Prof.

Tanuja Sharma, PhD (FMS-DU)

Professor, HR Area
Area Chairperson-HR(2007-2009)
MDI, Gurgaon
 PMS process

Boss and Dyads

Organizational
Goals

Aligned
Goals

Aligned
2
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 PMS Definition: an ongoing, interactive process that is
designed to enhance employee capability and facilitate
productivity”.
Four main variables of PMS are;

1.Performance Planning (PP) -An established set of

goals/objectives and behaviors/skills for which an
individual is accountable and will be evaluated against.

2. Feedback and Coaching (FC) -Ongoing performance-

related communication that reinforces good
performance, and helps an individual improve trouble
spots.

3.Performance Review (PR)- of how an individual has performed

against a set of goals/objectives and behaviors/skills.

4. Outcome/ Reward (OR) and Recognition tied directly to the

performance.

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‘I can not teach anybody anything -
I can only make them think.’

Socrates
 “All coaching is, is taking a player where he can't take himself”

“A good coach will make his players see what they can be rather
than what they are.“

“You get the best effort from others not by lighting a fire beneath
them, but by building a fire within.”

Seeeverything, overlook a great deal, correct a little

Pope John XXIII

 My task is not to motivate people to play great football. They are

already motivated when they come to me. My challenge is simply
not to demotivate them
Lou Holtz
Mentoring, Coaching, Counseling

Mentoring
A Mentor is a guide; an advisor, experienced in areas
that one may not be.
 A mentor is usually a senior person in the

organization who can pass on knowledge,

experience and perspectives.
 Mentoring makes an individual comfortable to take

on higher roles or to gain additional perspectives

in dealing with situations

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 Mentoring is ‘off line help by one person to
another in making significant transitions in
knowledge, work or thinking’
(Megginson and Clutterbuck, 1995, p13)
 A mentor is ‘someone who helps another

person to become what that person aspires to

be’
(Montreal CEGEP, 1988)

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 Coaching is a process where managers help
others to develop their capacity to learn,
perform and create the future they truly
desire (KSA sharpening)
 Coaching helps convert potential to

performance.
 Effective Coaching is a direct function of the

‘interior condition’ of the coach

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Counseling

Counseling helps an individual to improve

performance by
 resolving situations from the past by eliminating

psychological and emotional issues - with the

emphasis on diagnosis, analysis or healing for
future growth possibilities

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• A dialogue that makes one reflect/think of options
• A question or perspective that opens new
possibilities
• A conversation that helps me resolve a temporary
psychological block
• A specific ‘what did you observe’ feedback
that helps me understand my own behavior and
motivations
• A specific and genuine appreciation that enhances
my self esteem and re-energizes me toward my
goal
that helps me understand my strength area in a way
that I can replicate it

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 Socialization, Task Development (KSAs) &
Self Development.

 Performance improvement by sharpening

KSAs and Using KSAs effective, efficient
and productive performance.

 Ensuring that individual’s performance is

linked to the organizational goals.
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 1.Socialization

3 fold
development
2.Task 3. Self development
development

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A ‘journey map’ for facilitating a structured mentoring session.
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Pulling requires the mentor to:
•Offer a sanctuary – a reflective space outside of the
normal working, study or research environment
•Offer a safe place where the person feels able to
share their agenda, interests and goals
•Offer support by listening, asking the right questions
and drawing out the mentee’s own responses to their
problems and issues.
Pushing requires the mentor to:
•Offer stimulation to help the mentee reflect in
different or deeper ways, and to consider alternative
perspectives
•Offer challenge as well as creative ideas, knowledge,
success stories, models, tools, leading edge thinking
and wisdom
•Offer ‘take away’ value that the mentee finds relevant
and of value.
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 Build a trusting, conducive and warm
environment
 Do not give solutions; encourage them to

find their own

 Help them uncover and address the real

issues – work,
 personal, home are all interrelated

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 Active listening
 Creating a supportive and safe presence for high-risk work

 Questioning skills and appropriate use of them

 Ability to facilitate psychological state-change

 Effective feedback skills

 Ability to challenge and risk rapport

 Ability to widen perception and increase choice where

appropriate
 Teasing out goals and steps to goals that are realistic

 Provoking goals that are a stretch, motivated and where

commitment is certain
 Ability to work effectively with emotional states
 Listening
 Questioning
 Clarifying, Reflecting and using intution
 Permission
 Giving and receiving Feedback.

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GROW

G: Goal- What we want to achieve

R: Reality- Where the Coachee is right
now
O: Options- Generating Alternatives
W: Will- What actions Coachee will take.

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EXACT

EX: Exciting- Positive, Inspiring

A: Assessable- Measurable
C: Challenging- Stretching
T: Time-Framed- Within a deadline

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 Responsibility

Awareness Self belief

The seven
principles of
Coaching
Action Blame Free

Solution
Challenge
Focus

Carol Wilson; Best Practices in Performance coaching

 Identify
Developmental
Set
Resources &
Developmenta
Strategies
l Goals
Implement
strategies

Give Feedback Observe and

Document
Developmental
Behavior
 Document
 Document
 Document

 A robust strategy and policy support is must

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 the policy session must include :
 1) FAQs (question bank)
 2) include nuances specific to each region ,

locality , head quarters

 3) the what, who, why , how, when of

mentoring .
 4) roles responsibilities of a mentor and a

mentee, resources available, frequency and

duration of the meetings.

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 Link it with Learning and development initiatives.
 Use of technology must be made. social media
(closed groups), Video conferencing etc
 In addition once a month slot for either or following
activities:
i.call outside experts, CMD/HR head interactions.
ii.Clubs at regional level for movie and book
discussions.
iii.Experience sharing session.

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 Don’t think that Mentoring provides all solutions to
all challenges in the work place
 Leadership support must: Mentoring can not be

implemented without top mgt support.

 Start from top layer of management.
 Developmental environment is a must: opportunity

for potential and talent need to be created within

the organization.
 Paradigm shift in HR-towards service
orientation.

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 Individuals desire to improve
 Need for continuous dialogue (two way process)
 Climate of trust
 Right attitudes towards subordinates/Counselee
 Mutual efforts
 Focus on work related goals and behavior.

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Coaching Tools
TA
MBTI etc.

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 Minimize cognitive load
 Create trust
 Plan for the future
 Legal protection

Constraints:
 Time
 Situation
 Activity

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 Be sincere – only give praise when it is
deserved
 Give praise about specific behaviors or

results
 Take your time
 Be comfortable with act of praising
 Emphasize the positive

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 Sometimes providing direction
 Sometimes persuading
 Sometimes showing empathy
 Sometimes paying close attention to rules and

established procedures

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 Minimize cognitive load
 Create trust
 Plan for the future
 Legal protection

Constraints:
 Time
 Situation
 Activity

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 Main purposes:
◦ Help build confidence
◦ Develop competence
◦ Enhance involvement
◦ Improve future performance

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 Be timely
 Be frequent
 Be specific
 Be verifiable
 Be consistent (over time and across
employees)
 Be given privately
 Provide context and consequences
(continued next slide)

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 Describe first, evaluate second
 Cover the continuum of

performance
 Identify patterns
 Demonstrate confidence in

employee
 Allow for both advice and idea

generation

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 Objective vs. Subjective
 Person Focus & Defensiveness
 Sandwich style
positive beginning
Negative facts
Then positive close
 SOLER BEHAVIOR

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Without it, you can’t improve.
◦ Ever worked on something in the dark?
 VERY frustrating!
 You know you could do better, if only you had some
feedback.
You can get some feedback from the task
itself, but we still need feedback to know
how others perceive, value, & interpret our
performance. This requires subjective
evaluation.

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Wouldn’t it be better to limit feedback to
objective measures of performance?
◦ Even if objective characteristics of
performance are known, it is
subjective assessment that can have
real feedback value.
◦ Subjective assessment and feedback
can better capture the performance
picture than objective measures of
performance.

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You must be the change you
wish to see in the world. —
Gandhi

Thank You
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