1. Most employees already know what they should do and how to do it.

2. Performance management is simply a matter of expecting tasks to be done

correctly and on time.
3. If a problem occurs, the appropriate action is to give the employee a stern lecture
or to threaten punishment. The problem will then go away— after all, the
employee already knows what should be done and how to do it.
4. If the problem does not go away, the employee must be stupid, lazy, or have a bad
attitude. Therefore, punishment is called for.
5. If punishment fails, the only reasonable course of action is to terminate the
employee.
1
Coaching and
Performance
Management
COACHING

A broad approach to performance

management and a specific
technique to facilitate it.

3
 The reality is that sometimes employees
know what to do and how to do it, but
sometimes they do not.

It could be that the recruiting and selection

process is flawed, or that orientation and
initial training have been done poorly (if at
all).

In addition, changes in the task, organization, or

environment may prompt the need for new knowledge
or skills.

4
HRD Professional’s Role in Coaching

HRD professionals can help managers and

supervisors become effective coaches by
providing training in the coaching process
and ensuring that the coaches have the
interpersonal skills needed to be effective.

5
 Role of the Supervisor and Manager in Coaching

Coaching most often occurs within the context of an ongoing relationship between
an employee and his/her superior (between a supervisor and his/her manager).

It is the supervisor’s responsibility to ensure that his or her unit meets its goals,
and that means ensuring that employees perform their tasks effectively.

6
Coaching to Improve Performance

Defining Poor Performance

Determining the cause of

performance problems or issues

Coaching Discussion

7
 Coaching Analysis

▫ Coaching analysis is the process of analyzing factors that contribute to

unsatisfactory performance and deciding on an appropriate response to
improve performance.

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 Steps in Conducting Coaching Analysis

1. Identify the unsatisfactory employee performance.

2. Is it worth your time and effort to address?
3. Do subordinates know that their performance is not satisfactory?
4. Do subordinates know what is supposed to be done?
5. Are there obstacles beyond the employee’s control?
6. Does the subordinate know how to do what must be done?
7. Does a negative consequence follow effective performance?
8. Does a positive consequence follow nonperformance?
9. Could the subordinate do it if he or she wanted to?

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 Coaching Discussion

1. Get the employee’s agreement that a problem exists.

2. Mutually discuss alternative solutions to the problem.
3. Mutually agree on actions to be taken to solve the problem
4. Follow up to measure results.
5. Recognize achievements when they occur.

10
 Maintaining Effective Performance and Encouraging
Superior Performance

• Managerial supportiveness, availability, and willingness to work with

employees will create an environment where employees will demand
coaching from their managers because they will be energized to improve.

• Another way to encourage continued effective performance through coaching

is to communicate and reinforce the organization’s values

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 Skills Necessary for Effective Coaching

▫ Openly communicate with others (including subordinates and peers)

▫ Take a team-oriented, rather than individual, approach to tasks
▫ Value people over tasks
▫ Accept the ambiguous nature of the working environment
▫ Have interpersonal and communication skills

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 EFFECTIVENESS OF COACHING

• Overall, there is not a large empirical literature that directly addresses the
effectiveness of coaching as a way to improve poor performance and
encourage and enhance effective performance.

• For practical guidance, research on the performance appraisal interview

(which has much in common with coaching) demonstrates the effectiveness
of many aspects of the coaching discussion.

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 For Effective Coaching,
 An effective performance management system is operating within the
organization.
 All managers and supervisors are properly trained in coaching skills and
techniques.
 A thorough coaching analysis has been done before employee performance
issues are discussed with employees.
 Supervisors prepare in advance for the coaching discussion held with each
employee.
 Supervisor comments are constructive, helpful, and supportive.
 Supervisors provide specific and behavioral feedback on employee
performance.

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 For Effective Coaching,
 Employees are involved in the coaching discussion.
 Specific goals are set during the discussion.
 An action plan is jointly established between the employee and the
supervisor.
 Coaching discussions are followed up, to ensure that the employee is
following the action plan, and to recognize and celebrate performance
improvements when they occur.
 As appropriate, the coaching discussion and action planning are
incorporated within an individual development plan to foster employee
growth and development.

15
Employee Counseling
and Wellness Services
The Link between Employee Counseling and
Coaching

Poor
Performance

17
Overview of Employee Counseling Programs: Components of a
Typical Program

1. Problem Identification
2. Education
3. Referral
4. Counseling
5. Treatment / Intervention
6. Follow-up

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Three (3) Types of Employee Counseling Programs

Employee Assistance Programs

Stress Management Intervention

Employee Wellness/ Health

Promotion Programs

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 Conceptual Framework for Employee Assistance Program

1. EAPs are based on the premise that work is very important to people; the
work itself is not the cause of the employee’s problem. Consequently, the
workplace can be a means to get people help.
2. The supervisor plays a key role in getting help for the employee. Often,
however, the supervisor denies the problem and even enables the troubled
employee to continue the problem behavior. The supervisor is critical in the
confrontational process with the troubled employee. Therefore, education is
necessary to eliminate the supervisor’s tendency to enable the employee by
denying the problem.

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 Conceptual Framework for Employee Assistance Program

3. Information about the employee’s job performance is extremely important in

diagnosis and treatment. It can be used to measure and track whether
treatment is successful.
4. Workplace peers and union stewards are very important; however, they too
can deny the problem and enable the employee to continue the behavior.
Teaching them to confront and consequently break the denial barrier is an
important element.

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 Conceptual Framework for Employee Assistance Program

5. Job leverage is the key ingredient in helping an employee. The

counselor must be able to use this in conjunction with the supervisor.
6. EAPs concentrate on job performance issues. They are not intended
to be medical programs.
7. Cost-effectiveness is an important consideration and must be
addressed with upper management.
8. The EAP professional’s knowledge about addiction is paramount.
Every EAP should be staffed by licensed professionals who are
familiar with addictions and other employee personal problems.

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 Stress Management Interventions (SMIs)

▫ SMIs are a popular form of employee counseling program.

▫ The techniques used to treat stress vary widely, including

education, time management, physical exercise,
assertiveness training, biofeedback, breathing techniques,
meditation, reflection on religious teachings, massage, and
communications training.

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 SMIs: Educational or Skill-Acquisition Oriented

Educational interventions seek to inform the employee about the

sources of stress, what stress feels like, how stressors can be
avoided, and how the individual can better cope with stress.

Skill-acquisition interventions, such as time management or

assertiveness training, are designed to provide employees with new
ways to cope with stressors affecting their lives and performance and
help keep the effects of stress in check.

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EMPLOYEE WELLNESS AND HEALTH PROMOTION
PROGRAMS

25
 Overall Effectiveness of Health and Wellness Programs

• It is recommended that organizations have multiple

components to their health and wellness programs, covering as
many of the topics identified earlier as possible

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 Six Things Organizations can do to Promote Employee Health:

1. Provide nutritious options in cafeterias and vending machines

and, if possible, subsidize the purchase of them.
2. Make the workplace smoke free and help employees kick the
habit outside of work.
3. Encourage exercise by offering employees free use of a fitness
center or subsidizing employees’ memberships to offsite
facilities

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 Six Things Organizations can do to Promote Employee Health:

4. Offer on-site health education and screening for conditions

like high blood pressure and cholesterol
5. Share with employees who take care of themselves some of the
savings they generate
6. Design healthcare programs with a component that extends to
employees’ families.

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Legal and Ethical Issues

29
Examples of Training Programs in the
Philippine Bureaucracy

30
The Philippine Civil
Service
The civil service system in the Philippines was formally established
under Public Law No. 5 ("An Act for the Establishment and
Maintenance of Our Efficient and Honest Civil Service in the
Philippine Island") in 1900 by the Second Philippine Commission.

A Civil Service Board was created composed of a Chairman, a

Secretary and a Chief Examiner. The Board administered civil service
examinations and set standards for appointment in government
service. It was reorganized into a Bureau in 1905.

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The 1935 Philippine Constitution firmly established the merit system as
the basis for employment in government.

In 1959, Republic Act 2260, otherwise known as the Civil Service Law,
was enacted. This was the first integral law on the Philippine
bureaucracy, superseding the scattered administrative orders relative to
government personnel administration issued since 1900. This Act
converted the Bureau of Civil Service into the Civil Service
Commission with department status.

33
In 1975, Presidential Decree No. 807 (The Civil Service Decree of the
Philippines) redefined the role of the Commission as the central
personnel agency of government.

34
 HR
Initiatives Hiring of high-
performing, competent,
and credible civil
Performance review and
appraisal through the
Strategic Performance
Coaching to improve
employee performance,
as well as develop
servants through the Management System leadership skills of
Competency-Based (SPMS); supervisors and
Recruitment and managers;
Qualification Standards
(CBRQS);

35
 HR
Initiatives Direct training and personnel
development interventions in the
areas of governance and leadership,
human resource and organizational
development, public service
reforms, and values and culture
building through the Civil Service
Institute;
Accreditation of agencies for
the establishment of their own
human resource management
systems and standards through
the Program to Institutionalize
Meritocracy and Excellence in
Human Resource Management
(PRIME-HRM)

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 GOALS / OBJECTIVES

Six Strategic Priorities were identified:

1.Developing Competent and Incredible Civil Servants
2.Integrity and Excellence in Public Service
3.Harmony, Morale and Wellness in the Workplace
4.Efficient Performance of Quasi-Judicial Functions
5.Building Partnerships and Strengthening Linkages
6.Managing Support Mechanisms

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