Management: Coach Your Employees to Better Performance



In talent management, coaching, counseling and giving feedback is of utmost importance.

But it’s a difficult challenge if you don’t have a coaching culture.

When managers become coaches, you get a higher-performing workforce. You will have replaced mediocrity with strong performance. Therefore, it’s best to develop a coaching culture to optimize talent management.

If your employees become toxic or if they backslide in performance and productivity, you need to figure out how to solve the problems.

Essentially, there’s a variety of challenges for you. Be absolutely certain you’re accurate in your employee assessments and avoid errors in evaluations.

For instance, you have to be aware that new workers have a learning curve. Veteran employees are asked to change. Toxic employees are disruptive and destroy morale among your staff.

In many situations, employees are fearful of coaching and don’t respond well. It’s also stressful for you. Avoid management stress. Take the necessary steps to enjoy your job while managing difficult employees.

Frustrations dealing with difficult employees coincide with many management issues – teamwork, morale, organizational dysfunction and weak customer relationships – just to name a handful.

And they’re all related to loss of profit. Especially for toxic employees, it’s vital to develop the best coaching tactics.

In all employee issues, you must always plan well and then self-ascertain how you did in managing the employees.

For example, ask yourself:

  • What went well and what didn’t?
  • What would you change about your approach with the employees?
  • How can you better prepare for such conversations?
  • How can I best support the employees and capitalize on the counseling?

A well-written set of performance goals work to motivate employees and help them to focus better on their responsibilities. They must be written well with the right phrasing.

Concurrently, give employees a chance to mull over what you said and to respond by engaging with you. This helps to guarantee the best results.

The employees become more confident and feel management support to implement an action plan with autonomy in their duties.

Always remember your approach must be to discuss employees and inspire them to work out their challenges vis-à-vis just telling them to improve or telling them what to do.

What if your coaching isn’t working?

Then, you must continue to be fair but to embark on progressive discipline to fix the problems while guarding against possible wrongful termination lawsuits.

Here’s how:

Oral reprimand

Immediately when spotting a performance issue, you should issue an oral reprimand and document it in detail and put it in a separate file (not the employee’s file).

In starting your reprimand, remember to ask if the employee if there are any skill shortcomings or long-term problems.

Outline an action plan.

Do your best to save the employee. This might or might not include referring your worker to your Employee Assistance Program, especially for drug addiction or alcoholism issues.

Written reprimand

If the employee fails to improve or if more problems develop, give the employee a written reprimand about the deficiencies, what’s expected and the possible consequences.

Be sure to explain your benchmarks for improvement in performance.

Have the employee sign an acknowledgment of your written reprimand. Insert in the employee’s HR file.

Ultimate reprimand in writing

Should your efforts fail, give the employee your final written warning. Usually this includes probationary status.

With your warning, include copies of the previous reprimands. Be specific on expected improvements. Specify time frames for improved performance.

Continually review the process

If you have a human resources department, of course, by now HR showed be notified about the issues. Prevent possible challenges to terminating the employee.

For instance, be aware of any discharge-related considerations:

  • Determine whether you have a contract with the employee and any possible restrictions.
  • Check on employee complaints – whether the employee has filed a workers’ compensation claim, complained to government regulators, or strategized to make it look as though you’re retaliating. Retaliation is a huge no-no.
  • Review all your steps to maintain fairness with the employee. You must be able to prove your case should there be legal ramifications.
  • Keep in mind that if you’re forced to terminate workers, you must first ask yourself three important questions.

Commence firing

After you’ve given the employee adequate opportunities to improve, start the termination process.

From the Coach’s Corner, related information:

10 Best Practices for an Online Employee Handbook — Companies that don’t convert their employee handbooks into electronic documents are missing noteworthy opportunities in human resources. Conversely, businesses that switch to a digital format accomplish at least five HR goals.

HR: Avoid Bias in Evaluating Top Employees Who Backslide — Don’t be too lenient with talented employees with a history of strong performance but who decline in their work. Document every event in any downtrend of performance. Inevitably, many terminated employees will file claims accusing you of discrimination.

Management: 5 Most Common Reasons to Fire Employees — With difficult employees, you have two obvious problems – the impacts on your organization and the behavior of the individual. Here’s what to do.

Management: 7 Tips for Success if You Must Layoff Employees — Companies typically make two short-sighted errors in a business downturn. They slash the workforce and marketing investments. To the contrary, it’s important to place a maximum value on your human capital and avoid layoffs, and to expand marketing.

How to avoid EEOC Discrimination Suits — Here are six tips for micro-companies and 13 strategies for larger organizations to avoid EEOC migraines.

“Resources are hired to give results, not reasons.” 
-Amit Kalantri

 

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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.







HR: Avoid Bias in Evaluating Top Employees Who Backslide



Management of employees can be the most challenging with rollercoaster emotions. That’s especially true in employee terminations.

Employee terminations are the most stressful and legally treacherous events for any human resources professional or manager.

Naturally, if you find it necessary to terminate employees, you must be legally and morally prepared with a paper trail that show your documentation in your evaluations of them.

The five most-common reasons to fire employees:

  1. Lack of productivity
  2. Toxic behavior
  3. Cannot cope with change
  4. No call or no show
  5. Customer and supplier complaints

But what about high performers who decline in their work?

Don’t be too lenient with talented employees with a history of strong performance but who decline in their work. Document every event in any downtrend of performance.

Inevitably, many terminated employees will file claims accusing you of discrimination.

So, it’s vital to be mindful of your biases when you assess the performance of employees. Don’t be misled about your high-performing employees. Sometimes, their performance decline.

If they are given excellent reviews but there are is no documentation of their declining performances, you risk legal trouble.

To reiterate, when a previously high-performing worker starts to go south, you must avoid playing favorites. Be very careful to document the person’s waning performance.

Their past excellent reviews don’t mean you’re stuck. The person is not impervious to scrutiny and unassailable.

Before terminations, ask yourself three questions

  1. “Am I following all applicable laws?”

You should be diligent in your human resources paper trail. That should include progressive discipline and counseling.

Be careful in what you do, say and write. If there’s any doubt, check with an expert. Actually, it’s a good idea to do it anyway.

  1. “Am I acting on facts and irrefutable information?”

Take and use copious notes.

Employees are entitled to know the answers to three questions:

  • What’s expected of me?
  • How am I doing?
  • What’s in it for me?

Don’t allow your behavior to become less than polite.

  1. “Am I fair and compassionate?”

Follow the Golden Rule. Treat employees as you would like to be treated in a termination by a world-class employer.

If an employee is not expecting to be terminated, remember the fault does not entirely lie with the worker. It’s your fault. 

Appearances

To avoid appearances of discrimination or favoritism, you must be 100 percent objective with all your employees. Show how each of their performances are improving or declining.

All too often with older employees, companies face accusations of age discrimination.

Take notice the very day an employee starts missing goals or otherwise performs poorly. Don’t risk firing a worker after giving a sudden negative review after years of excellent reviews.

Should you find it necessary to terminate an employee, be prepared:

Present evidence that you had discussed errors and poor productivity, requested improvements in the person’s performance, and to conform with your company’s objectives and plans.

Yes, it’s kosher to terminate employees who fail to adjust in this Digital Age.

You can rest assured that courts don’t automatically condemn your decisions in human resources.

What judges, juries and the Equal Employee Opportunity Commission want is to see is your documentation that you’ve discussed performance issues with your employees.

From the Coach’s Corner, here are relevant articles:

Human Resources: 12 Errors to Avoid in Evaluations — How should you properly evaluate employees? Make sure you are careful to avoid errors in evaluations. Naturally, you want to praise good performance and discourage bad. What are the best ways? Here’s how to avoid making those classic mistakes.

For Best HR Performance Reviews, 10 Sample Goal Phrases — A well-written set of performance goals work to motivate employees and help them to focus better on their responsibilities. They must be written with the right phrasing so they inspire performance and don’t invite costly lawsuits.

10 Best Practices for an Online Employee Handbook — Companies that don’t convert their employee handbooks into electronic documents are missing noteworthy opportunities in human resources. Conversely, businesses that switch to a digital format accomplish at least five HR goals.

Management: 7 Tips for Success if You Must Layoff Employees — Companies typically make two short-sighted errors in a business downturn. They slash the workforce and marketing investments. To the contrary, it’s important to place a maximum value on your human capital and avoid layoffs, and to expand marketing.

Avoid EEOC Legal Hassles over Unpaid Leave Requirements — You might want to review your current human resource policies. The Equal Employment Opportunity Commission has continued to push employers on unpaid leave under the Americans with Disabilities Act.

10 Tips on Responding to EEOC Complaints — Despite all the court cases, warnings and complaints filed at the Equal Employment Opportunity Commission, a study shows big companies are guilty of favoritism in their promotion practices. If you’re so accused, here’s what to do.

“Tell me and I forget. Teach me and I remember. Involve me and I learn.”

-Benjamin Franklin


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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.





Seattle business consultant Terry Corbell provides high-performance management services and strategies.