How to Give Feedback and Performance Reviews Like a Coach, Not a Boss

1. bamboohr.com bizlibrary.com
2. bamboohr.com bizlibrary.com Libby Mullen Learning & Development Manager BizLibrary Tawni Reed HR Generalist BambooHR
4. Takeaways During the webinar today you’ll learn ● How to develop a coaching mindset in your managers and leaders. ● Why regular feedback is important for employee success. ● How frequent employee recognition helps solve common business challenges. ● The best times to give feedback and performance reviews.
5. “It’s not an event. It’s not just a relationship. It’s not about friendship. It’s not about power or a hierarchy. It’s a process driven relationship with a clear objective, and that goal is to help the subject of the coaching to improved performance.” What is coaching?
6. bamboohr.com bizlibrary.com Organizations with senior leaders who coach effectively and frequently IMPROVE BUSINESS RESULTS BY 21% 21% SOURCE: Bersin by Deloitte Why Coaching Skills are Important? Top Missing Skills in Mid-Level Leaders 1. Coaching 2. Performance Appraisal 3. Developing Others 4. Managing Change 5. Communications 6. Business Acumen
7. bamboohr.com bizlibrary.com MOTIVATED TO HELP OTHERS SUCCEED What Makes a Successful Coach? What do people need? What do people offer? What does the organization need? What does the organization offer? How do you help client/coachee bridge the gaps between needs & offers?
8. “Today’s coaches must be multi-functional, and be equally competent as a manager, tactician, trainer, psychologist, physiologist, and sometimes even a counselor. You simply cannot coach the same way as you did ten, fifteen, or twenty years ago for a number of reasons.” Source: Gary Curneen, Professional Coach and Blogger
9. bamboohr.com bizlibrary.com What are the Obligations of Managers and Leaders?
10. bamboohr.com bizlibrary.com COACHES’ TOOLKIT Communication Key Skills 1. Active listening 2. Learning to frame and ask effective questions 3. Courageous conversations
11. bamboohr.com bizlibrary.com COACHES’ TOOLKIT Performance Management Key Skills 1. Understand employee engagement and motivation 2. Goal setting 3. Delegation
12. bamboohr.com bizlibrary.com COACHES’ TOOLKIT Business Acumen Key Skills 1. Professional understanding of business operations and functions 2. Making decisions 3. Industry knowledge
13. bamboohr.com bizlibrary.com COACHES’ TOOLKIT Emotional Intelligence Key Skills 1. Self-awareness, motivation and regulation 2. Build effective relationships and empathy
14. bamboohr.com bizlibrary.com Three Magic Questions Do they have the capacity to perform? Are they curious? Do they have a positive attitude?
15. “Employees who receive daily feedback from their managers are 3x more likely to be engaged than those who give feedback once a year or less.” Source: Gallup
16. bamboohr.com bizlibrary.com ● Is specific and targeted ● Includes both positive reinforcement and constructive criticism ● Regular--you have to stick to regular check-ins to be employees are on track with development. Meaningful feedback:
17. bamboohr.com bizlibrary.com Receiving and Giving Feedback A TWO WAY STREET Employee Feedback Supervisory Feedback
18. bamboohr.com bizlibrary.com 3 in 10 employees strongly agree that in the last seven days they have received recognition or praise. Employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they'll quit in the next year. Recognizing Employees 2x
19. bamboohr.com bizlibrary.com 69% of employees say they would work harder if they felt their efforts were better recognized and 78% of employees said being recognized motives them to do their job. SOURCE: Feedback Academy 69% 78%
20. bamboohr.com bizlibrary.com “Celebrating the Successes and Failures” FREEDOM TO FAIL
21. bamboohr.com bizlibrary.com While having the ability to fail is great, we also make sure to recognize our employees’ successes! Recognition Across the Organization
22. bamboohr.com bizlibrary.com INTRANET This is a mockup of BizLibrary’s Intranet
24. bamboohr.com bizlibrary.com Feedback and Recognition
25. bamboohr.com bizlibrary.com There is no right or wrong way to do a one-on-one, just do it! And do it frequently. As you start making them a routine part of your office, managers and their teams will quickly find what works best for them.
26. bamboohr.com bizlibrary.com How to Build a Coaching Culture?
27. bamboohr.com bizlibrary.com Managers need to value and make time for regular one-on-ones. Everyone at the company needs to recognize the benefits of satisfied and engaged employees. Companies need to create space in their budget for recognition programs. 1. 2. 3.
29. ● How to develop a coaching mindset in your managers and leaders ● Why regular feedback is important for employee success ● How frequent employee recognition helps solve common business challenges ● The best times to give feedback and performance reviews Key Takeaways
30. bamboohr.com bizlibrary.com Questions? Receive a free job posting on our ATS and full HRIS for one week. We will contact everyone within the next few days to set this up. BambooHR Receive a demo of the BizLibrary Solution We’ll contact you shortly to set up a demo BizLibrary
31. bamboohr.com bizlibrary.com Thank You! Follow BambooHR and BizLibrary on social media: bamboohr.com/blog | bizlibrary.com

Notes de l'éditeur

Title Slide
Katie (BIZ) introduce speakers

Libby Mullen - Learning & Development Manager at BizLibrary

Libby is the Learning & Development Manager at BizLibrary; her favorite aspect of her role is developing employees to realize their maximum potential. Libby has over 25 years of experience in education, training, and business consultation, both in the higher education realm and in all verticals of the business sector. Building positive partnerships, solving business challenges creatively, and bringing out and developing the strengths in others are what makes Libby “tick.” Libby is a fervent writer, an experienced public speaker and is most passionate about the importance of life-long learning in helping employees to take initiative to become “Smarter Every Day.” At home, Libby has 5 boys (ages 11-20).

Tawni Reed - HR Generalist at BambooHR

Tawni is the HR Generalist at BambooHR where she enjoys working with Bamboo employees regarding their benefits and pay. She feels passionate about providing a great experience at the office while maintaining a healthy work/life balance. She loves working at BambooHR and setting people free to do great work.
BHR:
(High school cross country story)
I ran on the cross country team in high school and loved the experience, but I noticed a big difference between the two coaches I had. My first coach would tell the team the route he wanted us to run and then would drive alongside, parking here and there to shout out encouragement like “run faster” and “push harder.” He would meet us at the end of the course, congratulate us and send us on our way.

The second coach I had didn’t just tell us where to run, but actually ran alongside us. After running the course, the coach, along with the whole team, discussed the run and how we could improve.

Because the first coach was enjoying air conditioning and a comfortable seat while we were running, his feedback didn’t feel as valuable as the feedback from the second coach who was showing that she was willing to work alongside us.

There is value in coaches and managers showing their team that they are willing to get into the trenches with them and develop a sense of vulnerability with their team. When bosses can show their employees that they understand their frustrations and that they appreciate what they are working on, it can make feedback and performance reviews more valuable to employees. Why? Because they can see that you are running alongside them and really understand.
BHR: Summary Slide
During the webinar today you’ll learn….

How to develop a coaching mindset in your managers and leaders
Why regular feedback is important for employee success
How frequent employee recognition helps solve common business challenges
The best times to give feedback and performance reviews

TRANSITION: I’ll let Libby start us off with how we can develop coaching skills within our managers and leaders.
BIZ:

Thanks Tawni!

So, what is coaching?

Coaching is a process.

It’s not an event. It’s not just a relationship. It’s not about friendship. It’s not about power or a hierarchy. It’s a process driven relationship with a clear objective, and that goal is to help the subject of the coaching to improved performance.

Why is it important that we develop the coaching skills in our managers and leaders? Let’s look at some stats.
BIZ:

A study conducted by Bersin by Deloitte showed that organizations with senior leaders who coach effectively and frequently improve their business results by 21 percent as compared to those who never coach. The study also found that organizations that invest in leadership development are more profitable, more innovative, and more likely to be market share leaders than their peers. Organizational c-suite and executives need to understand that it’s no longer optional to take the time and allocate the resources to effectively develop leaders at every level of your organization, it’s a must.

One of the most significant issues confronting businesses today is a glaring lack of next generation leaders. If you couple that lack of next generational leaders with a stunning lack of success for both newly promoted leaders and leaders recruited from outside the organization; you’re able to witness the major leadership talent crisis we have brewing. The study by Bersin, on the left, highlights that coaching is the #1 missing skill for mid-level leaders, which makes the mission of effectively coaching current leaders and talent critical for organizations.
BIZ:

So what makes a successful coach?

While it can be difficult to pinpoint what makes a successful coach, it is a useful exercise to identify common traits, skills, and behaviors that effective coaches possess.

Some common traits of effective coaches are, they are always forward-looking, optimistic in nature, and outwardly focused.

While possessing those traits will make you a good coach, the most important trait we’ve found in great coaches is that they are not motivated by their own success – they are motivated to help others
succeed.

In order to help others find success, they must be able to ask good questions!

Here are some examples of questions that great coaches are able to answer about their employees:

What do people need?
What do people offer?
What does the organization need?
What does the organization offer?
HOW do you help client/coachee bridge the gaps between needs & offers?
BIZ:

This quote from Gary Curneen is one of my favorites because it shows exactly how multi-faceted great coaches must be! Coaches take on the role of a manager, tactician, trainer, psychologist, physiologist and sometimes even a counselor. This quote is absolutely right in saying that you cannot coach like you did in the past. With the new modern workforce taking over, the ways we coach must evolve to represent the changes in the workplace.

So, let’s look at the current obligation dilemma our managers are facing.
BIZ:

What are the obligations of managers? The answer to this question will vary from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc.

Regardless of the organization, at the very heart of this question lies a dilemma. If an organization is in need of compliance, or supervision of the employes, managers have a clear set of guidelines to follow. But, there are many things that we ask managers to do that do not have a clear set of guidelines, like how to successfully achieve a goal.

Let’s look at this graphic to understand the dilemma better.

From ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes on this continuum is more or less important? In fact, we’d probably agree that the outcomes suggested by this continuum are all important depending upon the situation.

With so many possible outcomes and objectives competing for our managers’ attention, it would be nice to have a set of uniform skills or competencies we can use to guide our managers ongoing training and development. Let’s go to the next slide, and take a look at our coaches’ toolkit.
BIZ: Our coaches’ toolkit covers four major areas: communication, performance management, business acumen, and emotional intelligence.

Communication is the first part of the toolkit.

Complex communication skills are necessary for effective coaching. These skills include active listening, understanding how to frame and ask questions, courageous conversations, etc. Coaching is not the time for your more senior leaders to learn these skills.

The main purposes for building effective communication in our coaches are:

To identify obstacles so your employees can succeed
Find solutions or ways to overcome obstacles
Establish agreed upon definitions of success and plan of action
Gain commitment and engagement
BIZ: The next skill in our coaches’ toolkit is performance management.

Performance management seem like a very self-evident part of coaching, but it’s surprising and almost shocking how many “coaches” do not really understand performance management and improvement. They may be great communicators and skilled business professionals, but have no comprehension of things like motivation (intrinsic compared to extrinsic), engagement, productivity, conflict resolution skills, etc. The precise blend of performance improvement elements in each organization will vary, but generally you want to make sure coaches understand the principles and causes of motivation and engagement within their employees, and how they can apply these principles to improve the day-to-day performance of their employees.

The key skills we see under performance management are:

Understanding employee engagement and motivation
Goal setting
Delegating

The objectives for teaching performance management to our managers, is to find ways to help employees achieve a higher level of performance in specific targeted areas, skills, or competencies.
BIZ: Business Acumen is the third piece of the coaches’ toolkit.

Coaches need to have a high degree of business acumen, so they can gain knowledge and experience and share that knowledge and experiences they learned, with their employees. Business acumen is a highly evolved competency. Well-developed sense of business acumen usually takes time to establish in employees. Having coaches with a deep core understanding of the way businesses operate and the ability to translate their understanding of the business operations into effective decision making, is vital. Especially for junior managers and leaders that want to be successful.

Key skills to help establish a business acumen within our coaches are:

Having a professional level of understanding of the way businesses operate and function
The ability to make sound business decisions
Having a sound foundation in the core industry in which your organization operates

The objective for having a coach with a strong business acumen is for that coach to guide employees through decision-making (not make decisions FOR employees).
BIZ: And finally the last part of the coaches’ toolkit is emotional intelligence.

As I mentioned before, the global workplace is getting more complicated. Workplaces are more diverse in any demographic metric – age, gender, nationality, cultural, linguistic, etc, and emotional intelligence has always been at the heart of successful leaders. Emotional intelligence is also required for successful and effective coaches. No two employees are the same. Effective coaches know how to reach, guide and develop every employee they lead. It requires a highly developed sense of emotional intelligence to read, understand, and respond to people in the numerous coaching situations that will arise.

Key skills needed to develop or increase emotional intelligence within your managers/leaders:

Developing Self-Awareness, Motivation, and Regulation - Understand how to express and control our own emotions.

Developing Effective Relationships and Empathy - Ability to understand and interpret and respond to the emotions of others.

The objective of increasing emotional intelligence in you managers is that they can be prepared to guide employees through inevitable workplace conflicts and difficult situations. Additionally, with
Workplaces becoming more and more diverse, a highly attuned level of emotional intelligence will be crucial to long-term success for any employee.

Now that you have the coaches’ toolkit of communication, performance management, business acumen, and emotional intelligence, let’s put these all together into three magic questions that coaches can use to determine if an employee is coachable.
BIZ: So you know now that is important to put a coaching plan in place, but what happens if it fails? Should we blame the process or the employee?

Well, is the employee coachable?

What I have learned is that you have to take a step back and ask yourself 3 questions about the employee.

Do they have the capacity to perform?- does the employee have the attitude and willingness to learn and grow into a top performer?
Are they curious? – does the employee want to learn new things and show a desire to learn those things?
Do they have a positive attitude? - are they excited about personal growth?

If the answers to these 3 questions are yes, then you have employee that is coachable! Forget about what they have done in the past. Forget about what they should be doing. Determine what skills today they need help with and develop a plan.

TRANSITION: Like any great coach, one of the manager’s key responsibilities is to give feedback, positive or negative, to their team.
BHR:

That’s right Libby! Feedback helps your employees grow, but it also helps employees stay engaged in their work. Research from Gallup says that “Employees who receive daily feedback from their managers are 3x more likely to be engaged than those who give feedback once a year or less.”
BHR: Tossing out empty a “good job” is not enough when it comes to giving feedback. Your feedback should be meaningful. That same Gallup research said that when managers provide meaningful feedback to employees, those employees are 3.5x more likely to be engaged.

To make your feedback more meaningful be sure that it:
Is specific and targeted
Includes both positive reinforcement and constructive criticism
Regular--you have to stick to regular check-ins to be employees are on track with development.
BHR:

An important part of making feedback more meaningful is turning it into a two-way street.
Employee feedback provides managers with clues regarding how they are hindering or aiding their subordinates’ work performance, and bosses need to be open to their employees' suggestions and allow employees to feel safe giving suggestions.
Supervisory feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific results they have observed as close to the event as possible so ideas stay fresh and any needed adjustments can be made in a timely manner. Successful supervisors develop a routine that includes frequent, in-depth discussion about performance with employees. The routine should remain informal and the discussions should focus on how both the employee and the supervisor view the employee’s performance and development.
A great coach is an employee’s biggest fan. They are there to motivate you through times of extreme pressure, but they are also there to celebrate you and your successes.

TRANSITION: A great coach is an employee’s biggest fan. They’re there to motivate their team through times of extreme pressure, but they are also there to celebrate their team’s successes.
BIZ:

That’s right Tawni! Like any great coach, managers need to recognize their employees’ successes. Sadly, recognition is one thing that managers forget to do, or don’t do as often as they should.

Receiving none to minimal recognition has a serious impact on employees’ morale and gives them even more incentive to leave the company.
3 in 10 employees strongly agree that in the last seven days they have received recognition or praise and according to Gallup, employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they'll quit in the next year. (source: Gallup – State of American workplace)
BIZ:
Also, a study from feedbackacademy found that 69% of employees say they would work harder if they felt their efforts were better recognized and 78% of employees said being recognized motives them to do their job.
Recognition is such an important factor when it comes to retention, productivity and growth for your employees.
Let me give you example of how BizLibrary continually recognizes their employees. Like Tawni said in the beginning, it all starts with our culture and values of the organization.
BIZ:

At BizLibrary we celebrate successes in a lot of different ways, and we’ll talk about those ways in a second, but we also celebrate our failures. Why? Because we believe that everyone has the freedom to fail. Freedom to Fail is one of our company’s values, it is written on the wall in our kitchen. So, what do I mean by freedom to fail? We want employees to take risks. We want to give them power and to be able to step out of their comfort zones, because we all know that is where the best ideas come from. We never want to punish our employees for dreaming bigger, and that is why our value, Freedom to Fail, is so important to our culture.
BIZ:

While having the ability to fail is great, we also make sure to recognize our employees’ successes in a multitude of ways. It is very important that recognition is seen and given across the organization for it to be effective.

At BizLibrary, we create relationships to foster recognition in two distinct ways. The first way is through the manager and employee relationship. 1:1’s with managers and employees, provide a great opportunity for the manager to recognize their employees’ successes individually. Tawni is going to go into greater detail about the benefits of 1:1’s in a few minutes, but we really do believe that 1:1’s (if they happen consistently) open so many doors to grow the relationship between managers and their employees, which helps with common business challenges like retention, employee engagement and succession planning.
BIZ: The second way we foster a culture of recognition is through employee-to-employee recognition. We have an intranet called Community. Community is set up like a Facebook wall, where we post company successes like deals closed, promotions, new content produced, etc. One of my favorite parts of Community is the Bravo section. Bravos are positive messages written by employees about other employees, that everyone in the organization can like, comment and view directly on their home page in Community. You can receive and give a Bravo to anyone, they do not have to be in your department, so this is a great way to grow cross-department collaboration, and boost overall morale throughout the company. People like to see others succeeding!

**This is a mockup of what our intranet “Community” looks like.**

Tawni, how does BambooHR relay recognition across your entire organization?
BHR: One of our favorite positive feedback tools at BambooHR is called YouEarnedIt! It’s a site where employees can recognize others for everything from helping out with a big project, doing a stellar job on an assignment, doing a really impressive job hosting a meeting, or whatever work-related thing someone feels someone else deserves recognition for. Not only does this allow the employee to feel good about the work they are doing, but it also gives them points that they can redeem for gift cards to places like Amazon or Nike.
Our BambooHR founders even schedule 30-minute sessions to review YouEarnedIt, so they can see and recognize all the incredible things people are doing at the company.

TRANSITION: As coaches, it is so important that we’re offering recognition and feedback at the same time.
BHR: While small, everyday awards are fun, we also like to take time during our annual November Meeting to give out big awards. We give out about 10 awards to employees who truly went above and beyond that year. We have many more than 10 outstanding employees at BambooHR, but we find this big recognition gives employees something to strive for and helps set expectations. Some of the awards we give out are:
Rookie of the Year for a new employee who embraced the BambooHR culture from day one
Culture Champion for someone who truly exemplifies our culture
And Unsung Hero for someone who makes a big impact, but isn’t usually on display.
BIZ:
Feedback and recognition should go hand-in-hand and should be given in real time. Employees are now expecting much more from their employers, and like we mentioned before, recognition and feedback are two very important factors in keeping your best talent around.
For managers that are developing their coaching skills, it is really important that these coaches find a good balance between giving feedback and offering recognition during the 1:1 meetings or even during the annual reviews.
There is no number that would make the perfect balance between how much recognition feedback should be given, that is completely situational, but it is important for the coaches to always remain human. Ask questions, be honest, listen to their employees. Continually doing these three simple actions, will allow for better communication and make it easier to find the balance between providing feedback and constructive criticism and giving recognition to their employees.
TRANSITION: Tawni, have you found when the best time to give feedback is?
BHR: The best time to give feedback is all the time. Frequent, in-the-moment feedback can help employees feel confident in their work or make changes quickly when necessary. But how do you be sure you’re giving regular feedback?
BHR: I get the best feedback from regular one-on-ones with my manager, rather than just one big annual review. The great thing about one-on-ones is that they don’t have to be long, they can be as quick as 15 minutes, and they don’t have to feel formal. It should be a comfortable setting for employees to discuss with their manager any concerns, places the employee can improve, work the manager was impressed by, and feedback for the manager and the team as a whole.

One-on-ones can be great for employees who work from home who can easily feel disconnected from office life. A video one-on-one can help them stay in tune with the office and with their manager’s expectations.

In the HR department, we submit agendas before our one-on-ones. This gives me a minute to stop and think about what I want to discuss with my manager and also gives my manager the chance to think through any questions or concerns I have.

There is no right or wrong way to do a one-on-one, just do it! And do it frequently. As you start making them a routine part of your office, managers and their teams will quickly find what works best for them.
BHR: To build a coaching culture at your company, you should tie the importance of feedback to company values throughout the employee experience. Instead of just talking about culture and hoping employees follow along, put things in place to actually create the culture you want. One of BambooHR’s values is “Grow from Good to Great.”

TAWNI PROVIDE EXAMPLE
BHR:
Culture isn’t a cosmetic project for HR. It’s not just giving games, perks, posters, and an aesthetically pleasing office space.
Implementing the culture things that matter like increased feedback and coaching from managers need buy-in from leadership at all levels, from the head of the company, down the chain of command.

Managers need to value and make time for regular one-on-ones.
Companies need to create space in their budget for recognition programs.
And everyone at the company needs to recognize the benefits of employee retention, streamlined succession plans, and improved employer brand that comes from satisfied and engaged employees.

You can’t flip all your managers into coaches overnight. Identify the steps that have the most impact and implement them one at a time. This might mean picking your battles a little bit, but as these initiatives are successful, you can measure their results and build a case for further improvements.

TRANSITION: Libby is going to over a few lessons we hope you can take away from this presentation today.
BIZ:

Like your favorite coach in the past, you can lead your team to victory! Great coaches have the trust of their employees and know the balance of providing constructive feedback and recognition.

As a coach, it is your responsibility to give your team the directions and then let them achieve success. The greatest feeling for any coach, is watching their team succeed and accomplish their goals!
BIZ:

Key takeaways from today.

You now have the coaches toolkit to help develop a coaching mindset within your managers and leaders
We explained what impact real-time feedback has on employees’ morale and growth at a company
Frequent recognition should be given and seen across the organization. Frequent recognition can help with common business challenges like, retention, engagement, and succession planning.
1:1’s don’t have to be long, they just have to be done to be effective.

Thank you so much for joining us today? Katie, do you want to tell the audience about the offers we have for them and then get to some Q&A?
Katie (BIZ)

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