Coaching skills are the best path forward toward optimizing the return on investment that people make in performance management. But to make this shift a reality, a significant investment is required in preparing people to meet the demands of these redefined accountabilities.
Consider this: a recent study from Blessing White found that while 73 percent of employees had been coached by their managers, only 23 percent of employees thought the coaching sessions added value. Furthermore, 10 percent of employees claimed the coaching had a negative impact on their performance.
The key takeaway here is enhancing the ability of managers to coach is mission critical in order to make the transition from traditional performance management to high performance performance management.
It is vital that managers at every level of an organization make the critical shift to high performance coaching. A 2015 Voice of the Industry Survey revealed that increasing effectiveness around coaching was a top five competency development priority for first-, middle- and senior-level leaders. Closing critical coaching gaps among leaders is key to implementing performance management that makes a difference.
Excellence in performance management includes such practices as clarifying action plans for new stretch goals, helping people learn how to create plans that can be practically implemented, developing means of overcoming challenges that stand in the way of objectives and reinforcing successful progress toward goals. These target high performance management practices are highly correlated with high engagement as well as self-reported effort and excellence.
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