Coaching to Develop Employee Performance

8/13/2019 Coaching to Develop Employee Performance

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www.profilesinternational.com2009 Profiles International, Inc. All rights reserved.

Coaching to Develop Employee Performance. Copyright 2009 by Profiles International. Printed and bound in the United States of America.

All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information

storage and retrieval systems without written permission from the publisher.

Publisher

Profiles Research Institute

Dario Priolo, Managing Director

5205 Lake Shore Drive

Waco, Texas 76710-1732

Profiles International

(800) 960-9612

www.profilesinternational.com

www.americasmostproductive.com

Acknowledgements

CEO, Co-founder, Profiles International: Jim Sirbasku

President, Co-founder, Profiles International: Bud Haney

Editor-in-Chief: Dario Priolo

Managing Editor: AshleyDawn Sheppard

Creative Director: Megan Bullard

Research Director: Natalie Hefner

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Managing to ensure superb performance from all employees is crucial, especially during

times of economic turbulence. Fortunately, this kind of management is more enjoyable

than most tasks and results in increased organizational value.

Coach early and often. Early, to catch potential problems before they happen. Often,

because continuous interest and feedback virtually guarantees better performance.

Coaching provides counsel in real time and identifies clear goals in the context of the

employees job.

Effective managers catch problems early and often so that they can provide continual

feedback and guarantee better performance. They do not rely on yearly reviews to direct

their leadership. Efficient managers provide clear goals in the context of the employees

job.

Introduction

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1. How to Transform Managers into Coaches

The Power of Coaching: Training & Development

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The transformation from manager to coaches takes effort and a few easy steps.

It is important for managers to remember that one size does not fit all. Each employee is

different, and employees work differently. The better the manager understands the employee,

the more effective the coaching and the results will be.

How do you transform managers into coaches? Building and changing the corporate culture

begins with the leaders adoption of a system, definition of the system and modeling of thesystem. Top leaders coach managers to be the kind of leaders the organization wants. Two of the

competencies of a coach include:

An ability to identify people who fit the job

An ability to create strategies for employee development that inspire people

to perform and achieve

These competencies set the foundation for development, but even the most able manager

requires help in these areas. No manager is equipped with essential knowledge about every

employee. Successful coaching requires specialized knowledge about:

Each employees unique characteristics

Each employees attributes in the context of his job and in the context of the

work environment

Each employees fit with his job, manager and teams


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Coaching-based performance management is essential for maximum

productivity.

First, acknowledge that good performance rarely happens by accident. Many employers find

it unnecessary to worry about job training or good job fit as long as they find an employee with

a good job history. According to a survey of more than 1,000 people last year, including

managers and leaders, 90 percent believe that leaders have little influence over employee

behavior. This is not surprising, given that many leaders often view performance training asunnecessary.

Profiles has developed a coaching-based performance management methodology that

provides key insights about each employee. This step-by-step approach shows how to

leverage knowledge to improve employee performance. This approach works because leaders

are able to use it continuously and proactively from the beginning of each employees career.

This process is incomplete unless each of the following factors are in place:

Understanding employee fit and compatibility in current job

Understanding motivation and stress and conflict behaviors

Optimizing working relationship with direct supervisor

Optimizing relationships with their work teams

Optimizing their leadership skills

2. Implementing coaching-based performance management


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Motivational coaching enables successful employee development.

Coaches play an important role in helping employees successfully maneuver company

difficulties such as turnover, budget reductions and cost reductions. Coaches need to

understand how each employee will react to the constant ups and downs of the specific work

environment. A Profiles assessment will take the guesswork out of determining how each

individual might react in a specific situation.

Profiles assessments measure:

Need for control

Social influence

Patience and collaborative preferences

Focus on precision and quality

Motivational intensity and focus on change

3. The Motivational Coach


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Coaching is themost potent tool

for inducing

lasting personal

change.

Source: Ivy Business Journal


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5. Coaching to Develop


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Developing employees generates leadership.

The final step in coaching-based performance management determines leadership capabilities.

Specific leadership competencies and skills are examined in order to identify leadership

potential.

The assessments will calculate personal development, communication, leadership ability,

adaptability, relationship building, task management, production, and the development ofothers.

Motivating employees to perform to their maximum potential is the responsibility of the

leaders of the organization. Once a manager discovers the value of coaching early and often, as

opposed to conducting annual reviews, he will be able to increase efficiency and productivity in

his employees.

The most effective approach requires:

Coaching tailored to the individual with a goal of increasing productivity

Coaching based on insight about the employees competencies within the

context of his job, as well as his ability to work with his team and manager


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Summary:


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1. Transform your managers into coaches

2. Implement coaching-based performance management

3. Develop the motivational coach

4. Assess the coaching relationship and team dynamics

5. Coach to develop

Need to improve your customer

loyalty? Profiles International has

helped thousands of organizations

retain customers, build extreme

loyalty and generate more predictable

revenue streams.

Contact us at 1.800.960.9612 to

speak with an assessment expert who

will show you how put these powerful

tools to work in your organization.


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PXT The ProfileXT is a total person assessment that has a myriad of uses. It measures

job-related qualities that make a person productivethinking and reasoning style, behavioral

traits, and occupational interests. These qualities in an individual directly affect her

productivity and the productivity of her entire team. An added benefit? The ProfileXT

provides 10 reports from one fifty-minute assessment: individual report, placement report,

succession planning report, candidate matching report, coaching report, job analysis report,

sales placement report, sales management report, summary reports, and graph reports.

CheckPoint Management System combines direct feedback from direct reports, peers,

supervisors, and customers, with a personalized program for developing specific leadership

skills based on that feedback. This assessment process highlights a managers jobperformance in 8 skill clusters: leadership, communication, personal development,

development of others, production, task management, relationships, and adaptability. The

CheckPoint 360 uncovers the following productivity killers: ineffective management

practices, poor communication, inadequate leadership skills, distrust of management,

inability to delegate, low motivation, lack of commitment, low performance standards, and

workplace conflicts.

Products of Interest

Hiring Superstars | 10

About Profiles International
http://www.profilesinternational.com/product_profilext.aspxhttp://www.profilesinternational.com/product_checkpoint360.aspxhttp://www.profilesinternational.com/product_checkpoint360.aspxhttp://www.profilesinternational.com/product_profilext.aspx


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Another key to driving performance is having a consistent company message. CSP Customer

Service Profile measures key characteristics of exceptional customer service. How much easier is it

to drive performance when the people engaging the customer on a daily basis are all on the same

page? The CSP looks at what our current and future employees believe is a high level of customer

service, while at the same time showing us where they align (or not) with our companys perspective.

The use of superior talent management practices can easily identify a potential need for additional

people, or for better use of existing resources. With efficient selection and on-boarding practices,

both new people and incumbents become more productive in a short amount of time. SOSII Step

One Survey II can help give new employees the head start they need from day one. By making sure

prospective applicants are a fit for our corporate culture before joining the team, we can know in

advance how they can assimilate into a work environment in the optimum amount of time. Insight

into an applicants work ethic, honesty, integrity, propensity for substance abuse, and attitudes on

theft (including property, data, and the most expensive commoditytime), can give a much-needed

preview into how well this person will mesh with a companys current culture and climate.

Profiles WorkForce Compatibility is a powerful tool that measures critical workplace compatibility

information between a manager (executive, director, supervisor, team leader) and his employees.

PWC is used to increase productivity, identify and close compatibility gaps between manager and

employee, improve communications between manager and employee, raise the level of

engagement, and reduce employee turnover.

Products of Interest


http://www.profilesinternational.com/product_csp.aspxhttp://www.profilesinternational.com/product_csp.aspxhttp://www.profilesinternational.com/product_sosii.aspxhttp://www.profilesinternational.com/product_sosii.aspxhttp://www.profilesinternational.com/product_workforce_compatibility.aspxhttp://www.profilesinternational.com/product_workforce_compatibility.aspxhttp://www.profilesinternational.com/product_sosii.aspxhttp://www.profilesinternational.com/product_sosii.aspxhttp://www.profilesinternational.com/product_csp.aspxhttp://www.profilesinternational.com/product_csp.aspx


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Americas Most Productive Companies

In economics, productivity is a measure of output per unit of input. For purposes of this study, we defined

labor productivity in terms of revenue produced per full-time employee. Calculating this required us to

analyze financial data from over 1,600 publicly traded companies that we then organized into over 175 sub-

industry groups.

We then identified the companies that ranked highest in each category and took a closer look at the

practices that enable them to out-produce their peers. By understanding these practices, we hope to

educate ourselves and our clients about the practices that can help them run more efficiently and become

more competitive in the marketplace.

5 Critical Management Derailers: Symptoms and Remedies

Why do front-line managers fail and what can be done to avoid failure? We polled our experts to identify

our top five most common management derailers. They are:

1. Poor interpersonal and communication skills

2. Inadequate leadership skills

3. Resistance to change

4. Inability to deliver expected results

5. Inability to see beyond their functional silo

This report elaborates on these five issues and offers some common sense advice for helping your managers

avoid them.

Additional Reports from Profiles Research Institute




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Selection Strategies for Reorganization, Redeployment and Recovery:

Comprehensive Report of Findings

Profiles International researchers conducted a comprehensive review of organizational design and talent

management practices to identify over 50 best practices in the context of organizational restructuring. We

then asked several experts to rank order their top 20 best practices from this list. From this, we determined

our Top 10 best practices list.

Selection Strategies for Reorganization, Redeployment and Recovery:

C-level vs. Non-C-level Comparison Report

Profiles International researchers conducted a comprehensive review of organizational design and talent

management practices to identify over 50 best practices in the context of organizational restructuring. We

then asked several experts to rank order their top 20 best practices from this list. From this, we determined

our Top 10 best practices list. From these Top 10 best practices we designed a brief 10-question surveyto poll our clients on how well they believed their organizations followed these practices and how well they

would be prepared for a major reorganization and redeployment event. Nearly 800 people (over 30% in

companies with over 500 employees ; 50% of participants had Director-level roles or higher) participated in

the study.

Our findings highlight some considerable differences between the perspective of C-suite and non-C-suite

participants on nearly every dimension we measured. This heightens concerns that the C-suite may be out

of touch with what is actually happening on the front lines as it relates to reorganizing and redeploying

talent in the midst of change.




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Four Essential Tactics for Optimizing Organizational Talent

Now more than ever you have the opportunity to optimize your organizational talent. While cost-cutting may

be inevitable, its important to avoid some of the common traps that will put you at a disadvantage when the

economy turns around. The bottom line is that you need to know your human capital inventory well enough

to make the best decision. Our researchers have identified four essential tactics to optimize your

organizational talent. These are:

1. Remove your chronic underperformers2. Remove your bad apples

3. Uncover your hidden gems

4. Never stop your hunt for high quality outside hires

This paper elaborates on these four essential tactics.




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imagine great people


Profiles International Contact Us



www.americasmostproductive.com

(800) 960-9612

(254) 751-1644

Contact Us

Profiles International Who We Are

Profiles International helps organizations worldwide create high -performing workforces.

Through our comprehensive employment assessments and innovative talent management solutions,

our clients gain a competitive advantage by selecting the right people and managing them to their

full potential.

Where We AreProfiles serves 122 countries

around the globe and has

material in 32 languages.

Profiles International


(800) 960-9612

2009 Profiles International, Inc. All rights reserved.
http://www.profilesinternational.com/http://www.americasmostproductive.com/http://www.americasmostproductive.com/http://www.profilesinternational.com/

Documents

Coaching to Develop Employee Performance