provide Consistent and Constructive Feedback Critical Elements of Good Feedback Doing Feedback Well

19. 5-19 Dealing with the Problem Employee Coaching analysis Performance improvement discussion Making a reassignment or termination decision

20. 5-20 Coaching the Star Understanding the Star Engaging the Star performer