1. Coaching and Mentoring Employees: How to Unlock Potential, Enhance Loyalty, and Boost Productivity Monday, May 23, 2011 Presented by the Employer Resource Institute © 2011 Employer Resource Institute. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission.

2. © 2009 Employer Resource Institute. All Rights Reserved Disclaimers This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

3. © 2009 Employer Resource Institute. All Rights Reserved About Today’s Presentation This entire webinar is being recorded and all of the accompanying materials are protected by copyright. If at any time during today’s event you experience technical issues, please call (877) 297-2901 to reach an operator. Questions or comments about this webinar? Employer Resource Institute (800) 695-7178 custserv@employeradvice.com

4. © 2009 Employer Resource Institute. All Rights Reserved This program, ORG-PROGRAM-92006, has been approved for 1.5 recertification credit hours toward PHR® and SPHR® recertification through the Human Resource Certification Institute (HRCI). Please be sure to note the program ID number on your recertification application form. For more information about certification or recertification, please visit the HRCI home page at www.hrci.org. Recertification Credit The use of the above seal is not an endorsement by HRCI of the quality of the program. It means that this program has met HRCI’s criteria to be pre-approved for recertification.

5. © 2010 Employer Resource Institute. All Rights Reserved About Our Speaker Mary Anne Kennedy MAK HR Consulting, LLC Mary Anne is the principal consultant at MAK HR Consulting, LLC, a New Jersey-based full-service human resources advisory firm. Her firm provides small to medium sized business owners and employers with the full spectrum of HR services and programs, including all aspects of talent acquisition (from the full-cycle recruitment process to succession planning and performance management). Before launching her business, Kennedy spent eight years with a Fortune 500 pharmaceutical company in a variety of human resources leadership positions. She also served as the HR generalist for a Fortune 500 office furniture manufacturer and as a senior HR consultant focusing on staffing, coaching, and organizational development for a wide range of large employers.

6. © 2010 Employer Resource Institute. All Rights Reserved About Our Speaker She is a frequent speaker on HR issues, conducting numerous workshops on the job search process, behavior-based interviewing, networking, and resume writing. Also, she is a founder of the St. Paul’s Networking Group in Princeton, N.J., a ministry that provides career coaching to those who are in career transition. Kennedy earned her bachelor’s degree from Thomas Edison State College and holds certifications in MBTI administration and in DDI behavior-based interviewing. info@makhr.com www.makhr.com

7. Coaching and Mentoring Employees Mary Anne Kennedy

8. © Business & Legal Reports, Inc. 1001 What Employees Want from Their Jobs Good supervision Clear goals Feedback Interesting work Challenges Responsibility Recognition

9. © Business & Legal Reports, Inc. 1001 What Employees Want from Their Jobs (cont. What Employees Want from Their Jobs (cont.) Accurate information Fair treatment Opportunities for growth Control over their work Participation in decisions © Business & Legal Reports, Inc. 1001

10. To Be’s To be respected To be valued To be heard To be part of a team To be known as an individual

11. © Business & Legal Reports, Inc. 0901 What Is Coaching? Informal one-to-one or small group interaction Encouraging, advising, motivating, and developing Essential supervisory tool Philosophy of employee management

12. © Business & Legal Reports, Inc. 0901 Inform Teach Guide Recognize Purposes of Coaching

13. © Business & Legal Reports, Inc. 0901 Purposes of Coaching (cont.) Motivate Assist Develop Empower

14. © Business & Legal Reports, Inc. 0901 Benefits of Coaching Improves quality and productivity Boosts enthusiasm and morale Strengthens relationships and communication Increases job satisfaction Improves teamwork Builds trust and enhances loyalty

15. © Business & Legal Reports, Inc. 0901 Coaching Is an Important Part of Your Job Helps you to keep in touch with workers Lets you get closer to employees Allows you to work with employees Uses everyday situations to improve performance

16. © Business & Legal Reports, Inc. 0901 QUALITIES OF A GOOD COACH Positive & Enthusiastic Knowledgeable Observant Good Communicator Good Listener

17. © Business & Legal Reports, Inc. 0901 QUALITIES OF A GOOD COACH (cont.) Respectful Supportive Patient Tactful Empowering

18. © Business & Legal Reports, Inc. 0901 Effective Coaching Is Immediate Coaching is often spontaneous Coaching is most effective when it closely follows events or behavior

19. © Business & Legal Reports, Inc. 0901 Effective Coaching Is Specific What is done well and what needs improvement Required skills and knowledge Standards of good performance Significance of the job Corrective action

20. © Business & Legal Reports, Inc. 0901 Effective Coaching Is Interactive Discuss rather than lecture or give orders Ask questions Listen to what the employee has to say Pay attention to body language, too

21. © Business & Legal Reports, Inc. 0901 Observe employees at work Show concern for them as individuals Find out what motivates them Focus on cooperation, not competition Your Role as a Successful Coach

22. © Business & Legal Reports, Inc. 0901 Your Role as a Successful Coach (cont.) Highlight growth and development Provide new challenges Give support and assistance Create a positive work environment

23. © Business & Legal Reports, Inc. 0901 The Coaching Session Determine the agenda Focus on one or two issues at a time Begin by checking progress Show appreciation

24. © Business & Legal Reports, Inc. 0901 The Coaching Session (cont.) Ask for feedback Discuss problems and possible solutions Allow time for questions Agree on a plan of action

25. © Business & Legal Reports, Inc. 0901 The Coaching Session (cont.) Look ahead Aim high, but keep goals within reach Thank the employee for input and participation Set a date for the next coaching session

26. © Business & Legal Reports, Inc. 0901 Follow Up Review performance and goals Provide feedback Offer advice and support Don᾽t give up

27. © Business & Legal Reports, Inc. 0901 Provide frequent feedback Be specific Ask for input Coaching Top Performers

28. © Business & Legal Reports, Inc. 0901 Coaching Top Performers (cont.) Keep them challenged Give them adequate recognition and rewards

29. © Business & Legal Reports, Inc. 0901 Coaching Average Performers Determine employees’ potential Find out why they aren’t doing better Reinforce strengths Clarify standards Develop a plan

30. © Business & Legal Reports, Inc. 0901 Coaching Poor Performers Consider causes Encourage employee input Work to develop solutions Renegotiate goals and objectives Agree on an action plan Schedule follow-up sessions

31. © Business & Legal Reports, Inc. 0901 Coaching Employees Through Periods of Change Explain what’s going on Offer reassurance Involve employees in the change process Teach them the new skills Set clear goals Monitor performance

32. © Business & Legal Reports, Inc. 0901 Communication Styles Radio Babies  Face to Face  Telephone  Personal Note  Show appreciation for input and experience Baby Boomers  Phone  Email and voice mail  Personal interaction  Meetings  Ask about how to make something better Gen Xers  Most all efficient technologies  Email and voice mail  Cell phone  Empower them to work independently Gen Ys  Email and voice mail  Instant messaging  Text messaging  Blogs  Praise for accomplishing work that contributes to company Source: Bridging The Generation Gap by Gravett and Throckmorton

33. © Business & Legal Reports, Inc. 1001 Expectations, Goals, And Standards Maintain high expectations Set reasonable goals Establish consistent standards © Business & Legal Reports, Inc. 1001

34. Involvement Participation Delegation Ownership Information © Business & Legal Reports, Inc. 1001

35. Be more efficient Cross train Broaden responsibilities Form teams Challenge © Business & Legal Reports, Inc. 1001

36. New experiences Problem solving Match challenge to worker Challenge (cont.) © Business & Legal Reports, Inc. 1001

37. Respect Make people feel important Treat employees as professionals Get to know employees Show appreciation © Business & Legal Reports, Inc. 1001

38. Recognition Positive feedback Public praise Money Other rewards © Business & Legal Reports, Inc. 1001

39. Opportunities for Growth Develop knowledge and skills Broaden experiences Prepare for advancement

40. © Business & Legal Reports, Inc. 0901 Refusal of Coaching Explain the situation and consequences Confirm you will follow up and DO IT! Tell them the issue is not going away You must have buy-in! Behavior will return without “buy-in”

41. © Business & Legal Reports, Inc. 0901 Key Points to Remember Coaching employees is a very important part of your job. Coaching helps employees improve performance and grow professionally. Coaching helps you develop closer, more effective working relationships with employees. You already possess the qualities that will make you a good coach.

42. © 2009 Employer Resource Institute. All Rights Reserved Thank You Recordings of this webinar and past presentations can be ordered by calling (800) 695-7178 Or visit www.employeradvice.com for information. We hope you’ll join us again soon. Please be sure to complete your program evaluation. You’ll find a link to the evaluation inside your follow-up emails from ERI.