Performance Management Coaching Process

Introduction

The primary goal of any manager is to ensure that his or her subordinates perform well at work and develop their skills and capabilities to ensure the improvement of performance. The coaching process of performance management aims to achieve this target by evaluating the goals that individuals for their development have and presenting them feedback. This paper aims to review the performance management coaching process and assess its efficiency.

Coaching Process Definition

In recent years, the topic of workplace coaching conducted by either internal managers or external experts has become a popular topic of discussion. Due to this reason and lack of related researches, Jones et al. conducted a study evaluating the efficiency of performance coaching and its impact on organizational development (249). The findings suggest that regardless of the techniques that coaches used in the process, for instance, face-to-face communication or phone calls, the performance of individuals was improved. Additionally, event short-term performance coaching sessions can be beneficial for employees. The primary feature that distinguishes performance coaching from other practices includes its collaborative nature, focus on setting a specific goal, and evaluation of outcomes conducted by managers (Jones et al. 249). Therefore, this practice is a valid strategy that organizations can use to monitor and impact the work efficiency of their personnel.

The distinct features of performance coaching distinguish it from other forms of workplace training activities. For instance, mentoring refers to the practice of developing a long-term relationship between an experienced professional and an inexperienced trainee (Jones et al. 249). The concept discussed in this paper does not emphasize the expertise of a manager in the specific field of work, which would imply professional development. Instead, through coaching employees can set a wide range of goals and objectives for improving their work and develop a step-by-step process of reaching those.

5 Steps of Coaching Process

Due to the nature of the process in question, it has specific elements that managers can use as a framework. Aguinis describes the process of coaching through five stages, which include goals of self-development, identification of resources and strategies, implementation, observation, and provision of feedback (242). The outcomes that can be anticipated as a result of such practices include improved professional and personal qualities and more engagement in the work process. According to Aguinis, the primary step that should be performed for proper coaching is setting goals that a person has in regards to his or her development (233). To ensure the success of this strategy, a manager should perform an analysis to determine whether the set targets are reasonable and correspond to the current work environment of a staff member. Aguinis emphasizes the importance of accounting for both short-term and long-term plans regarding one’s career (234). Therefore, the first step of the coaching process involves a careful assessment of the employee’s view regarding his or her work and strategies for future growth and evaluation of these elements in regards to the current workflow.

As a result, an adequate plan of development should be created and implemented, helping an employee to improve performance and skills. Aguinis states that identifying resources that can help carry out the plan is crucial (242). This can include additional training, courses, education, or even a job assignment that can enhance the competencies of employees. Jones et al. describe this component as presenting “the tools, skills and opportunities they need to develop themselves and become more effective” (249). This step requires additional attention from the manager because the choice of an approach has to consider the personal and professional qualities of an employee.

Feedback

The final element of the coaching process includes an evaluation of the actions that the employee performed and presenting him or her with feedback.

In this regard, it critical to point out the relationship between a coach and his or her coach that directly impacts the result of this cooperation. In essence, this step is designed to determine the effects and revaluate the objectives (Aquinis 242). It is possible to revise the existing goals and set new targets. If not followed, the benefit of the coaching will be mitigated because adequate assessment is critical for developing future strategies.

Recommendations

Recommendations include the incorporation of coaching in the organization’s culture. Continuous enhancement of the personal and professional qualities of an individual is a vital part of functioning for companies that aim to be sustainable. According to the Office of Personnel Management, “coaching, in its simplest form, means to train, tutor or give instruction” (Performance Management para. 2). Organizations can benefit from this concept because it improves the skills and accountability of employees. The careful planning, implementation, and assessment of outcomes allow managers to develop personalized plans and guide their subordinates through this process.

Conclusion

Overall, the performance management coaching process is a practice applied by many managers. This paper suggests that this concept helps improve the outcomes of work, regardless of the specific technique or longevity of the sessions. Five primary steps include setting a goal, assessing necessary material, implementing a strategy, evaluating the outcomes, and presenting feedback. The final step implies that a coach has to determine the work done by an employee and revise the goals by achievements, which allows for continuous improvement.

Work Cited

Aquinis, Herman. Performance Management. 3rd ed. Pearson, 2013.

Jones, Rebecca et al. “The Effectiveness of Workplace Coaching: A Meta­Analysis of Learning and Performance Outcomes from Coaching.” Journal of Occupational and Organizational Psychology, vol. 89, no. 2, 2015, pp. 249­277.

“Performance Management.” OPM, n.d., Web.