Coaching and

Performance
Management
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.
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COACHING

A broad approach to performance

management and a specific technique to
facilitate it.

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 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.

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 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.

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 Coaching to Improve Performance

Define Poor Respond to Conduct the Coaching

Performance Poor Coaching Discussion
Performance Analysis

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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.

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Maintaining Effective Performance and Encouraging
Superior Performance

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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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 For Performance Management to be effective:
▫ 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 Performance Management to be effective:
▫ 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

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

Poor
Performance

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 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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Legal and Ethical Issues

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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.

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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.

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 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);

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 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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