Performance mgmt and motivation. f linch 22.04.13
- 1. Coaching for Success Felicia Linch
- 2. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Why is performance management important? ‘Poor work ethic in the national labour force’ was ranked as the 6th most problematic factor for doing business in Jamaica. Source: Global Competitiveness Report 2012/2013, World Economic Forum
- 3. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Unclear performance criteria and/or objectives Insufficient preparation, by both people managers & colleague Poor quality of performance conversations: • Dialogue top down •Little developmental focus •Lack of agreement * Subjective and/or inaccurate rating tool* ‘Horns’ and ‘Halos’ effect Lack of continuous feedback Lack of transparency regarding criteria for reward Failure to translate organisational objectives into individual objectives Employees re-actions: ability to accept rating and action feedback * Perception that system unfair * Contextual Factors, i.e. inhibiting culture
- 4. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. 1. Clear and agreed objectives 2. Quality performance conversations 3. Rating Accuracy
- 5. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Coaching for Success
- 6. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Do you: •Prepare for the meeting and give the employee advance notice of your ratings •Give clear evidence to support rating •Give ‘constructive feedback’ •Explore the options- letting the employee take ownership • Agree a plan of action and a follow-up process
- 7. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. “A conversation is a dialogue, not a monologue. That's why there are so few good conversations…” Truman Capote
- 8. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Differentiation • Coaching – Healthy People, forward looking • Coaching – Not an expert, provides perspective • Coaching – Not an expert, knows the right questions to ask • Counseling – hurting people, looks to the past • Mentoring – expert, teaching how to do it • Consulting – expert , knows the right answers Definition
- 9. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. 1. Coaching is a Transformational Conversation 2. Coaching is a Transparent Relationship. 3. Coaching is a Support System for Change 4. Coaching is Continuous Leadership Development Source: LifeForming Leadership Coaching
- 10. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. A useful coaching conversation model. Goals – The Agenda for the discussion Reality – The Current Reality of the situation Options – The possible solutions Will – The commitment to action steps Developed by Sir John Whitmore, ‘Coaching for Performance’
- 11. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. To be constructive feedback needs to be Timely and specific. The B.I.C. formula can help: • Behaviour • Impact • Consequence
- 12. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Is this really necessary?
- 13. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Studies show that: “there is a direct relation between motivation and performance and performance is dependent on the motivation”. Singh, Sharma, Prasshar, (2011) ‘Study of Linkage between motivatio0n and performance’ Social Science Research Network
- 14. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. As long as the tasks involve mechanical skills only , then monetary rewards increase performance MIT Studies
- 15. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. BUT where the task involves more than rudimentary cognitive skill: higher reward = poorer performance
- 16. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. • Autonomy • Mastery • Purpose Daniel H. Pink (2011)‘Drive: the surprising truth about what motivates us’
- 17. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. In your groups think of 2 ways to motivate your team using: • Autonomy • Mastery • Purpose
- 18. Company Confidential – no elements of this presentation may be reproduced without the express permission of Kitch Consulting. Human life will never be understood unless its highest aspirations are taken into account. Growth, self-actualisation, the striving toward health, the quest for identity and autonomy, the yearning for excellence (and other ways of phrasing the striving "upward") must by now be accepted beyond question as a widespread and perhaps universal human tendency. Abraham Maslow, (1954) Motivation and Personality.