Coaching Employee Engagement ©2011 ASTD All Rights Reserved

Rebecca Thompson McNees Criminal Justice (EBP) Coordinator Adult Corrections Section, DCJS Background MA in Human Services/Executive Leadership & MS in Criminal Justice Administration Local Probation Officer Corrections Rehabilitation Counselor Treatment Program Supervisor Trainer, VADOC Management and Supervisory Unit

Purpose To provide participants with an introduction to employee engagement, its impact on organizations’ success, and a coaching model that improves engagement. Objectives 1.Define employee engagement and coaching as a strategy to enhance engagement. 2.Four congruent basic coaching and supervisory principles that build trust and respect in the supervisor/employee relationship. 3.Principles underlying the Engaged Coaching Model. 4. Characteristics of an Engaged Employee. 5.Five steps for Coaching Employee Engagement.

Definitions Employee Engagement A concept characterized by an employee’s emotional commitment to, and sense of ownership in, his/her work and the organization’s success. Coaching Coaching is defined as helping others succeed or improve through guiding, teaching, motivating, and mentoring. Coaching is a developmental strategy that enables people to meet their goals for improved performance, growth, or career enhancement.

Basic Supervisory Principles FIRM  Adhering to company policies and procedures  Meeting job requirements  Insisting on job excellence  Expecting the best at all times ©2011 ASTD All Rights Reserved

Basic Supervisory Principles FAIR  In using discretion with employees  In assigning work  In providing training and growth opportunities  In promoting employees ©2011 ASTD All Rights Reserved

Basic Supervisory Principles CONSISTENT  In applying rules and policies  In utilizing discipline  In setting a personal example  In your decision-making process ©2011 ASTD All Rights Reserved

Basic Supervisory Principles RESPECTFUL  Treat everyone with dignity regardless of the situation.  Listen, ask, explain.  Follow up with answers to questions. ©2011 ASTD All Rights Reserved

Engaged Coaching Model More Trust Openness Ownership Versatility Influence Action ©2011 ASTD All Rights Reserved

Engaged Coaching Model Less  Control  Channels  Routine  Position power  Analysis  Bureaucracy ©2011 ASTD All Rights Reserved

Characteristics of an Engaged Employee 1. Openly shares feelings, opinions, thoughts, and perceptions about problems and issues relating to the team. 2. When listening, attempts to hear and interpret communication from sender’s point of view. 3. Utilizes resources, ideas, and suggestions of other team members. 4. Trusts and supports other team members, encouraging their growth and development. 5. Understands and is committed to team objectives. ©2011 ASTD All Rights Reserved

Characteristics of an Engaged Employee (Cont.) 6. Acknowledges and works through conflict openly, by respecting and being tolerant of individual differences. 7. Makes decisions based on information only, rather than being influenced by peer pressure. 8. Provides ideas and suggestions to the team leader that are helpful to the team. 9. Always strives for a win/win solution. 10. Strives for consensus on team decisions. ©2011 ASTD All Rights Reserved

Recognizing Diminishing Engagement  Reluctance/Avoidance  Defiance  Dominance  Absenteeism  Vacationing ©2011 ASTD All Rights Reserved

Coaching Performance Tips 1. Observe and assess the specific job performance behavior(s) of an employee. 2. Decide if it is effective or ineffective job performance. 3. If it is effective behavior:  Point out what is effective about the behavior.  Explain why it should be continued and the benefits of doing the job right.  Praise or compliment the employee for this effective behavior as appropriate. 4. If it is ineffective behavior:  Tell the employee to stop the behavior and explain why it is ineffective.  Explain what an alternative behavior would be and why alternative behavior would be better. 5. Reinforce the correct behavior when observed in future. ©2011 ASTD All Rights Reserved

Observation & Assessment Specific Behaviors and Performance in job tasks Coaching occurs in a defined/specific context Specific skills for overall job performance ©2011 ASTD All Rights Reserved

Decision Effective Performance Ineffective Performance ©2011 ASTD All Rights Reserved

Effective Performance  Point out what is effective about the behavior.  Explain why it should be continued and the benefits of doing the job right.  Praise or compliment the employee for this effective behavior as appropriate Example of Coaching Feedback for Effective Performance Coach: I noticed that you always follow the correct procedures for this job every time you perform it. Ensuring that you use the most updated data will ensure that you get the results we expect and that the process operates correctly. I appreciate the extra effort you put forth every time to make sure that you perform this job correctly. Thanks. ©2011 ASTD All Rights Reserved

Ineffective Performance  Tell the employee to stop the behavior and explain why it is ineffective.  Explain what an alternative behavior would be and why alternative behavior would be better. Example of Coaching Feedback for Ineffective Performance Coach: I noticed that you didn’t check to make sure that you have the most current information before beginning this part of your job. The problem that this could create is that without inputting the most current information, not all of the results are always going to be accurate, which may cause problems later on. I need you to be sure that there haven’t been any changes before you move ahead with the project to ensure that the results are accurate and up-to-date in the future. What can we do to ensure that in the future you have the most current information? (Collaborative Action Planning) ©2011 ASTD All Rights Reserved

Reinforcing Effective Performance EXAMPLE: Reinforcing Effective Performance Coach: I have noticed that you have been consistently following the correct procedures for ensuring that the most current data is entered into the system. This is helping ensure that the process operates correctly and I appreciate your taking the time to do this. Thanks. ©2011 ASTD All Rights Reserved

Potential Reinforcers __Letter of commendation __Asking for advice __Reporting results __Decision making __Note about good performance __Passing on compliments __Choice of tasks __Less supervision __Represent group at meeting __ Thank-you phone call __Free parking or personal parking space __Gift certificate __Plaque or trophy __Clothing, hat, etc. with company logo __Free lunch __Training __Special projects __Cup of coffee __More work ©2011 ASTD All Rights Reserved

2 Basic Rules About Managing Performance 1. Always expect excellent performance. 2. Never let poor work go unnoticed or performance issues go unchallenged. ©2011 ASTD All Rights Reserved

Levels of Feedback  None at all  Negative only  Positive only  Balanced ©2011 ASTD All Rights Reserved

Types of Feedback  Formal—documented annual/semiannual performance review  Informal—day-to-day communication and feedback about performance ©2011 ASTD All Rights Reserved

Contact Information Rebecca Thompson McNees Criminal Justice (EBP) Program Coordinator Adult Corrections Section Virginia Department of Criminal Justice Services 1100 Bank Street, 11 th Floor Richmond, VA (804)