2. Objectives
To identify what you need to do to prepare
for the PDR as a Reviewer
To develop coaching skills you can use in
the PDR process
To identify ways to support the development
of your team members as part of the PDR
3. Best practice. . .
•Review objectives and development
•Focus on future objectives and development
•Encourage reviewee to do most of talking
•No surprises
•Offer constructive feedback on past year
•Seek feedback on your style
•Know your team members
•Adopt a coaching style
5. BENEFITS OF A COACHING STYLE
Enhanced individual performance
Improved communication process
Higher productivity
Greater clarity about goals and objectives
Effective knowledge sharing processes
Increased creativity
Enhanced staff engagement
Development of an effective leadership style
Identified by the CIPD
6. COACHING STYLE - SKILLS
Coaching
skills
Giving supportive
feedback
Asking questions
Different levels
of listening
Building rapport
or relationship
Using intuition
Julie Starr 2011
7. Goal – setting for the session as well as short
and long term
Reality – checking to explore the current
situation
Options – and alternative strategies or
courses of action
What – is to be done, when, by whom and
who will do it
Whitmore 1992
8. Coaching Exercise
In pairs have a coaching conversation.
If you have a PDR conversation you would
like to use work with your partner to adopt a
coaching style to hold the discussion.
Alternatively use the scenario to work on
adopting a coaching style.
(15 mins)
10. References
Starr, J., 2011. The Coaching Manual. 3rd
ed.
Harlow: Pearson Education Limited
Whitmore, J., 2009. Coaching for
Performance: GROWing Human Potential
and Purpose - the Principles and Practice of
Coaching and Leadership. 4th
ed. London:
Nicholas Brealey Publishing
Further reading
Clutterbuck, D., (2007) Coaching the Team
at Work, Nicholas Brealey International
Cox, E., Bachkirova, T., Clutterbuck, D.,
(2009), The Complete Handbook of
Coaching, Sage Publications Ltd.
Introductions – each person in the room
You - your experience of PDR
Ask the group for experiences of best practice in conducting a PDR. Give them 5 mins to discuss in groups and then ask for some examples of the discussion before showing the next slide
Introduce and look at PDR preparation checklist handout. Discuss anything additional that members of the group may come up with.
Results of CIPD research on use of coaching style of management in organisations. PDRs are a good opportunity for using a coaching style to encourage the Reviewee to take ownership of their performance and development, both strengths and development areas, and provide you with information about how they see the job and their own needs in working effectively and with motivation.
The driver for adopting a coaching approach at Brookes is clear a objective in HR Strategy 2012 / 16: Specifically mentioned under:
Strengthening the HR business partnering structure
Three priority workstreams for improving HR business partnering structure are: Organisational Design, Managing Performance and Sustained investment in Leadership and Management.
b) Managing performance: The negative association of performance management with poor performers and capability issues has become deeply unhelpful in the search to develop of a positive culture of continuous improvement. The aim of policy will be to establish a holistic approach to personal and group performance these will underpin continuous improvement. A management ethos that is based on a coaching styleand on performance enhancement is a key objective that will secure this change of approach. Effective management of performance is focused on helping individuals to identify and set priorities, providing regular feedback on progress, and ensuring that colleagues have the resources and skills to achieve those targets.
Adopting a coaching style is part of our investment in people and proven through the University holding the IiP gold award.
A brief introduction to coaching skills – Manager as Coach is available through OCSLD and further covers covers coaching skills and practice
Rapport - The word ‘rapport’ describes the amount of warmth present in a relationship and is affected by how ‘connected’ we feel. It you have a good rapport with someone you will normally feel more comfortable and relaxed in their company. I say ‘normally’ because it depends on what level of rapport you want with the other person.
Talk about the impact of body language and physical gestures. Qualities of voice and tone. Beliefs
Ask the group
Think of a genuine conversation you have had with a manager who showed interest in what you wanted to say. A positive experience. What did the manager say or do? How did you feel?
Listen closely to what the member of staff is saying, and try to put aside any assumptions you have. This is an opportunity to hear from your staff about what they think of doing the job.
Discuss starting the meeting with open questions to get the most out of the reviewer, using closed questions when you need to conclude an avenue of discussion. Discuss the impact of leading questions ,
Feedback on the member of staff’s viewpoint as well as performance so that this turns into a meaningful discussion
Activity
Give out the handout on Directive/Non-directive language. An important skill in coaching is to ask non-directive questions. Ask people to work in 2s and 3s to find non-directive language to replace the directive examples. In most cases these are likely to be questions. Then discuss the answers and give out the handout with suggested answers
A coaching model that can be used to explore discussions giving them structure. John Whitmore was a sportsman (author of Coaching for Performance). A structure to take you though a 1:1 or PDR conversation.
Helps with objective setting for a wider objective. May start with Reality before defining Goal or move back and forth between the two to clarify the Goal in the light of the realities. Then encourage the member of staff to generate options before offering your own suggestions.
Ask people if they tried out the Thomson’s Silent Questions they were sent as a pre-course activity. Ask for comments. You can then tell them that each section of the questions was based on a different letter of the GROW model and represent useful questions to ask in using this model, although there are many other questions which could also play a part.
Encourage people to work in 2s and 3s to practise a coaching conversation based on their own issues or on the scenario.
As a reviewer what can you do now to make a difference ?
Invite the group to make a commitment to do more of something or something different
If managers are interested in exploring the coaching style of management further, OCSLD offers these other courses