The fact that the coach is important in developing performance
The fact that the coach is important in developing performance
What do you think about employee performance training? What does this mean and the mission? Although some talent development specialists may believe that Coaching’s employees have management positions (that’s right), But this is also the oldest form of training at work, It is therefore an important part of any talent development strategy.
The fact that the coach is important in developing performance
As a performance consultant, I find that organizations sometimes ignore staff training in continuous performance improvement because they essentially delegate this responsibility to managers rather than provide them with a comprehensive strategy. Even those organizations that would have invested a lot of time and resources in training and development would not regularly integrate performance evaluation into the talent development equation.
Defining the importance of training
Training is an ongoing process that employees can learn through work, It is the essence of on-the-job training. Trainers can (remember: talent developers) facilitate this process, They can monitor and analyze the employee’s performance, and provide continuous responses, and promote positive behaviors, Systematically guide staff to improve their skills and abilities to achieve personal and organizational performance goals. If this is not a talent training, I don’t know what it is! If you are responsible for helping others gain knowledge, apply skills and develop abilities constantly, Do not neglect to direct the performance of the staff member. Do not leave this responsibility to production line supervisors and operations managers.
Training and management vary many important factors between training and management.
The Department focuses on planning, organizing, leading and controlling the organization’s resources to achieve the goals. The coach doesn’t tell the staff what to do, And does not give orders and control their actions or judge their performance, It enhances their ability to explore by guiding them to make continuous progress and removing obstacles to them, and enable them to learn, and encourage them to try. and the ability to prepare for success.
This training process is not specialized behavior, But it’s a natural process. More specifically, This is an ongoing process in which employees can experience, adopt and refine the required behaviors to learn. The trainers direct this process, They are watching employees at work, And analyze their performance, and discuss the performance honestly with the employees They regularly direct staff to reach agreement on improved performance, They follow them regularly to check their progress.
The first step is
In the training process in objective monitoring of how employees perform their work under normal circumstances. Some development and education teams use it as a way to determine whether employees have applied online learning or classroom skills (Kirkpatrick Level 3), But my observation is that most of them don’t. As an observer, You must understand the functional roles, tasks and responsibilities of the supervising staff to understand whether the assigned tasks and performance expectations have been achieved; You must identify the factors affecting it.
Some people say that when employees do not meet expectations, There will be performance gaps or mismatches. When the change is determined, The reason for the change must be found. (Mager and Pipe’s Performance Problem Analysis is a good guide to performance analysis.)
Step 2
In the training process is to discuss the focus of work performance with the employees you have been monitoring. By asking employees what they think of what they do based on the situation, Then submit your observations and conclusions about your performance accurately and objectively, You can promote two ways of discussion. Agrees to. After that, It is important to agree on the actual performance of the employee and what needs to be done to improve it.
Step 3
At this point, It is important to discuss any factors beyond the employee’s control that may cause differences in performance. Consider factors such as: Job design, Clarity of expectations, Employment Tools, Resources Training Response and rewards, Etc. The purpose of this step for you and your employees is to discuss and agree on the gap between actual performance and best performance.
Step 4
Specific measures will be identified to improve them, Remarkable and measurable results will be developed to achieve these goals, And (depending on the nature of the differences) schedules and performance improvement plans will be developed to help employees move for the better to develop a high performance level.
You may also need to develop a plan to address any contributing factors you identify. Follow.
Step 5 (and final)
The process is an important step to ensure improved sustainable and continuous performance. Your ability as a trainer depends on credibility and helps develop the skills and performance of others. It is not enough to point out performance gaps and guide staff to improve their behaviour. Staff should be regularly screened to enhance their active efforts, discuss and remove obstacles at work and celebrate their progress at each stage.
Common mistakes
Performance coaches often make some important mistakes among Cuting staff.
Perhaps the most important point is not to train staff unless there is a performance imbalance.
This is sad because people learn more from success than failure.
People often say “reward and repeat” behavior, When employees pay attention to them when they do the right job, It will inspire them to continue to do well, This is very simple. Managers and trainers organize organizations for ongoing discussions with staff on performance, Including regular and active reinforcement of employee enthusiasm.
These organizations usually increase the morale of employees and increase their satisfaction, Which leads to better business results.
The manager tries to point out that the wrong organization will not have the same result.
Another common mistake made by performance trainers is that when mistakes occur and employee performance changes, They will wait a long time to discuss problems with employees.
When employees are not informed of a problem, They will consider their performance acceptable.
If they don’t do what they have to do, The performance gap will continue or begin to deteriorate, But no one’s going to tell them anything.
The coach’s goal is to bridge the gap between real performance and the best performance in the discussion.
The best time to solve a performance problem is when a performance problem occurs.
What’s in your toolbox?
By adding these five steps of performance evaluation to the toolbox and avoiding the common errors mentioned above, You’ll be able to bypass traditional development and training functions and add value to your organization. From now on When considering the performance of Kuching staff, It must be considered the responsibility of developing talent, And an important tool to help employees achieve the best performance, And an important part of the overall talent development strategy
The fact that the coach is important in developing performance
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