5-1

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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