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COACHING vs. DISCIPLINE Using Interactive Solutions to Gain Commitment, Not Just Compliance

COACHING vs. DISCIPLINE Using Interactive Solutions to Gain Commitment, Not Just Compliance. Mark McCarty, Esq. Chapter 13 Trustee Eastern & Western Districts of AR Kathleen Fink Human Resources Manager Western District of MO.

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COACHING vs. DISCIPLINE Using Interactive Solutions to Gain Commitment, Not Just Compliance

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  1. COACHING vs. DISCIPLINEUsing Interactive Solutions to Gain Commitment, Not Just Compliance Mark McCarty, Esq. Chapter 13 Trustee Eastern & Western Districts of AR Kathleen Fink Human Resources Manager Western District of MO

  2. THE INFORMATION PROVIDED IN THIS PRESENTATION AND THE OPINIONS EXPRESSED BY SPEAKERS ARE NOT INTENDED TO CONSTITUTE LEGAL ADVICE.PLEASE CONTACT YOUR TRUSTEE OR YOUR LOCAL LABOR-EMPLOYMENT ATTORNEY FOR LEGAL ADVICE REGARDING SPECIFIC SITUATIONS.

  3. DOING IT ALL WRONG… A MANAGER, AN EMPLOYEE, A CELL PHONE DOING IT BETTER! A MANAGER, AN EMPLOYEE, AND A CELL PHONE

  4. “Coaching Poor Performance” from The Practical Coach

  5. COACHING vs. DISCIPLINE… THE DILEMMAAs Trustees, directors, managers, supervisors, and team leaders, we’re all faced with the ongoing challenge of changing unacceptable employee behavior and/ or poor performance.The 80/ 20 stat, regularly quoted by HR professionals, is frustrating.

  6. COACHING vs. DISCIPLINE… THE ISSUES How many times have you heard or shared the stories that begin with…“I have an employee who…”…is always late…calls in sick on Fridays and Mondays…makes tons of mistakes…is not a team player…ignores procedures …has a rotten attitude…does half the work of teammates

  7. COACHING vs. DISCIPLINE… WHEN A PERFORMANCE ISSUE PRESENTS, WHAT DO YOU DO? …retrain …monitor and discuss (endlessly) …document …evaluate …develop PIP …change duties …discipline …terminate …nothing

  8. COACHING vs. DISCIPLINE… THERE’S ANOTHER OPTION IN YOUR MANAGEMENT ARSENAL… COACH!

  9. COACHING DEFINED Coaching is a leadership and training tool focused on task improvement or more advanced development of a learner’s specific competencies. Through targeted questioning, the coach leads the learner to recognize deficits and discover useful, alternative behaviors. A coach guides the learner through goal setting; delivers constructive feedback; and clarifies the road map that will steer the learner to concrete, positive, successful outcomes.

  10. COACHING DEFINED Coaching is essentially a conversation. Coaching is task oriented and performance driven. Coaching is about asking questions, not about providing answers. Coaching does not require design. Coaching is about change/ transition; leading another to reinvention of self.

  11. COACHING DEFINED Coaching does not replace evaluation of an employee. Coaching does not replace a progressive discipline policy. Coaching is a PRELUDE TO evaluation and/ or discipline. Coaching, when done properly, often obviates the need for discipline and intervenes before a negative evaluation becomes written in stone.

  12. COACHING IS NOT… Parent-child Judgmental Negative Emotional Directive Punishing One-sided Public Humiliating One-time-only

  13. COACHING IS… Adult-adult Private Caring Honest Requires ownership/ commitment Collaborative; involves employee in solution Non-judgmental Positive Based on trust Focused on development/ correction Immediate and frequent; see it, say it Not always easy

  14. “Coaching in the Workplace” from www.coachingmojoformanagers.com

  15. HOW TO RECOGNIZE THE UNCOACHABLE No Pollyannas here. Some employees are just not coachable.They are employees who don’t think they have performance issues. There are the employees who believe everyone out there is the cause.The sticking point for these employees? Mindsets that don’t allow reflection on their own performances or the impact of their behaviors on others.

  16. A QUICK DIAGNOSTIC TOOL TO DETERMINE COACHABILITYCan this person commit to change? Believes improvement is possible? Desires excellence?Is the person willing to listen; open to constructive criticism without being defensive?Is the person open about himself? Willing to engage in topics that may show obstacles to personal development?Does the person appreciate different perspectives and other’s opinions?Does the person have some ability to reflect on personal behavior and how it affects others?

  17. SHOULD COACHING ALWAYS BE A STEP IN THE PERFORMANCE IMPROVEMENT PROCESS? HMMM...NOT ALWAYS! In what cases might it be appropriate to bypass coaching and consider movement toward discipline? When… …previous coaching attempts for the same, continuing behavior have repeatedly failed. …an action is so egregious as to justify immediate discipline or termination.

  18. PROGRESSIVE DISCIPLINE DEFINED Progressive discipline is formal process that addresses job-related behavior that does not meet expected and communicated performance standards by increasing penalties upon repeat occurrences. Rather than terminating an employee for first or minor infractions, progressive discipline escalates responses in order to alter and positively impact behavior or performance. (Be careful about memorializing a discipline process in an employee handbook.)

  19. PROGRESSIVE DISCIPLINE THE ADVANTAGES Progressive discipline takes the guesswork out of a plan to alter performance when an employee falls below expectations. It’s step by step. There’s a paper trail and documentation reduces liability. There’s little room for interpretation. It’s predictable; everyone knows what to expect.

  20. PROGRESSIVE DISCIPLINE YEA OR NAY? FIRST, ASK YOURSELF 10 IMPORANT ?s: • How long has this employee worked for the Trustee and is this a first infraction? • Is discipline the appropriate tool? Would coaching or an informal appraisal get this employee’s attention? • Have I clearly communicated expectations, rules, and policies to the employee? Have I provided specific direction in the past? • Do I have documentation that supports consideration of disciplinary action? • How have I treated similarly situated employees in similar circumstances in the past?

  21. PROGRESSIVE DISCIPLINE YEA OR NAY? FIRST, ASK YOURSELF 10 IMPORANT ?s: • Would my actions be viewed by outsiders as fair and unbiased? How would my actions be perceived by judge and jury if the matter went to court? • Have I discussed actions that I plan to take with the Trustee? • Am I sure that actions that I am considering comport with federal, state, local law? • Am I sure that actions that I am considering comport with the Trustee’s employment handbook? • With approval of the Trustee, have I consulted with a labor attorney?

  22. FINAL THOUGHTS ON COACHING…

  23. “Coaching and the GROW Model” from www.mhconsult.com

  24. “…compliant employees may get the job done, but committed ones do it better. They make greater contributions to the organization, are more productive, and, in general, are more fun to work with.” Employment Relations TodayLois P. Frankel, Ph.D. COACHING = COMMITMENT DISCIPLINE = COMPLIANCE

  25. THANKS FOR YOUR TIME AND ATTENTION! HR Q & A WITH MARK McCARTY

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