Coaching Employee Engagement ©2011 ASTD All Rights Reserved

Coaching Employee

Engagement

©2011 ASTD All Rights Reserved

Rebecca Thompson McNeesCriminal Justice (EBP) Coordinator

Adult Corrections Section, DCJS

Background

MA in Human Services/Executive Leadership & MS in Criminal Justice Administration

Local Probation OfficerCorrections Rehabilitation CounselorTreatment Program SupervisorTrainer, VADOC Management and Supervisory Unit

Purpose & ObjectivesPurposeTo provide participants with an introduction to employee engagement, its impact on organizations’ success, and a coaching model that improves engagement.

Objectives1. 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.

DefinitionsEmployee 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


Basic Supervisory Principles FAIR In using discretion with employees In assigning work In providing training and growth

opportunities In promoting employees


Basic Supervisory Principles CONSISTENT In applying rules and policies In utilizing discipline In setting a personal example In your decision-making process


Basic Supervisory Principles

RESPECTFUL Treat everyone with dignity regardless of

the situation. Listen, ask, explain. Follow up with answers to questions.


Engaged Coaching Model

More TrustOpennessOwnershipVersatilityInfluenceAction©2011 ASTD All Rights Reserved

Engaged Coaching ModelLess Control Channels Routine Position power Analysis Bureaucracy


Characteristics of an Engaged Employee1. 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.


Recognizing Diminishing Engagement

Reluctance/Avoidance Defiance Dominance Absenteeism Vacationing


Coaching Performance Tips1. 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.


Observation & Assessment

Specific Behaviors and Performance in job tasksCoaching occurs in a defined/specific context

Specific skills for overall job performance


DecisionEffective Performance Ineffective Performance


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.


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)


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.


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


2 Basic Rules About Managing Performance

1. Always expect excellent performance.

2. Never let poor work go unnoticed or performance issues go unchallenged.


Levels of Feedback

None at all Negative only Positive only Balanced


Types of Feedback

Formal—documented annual/semiannual performance review

Informal—day-to-day communication and feedback about performance


Contact Information

Rebecca Thompson McNeesCriminal Justice (EBP) Program Coordinator

Adult Corrections Section

Virginia Department of Criminal Justice Services1100 Bank Street, 11th Floor

Richmond, VA 23219(804) 786-1165

[email protected]

mailto:[email protected]

Documents

Coaching Employee Engagement ©2011 ASTD All Rights Reserved