• What kind of skills the manager should have to help their employees to develop and improve their performance?

Who is Manger?Manager is some one who oversees the project and they are responsible for getting the job done and motivating people. And overcome issues such as limited resources and time.

The most important skills of manager

Strategic thinkingPlaned ahead and predicting what was going to happen.Time managementManagers are expected to complete work on deadline.CommunicationManagers have direct contact b/w staff and client.

Problem Solving:Manager may encounter problems in their workCollaboration: Four barriers to collaboration;Distance,dominance,discomfortDissonance.

Financial Skills:manager will usually expected to set budget.Interpersonal skill:Manager work closely with in their team assigning them work and ensuring that all perform or not.Coaching :It helps people learn to improve their work and make decision efficiently.

Coaching style

Coaching

• Coaching is releasing a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them

Coaching Process

Coaching process

• Coaching process doesn't rely on prescribed solution or directive but rather on mutual understanding, fact finding, careful through reflection, creative action planning and compassionate follow up.(Harvard business review)

Steps of Coaching Process

Step 1: Build Relationship of Mutual TrustThe foundation of any coaching relationship is rooted in the manager's day-to-day relationship with the employee.

Step 2: Open the MeetingThe manager clarify, a non evaluative, non accusatory way, the reason of conducting meeting and set appointment scheduled.

Step 3: Get AgreementManager must be able to define

the nature of the issue and get the employee to recognize the consequences of not changing his or her behavior.

• Skill of specifying the behavior• Skill of clarifying consequences

• Skill of specifying the behavior1. Cite specific examples of the

performance issue.2. Clarify your performance expectations

in the situation.3. Asks the employee for agreement on

the issue.

• Skill of clarifying consequences 1. Probe to get the employee to articulate

his or her understanding of the consequences associated with the performance issue.

2. Ask the employee for agreement on the issue.

Step 4: Explore AlternativesExplore ways the issue can be improved or corrected by encouraging the employee to identify alternative solutions.Alternatives specific and not generalize.Maximize the number of choices and discuss their advantages and disadvantages.

Step 5: Get a Commitment to Act• Help the employee choose an alternative.• The manager must be sure to get a verbal

commitment from the employee regarding what action will be taken and when it will be taken and have the support of employer

Step 6:Handle Excuses• Rephrase the point by taking a

comment or statement that was perceived

• Respond empathically to show support for the employee's

Step 7: Provide FeedbackFeedback should:• Be timely• Be specific• Focus on the "what," not the

"why."• Use a sincere tone of voice.

Performance Review Meetings & Types

What is Performance Review Meetings?

• Manager and employee work together to assess the degree to which the employee has attained agree-upon goals work and to overcome difficulties to attain these goals.

• Also called performance appraisal meeting, or performance evaluation meeting.

Types Of Meetings1. Informal

• Performance is managed throughout the year.

• Performance is reviewed as it occurs by Individuals & manager for comparing

• Outcomes may not documented unless there is poor performance

2. Formal• Performance is analyzed

systematically • Overview and analysis since the last

meeting (Comparing results on agreed expectations and plans)

• Documented • The basis for decisions• one-to-one basis or a get-together

Possible types of Formal meetings:1. System Inauguration2. Self-Appraisal3. Classical Performance Review4. Merit/Salary Review5. Developmental Plan6. Objective Setting

1. System inauguration

2. Self Appraisal• the employee’s assessment of

herself. • opportunity for the employee to

describe how he sees his own performance during the review period.

• helpful if the employee is given the same form to be filled out with the same dimensions that will be used by the supervisor later.

Discussion of :• how the system works? • the identification of the

requirements and responsibilities. • the role of self- appraisal • the dates when the employee and

supervisor will meet to discuss performance issues.

• important for new employees

3. Classical performance review

• Employee performance is discussed, from both the perspective of the supervisor and that of the employee.

This meeting is mainly:• past oriented • does not focus on what

performance should look like in the future.

4. Merit /salary review

• useful to separate the discussion of rewards from the performance for the focus of employee on performance.

• If these meetings are not separated, employees may not be very attentive.

• Although these meetings are separate, supervisors should explain clearly the link between the employee’s performance and the rewards given.

5. Development plan

Discusses the :• employee’s developmental needs • what steps will be taken so that

performance will be improved.• information about what types of

resources will be provided to the employee to facilitate the development of any new skills.

6. Objective setting• Includes setting of goals ( behavioral and result oriented).

Are all the meeting conducted at the same time or they follow one by one? Explain with Example

Time duration of conductive meetings

Annually Semi-Annually

Quarterly

Steps to take before Formal meeting:

• Give at least 2-weeks notice• Give sufficient time• Arrange to meet in a private location without

interruptions

Formal Meetings • Formal meetings to present

important financial, organizational and operational information.Examples : Finance committee meeting, Board of directors meetings, reporting and presenting important financial and large-scale of operations

types of Formal meetings that followed one by one :

1. System Inauguration2. Self-Appraisal3. Classical Performance Review4. Merit/Salary Review5. Developmental Plan6. Objective Setting

Informal meetings

Informal meetings is used to address daily operational and policy issueExamples:Club meeting, day to day meeting, information sharing meeting, team meeting, informal decision meetings