The content of performance coaching, the definition of performance coaching

Performance coaching is the counseling conducted in the appraisal process in order to enable subordinates or subordinate departments to achieve performance goals in the appraisal cycle, and forms a "monthly review table of performance objectives". Performance coaching is the process of coaching employees to achieve goals together, which can be divided into job coaching and monthly reviews.

Among them, there are specific instructions, direction guidance, encouragement and promotion, etc., and the specific instructions are for the departments that lack the knowledge and ability required to complete the work, and need to give more specific indicative guidance to help them decompose the work to be completed into specific steps and track the completion of the situation; Directional guidance refers to the need to give directional guidance to departments that have the relevant knowledge and skills to complete the work, but encounter difficulties or problems; Encouragement and promotion are suggestions for encouraging and continuing to improve departments that have better knowledge and professional skills and whose tasks have been successfully completed.

The monthly review will be filled in by each department to fill in the "monthly review form of performance objectives", introduce the completion of the overall monthly goals and the main gaps, etc., the assessee reports the completion of the performance objectives of the previous month, introduce the work plan for the next month, through the inquiries of various departments, put forward suggestions for improvement, and reply to the questions raised, summarize the completion of the situation, put forward the expectations and requirements for the next month's work, and finally form a monthly review table.

Performance coaching is a process in which superiors guide and motivate subordinates to help them achieve their performance goals. Includes daily coaching and mid-term review:

Daily counseling: refers to the guidance of the supervisor to the employees in the process of performance implementation, regardless of the form, including skill coaching, resource support, willingness stimulation, etc.; This coaching can take place at any time: before the start of the project, during execution, or at the end of the work; Both one-hour sessions and one-minute sessions can have a coaching effect.

Mid-term review: refers to the regular month) and employees to conduct performance review, diagnosis and coaching, record the performance facts of employees, and provide improvement suggestions and resource support to help employees maintain the correct performance direction.

There are countless occasions that need counseling, in the form we can use a well-planned, formal counseling process, or we can choose a properly arranged less formal counseling (on the surface it seems to be an ordinary conversation), counseling does not have a specific model that is strictly applied in certain prescribed occasions, and more importantly, it is a way of management, a way of treating and helping others, and an important tool to improve the work ability and work performance of subordinates.

Performance coaching

It runs through the whole process of management, not just at the beginning, not just at the end, but throughout the performance management of Zheng Paoyu.

The content of performance coaching.

1. Achievement of the work objectives of the first phase.

After the performance plan is implemented for a period of time, managers and employees need to review and discuss the completion of each task according to the requirements of each time node of the performance plan. Whether it is a lag in the progress of the work compared to the performance plan, or a quality problem in the completion of the work task, managers and employees should deal with it head-on and actively find ways to make up for it and improve.

2. Excellent performance of employees in their work.

This communication is a motivational communication, mainly through the review of the employee's work performance at a certain stage in the past, to find out the employee's shining points, and to give timely praise and praise, with a positive encouragement to the employee to have a positive impact, motivate him to continue to maintain and further optimize his work behavior. This requires managers to be observant, discovery, and articulate in their daily work. It should be noted that the praise of employees must be positive, not praise for the sake of praise, but really praise the behavior worthy of praise.

And praise should not be too vague, but should be substantial, that is, list or bridge specific examples, so that employees can clarify which of their behaviors are good, and then move in the right direction.

3 Areas for improvement in the employee's work.

Directly pointing out the lack of performance of employees is not so simple for many managers, but in performance management.

It is a very necessary link. Only by pointing out the deficiencies of employees can managers correct their behavior and let them know where to improve. In the process of communication, managers should clearly point out the shortcomings of employees on specific problems, point out the areas that need to be improved and improved, and then discuss with employees to analyze the causes of problems and ways to overcome deficiencies, and give appropriate and reasonable suggestions.

4 Difficulties encountered by employees in their work.

Ask employees about the difficulties and obstacles encountered in the implementation of performance-based performance, and find out the reasons for these difficulties and find out the countermeasures to solve them. If an employee is deficient in skills and knowledge, appropriate training and coaching should be arranged. If the difficulties encountered by the employee come from outside, the manager should provide the employee with support in terms of authority, resources, etc.

5. Assist subordinates in improving their work plans.

If employees are not moving towards the set goals, but deviate, managers need to help employees adjust their direction, and discuss and formulate improvement plans and measures with employees according to the current progress of work.

6. Confirmation of performance objectives and action plans for the next stage.

Managers discuss and determine work goals with employees, check work schedules and assessment plans, and let employees have a clear understanding of the overall goals, phased goals, and when to give feedback.

To sum up, a complete performance coaching should include goal coaching, work progress coaching, and the next work plan.

Counselling and support counselling. If these things are all under control, then the employee's performance plan can achieve the desired effect.

Performance coaching refers to the process in which managers discuss with employees information about work progress, potential obstacles and problems, solutions to problems, employees' achievements and existing problems, and how managers can help employees.

Performance coaching

The role of performance coaching in the performance management system is to be able to prospectively find problems and solve them before they arise, and also to be able to closely link managers and employees, managers and employees often discuss existing and possible problems, jointly solve problems, eliminate obstacles, achieve common progress and common improvement, and achieve the purpose of high performance. Performance coaching is also beneficial for building a good working relationship between managers and employees. In general, performance coaching is used as follows:

1.Understand the progress of employees' work so that they can be coordinated and adjusted in a timely manner.

2.Understand the obstacles your employees face in their work so that you can play your part in helping them solve problems and improve their performance.

3.Some accidents can be avoided through communication.

4.Grasp some of the information that must be used in the assessment, so that the assessment is purposeful and convincing.

5.Help employees coordinate their work so that they can do their jobs with more confidence.

6.Give employees the information they need to keep them up to date on their ideas and stupid changes outside of work, so managers and employees are on the same page.

The fundamental purpose of performance coaching is to effectively manage the process of implementing the performance plan for employees, because as long as the process is under control, the results will not be too surprising.

Performance Coaching Requirements

Performance coaching runs through the whole process of performance management, and managers should clarify the following questions at each time:

1.What is the progress towards the goals set?

2.What's going well?

3.What needs to be further improved and enhanced?

4.Are employees moving toward set performance goals?

5.What improvements need to be made to enable employees to better meet their performance goals?

6.What do managers need to do to improve the knowledge, skills, and experience of their employees?

7.Do you need to adjust your employees' performance goals, and if so, how?

8.What do managers and employees agree on?

9.In what areas do managers and employees need to communicate further**?

In short, performance coaching is a key part of performance management, and managers must put more effort into performance coaching if they want to make performance management truly effective.

Performance coaching is an individual or team performance management approach designed to help individuals or teams improve their work performance and achieve individual or organizational goals. Performance coaching is usually provided by professional performance coaches or experienced managers, through personalized communication and guidance with the coachee, to help the mentee understand their work goals, career development needs, work performance, etc., identify and solve problems at work, and improve their performance level and job satisfaction.

The process of performance coaching typically involves the following steps:

Identify counseling goals and needs.

Before the start of performance coaching, the counselor needs to communicate with the mentee to understand their work goals, career development needs, work performance, etc., and determine the number of coaching items and needs.

Analyze and diagnose problems.

Through the analysis and diagnosis of the work performance, work habits, personality characteristics and other aspects of the coachee, the counselor has an in-depth understanding of the work situation and problems of the mentee.

Create an action plan.

Based on the understanding of the mentee's work situation and problems, the counselor helps the mentee to develop a personalized action plan, clarify the action goals, action steps and timetable, and help the mentee solve the problems encountered in the work and improve the work performance.

Provide support and feedback.

During the coaching process, the counselor needs to provide support and guidance to help the mentee solve the problems encountered in the work and improve the work performance. At the same time, the mentor needs to provide regular feedback to help the mentee understand their performance and progress.

The advantages of performance coaching include:

Individualized guidance and support can help mentees solve individualized problems and improve job performance.

Establish a good relationship of communication and trust to promote the development of individuals and organizations.

Improve the self-awareness and self-management ability of the mentee, and enhance job satisfaction and motivation.

Through performance coaching, it can promote the performance management and development of the organization, and achieve a win-win situation for individuals and organizations.

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The basic contents of performance implementation counseling are: 1. Determine clear performance goals and formulate practical work plans with phased goals; 2. Verify the completion of the Xing target in the stage, fully communicate with the assessee who has not completed the Xing goal in the stage, and understand the competent reasons for not achieving the goal and the objective reasons for Dou Tangerine; 3. According to the communication results, formulate a performance improvement plan for xing, provide necessary work support, and assist the appraisee to complete the performance goals.