DEVELOPING INDIVIDUALS

THROUGH
Performance Management

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Performance management process

feedback and coaching

WHY the need for regular FEEDBACK?

To provide needed information

To avoid surprises

To identify problems early enough

To redirect

To provide motivation to improve

To recognize and reinforce good behavior

NO FEEDBACK
Failure to provide feedback is also a form
of feedback, because it conveys the
message that nobody cares.

FEEDBACK SHOULD

Be specific, not vague

Be objective and based on facts

Address behavior, not attack the person

Not be emotional

Be timely

Recognize good behavior

Lead to solutions and positive action

aIA FEEDBACK MODEL

Action

Impact

Action

Cite what the person did.

Cite the impact of this persons action.
Recognize and appreciate (if action is positive), OR,

Clarify and coach (if action is not positive).

AIA EXAMPLE 1 (POSITIVE SCENARIO)

Jan, your presentation on market trends was clear, accurate, and
very well-supported by data. (ACTION)

This gave the presentation a lot of credibility and helped us convince

the audience to act now. (IMPACT)

Congratulations for a job well done. Keep it up! (ACTION recognize)

AIA EXAMPLE 2 (NEGATIVE SCENARIO)

Jan, during your presentation on market trends, you cited mostly
conjectures and anecdotes instead of the hard data and quantitative
evidence we prepared. (ACTION)

This caused the audience to question the completeness and

accuracy of our report. (IMPACT)

Please help me understand what happened. (ACTION - clarify)

and
What steps can we take to ensure this is avoided in our future
presentations? (ACTION - coach)

coaching

This is definitely NOT coaching.

Coaching is a PARTNERSHIP.

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3Rs in coaching
Reflect
Share

your perception of your staffs

situation active listening.
Summarize the situation.
Reflect all dimensions of the situation
including facts, thoughts, feeling and
desires.

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3Rs in coaching
Reframe
Help

the staff gain insight by considering

alternative explanations.
Share your own explanation after you
understand the staff.
Ask how others might explain the
situation.

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3Rs in coaching
Resolve
Help

develop answers but dont give

advice.
Consider several options; do not get
attached to any particular solution.
Let the coachee create an optimal
solution. Dont be tempted to offer your
own.
Challenge
*Understanding
may
be resolution enough.
the
solution.
*Not all situations warrant action.

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ROLE-PLAYING: FEEDBACK AND

coaching
Situation 1:
Individual is always turning in his/her work late, negatively
affecting the overall efficiency and effectiveness of the group
Situation 2:
Individual is always late for team meetings
Situation 3:
Individual is always BV, affecting the overall morale of the group
and making other team members not want to work with him/her
Situation 4:
Individual is always going the extra mile for the group and has
the brightest ideas

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Performance management RECAP

DEVELOPING INDIVIDUALS
THROUGH
other tools and interventions

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Career development

Growth process an employee undergoes

Variety of jobs, roles & assignments
Within the current function or beyond
Benefits:

Employees grow professionally, feel

excited, challenge and valued
Improves employees contribution
Creates a highly skilled organization

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Career PATH

Sequence of ones variety of jobs, roles

and assignments
Different for each individual employee
Dependent
on
career
interests,
performance, skill sets and levels,
business needs
Theres no one right path!

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Dimensions in Career PATHing

Generalization

3
1

1 4

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Dimensions in Career PATHing

Specialization

2
1
3
2
1

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SAMPLE CAREER PATH

Head of
HR
Partners

Mgt
Trainee
Skills

Skills

Skills

Skills

Skills

Training
& OD
Manager

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Skills

Training
Manager
Corp
Trainer

Head of
HR
(Business
Unit)

Head of
HR
(Country)

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Individual development tools &

interventions

New Hire Orientation

Classroom Training & Development
Mentoring
Counseling
Job Enlargement
Job Enrichment
Job Rotation
Shadowing
Stretch Goals & Assignments
Formal Education
Exchange Program

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other leadership
development programs

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LEADERSHIP ACADEMY
Mgr Pipeline

Emerging Leader First Line Mgr

(For Non-Mgrs)
(0-6 months)

Emerging Leader
Program
Leadership
Learning
Suite
Leadership
Learning from
Assessment
Leaders
Total Hours = 12
Leadership
Roundtable
Total Hours = 21
Leader
Foundations

New Manager
Orientation
Experiential
Learning and EE
Engagement

The Employee
Experience
Meeting
Management
Performance
Mgt: Setting
Objectives
Performance
Mgt: Giving
Performance
Mgt:
Feedback
Communicating A
Performance
Assessment
Performance
Mgt:

Team-Based Decision
Making

Leadership
Competencies
Communicate for
Impact
Influence
through
Expertise
Leading Business
Execution
Management
Roundtable
Total Hours = 43
Face-to-Face

Virtual Classroom

First Line Mgr Experienced Mgr

(7-12 months)
(2-5 years)
Basic Blue for
Leaders Kick-off
Intro to
Coaching
Leading Global
Teams
Leadership
Learning Lab
Energizing and
Empowering EEs
Retention
Learning Suite
Management
Roundtable
Helping Others
Succeed
Building Mutual
Trust
Interviewing
Skills
Total Hours = 37

On-line Self-Paced

Empowering
Others
Leading Through
Inspiration,
Collaboration and
Influence
Delegating

Effectively
Simulation

Inclusive
Leadership
Management
Roundtable
Total Hours =

Upline Mgr
Leading Leaders

Role of the
Upline Manager
Influence Across
Boundaries
Cultural
Adaptability
Talent
Management
Building Your
22.5
Leadership
Pipeline
Strategic
Alignment
Management
Roundtable
Self-Awareness for
Individual
Effectiveness

Total Hours = 41

Leaders Teaching Leaders Blended (Virtual/F2F/Online)

ACCELERATED LEADERSHIP PROGRAMS

MTP 1:
Vitality
Hires

MTP 2:
Experienc
ed
Professio
nals

INTENT: 4-month premiere Mgt

Training Program for Vitality
Hires targeted for Team Lead
roles
TARGET AUDIENCE: Top-notch
vitality hires from universities
BENEFITS: Strengthen Team
Leader pipeline, Employer of
Choice branding at university
level

INTENT: 4-month premiere Mgt

Training Program for Experienced
Professionals targeted for Operations
Mgt and People Mgt roles
TARGET AUDIENCE: Experienced
professionals, high potential
incumbent Team Leads
BENEFITS: Strengthen Ops Mgt/
People Mgt pipeline, Employer of
Choice branding

INTENT: 4-month premiere

Management Training Program
for Graduate Hires
TARGET AUDIENCE: Graduate
Hires from universities, MBA/MS
MTP 3:
Institutions
Graduate BENEFITS: Strengthen pipeline
Hires
for key leadership roles,
Employer of Choice branding in
the market

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leadership styles

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SITUATIONAL LEADERSHIP:
4 LEADERSHIP STYLES
Relationship (High)

Is it an
emergency?

Low Task
High Relationship

Supporting

High Task
High Relationship

Coaching

Task (Low)

Task (High)
Delegating

What are the

skills &
motivation
levels of the
individuals
being led?

What is the
task?

Telling

What stage of
development is
the team in?
Low Task
Low Relationship

High Task
Low Relationship

Relationship (Low)

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RECAP:
DEVELOPING INDIVIDUALS

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Performance management process

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Individual development tools &

interventions

New Hire Orientation

Classroom Training & Development
Mentoring
Counseling
Job Enlargement
Job Enrichment
Job Rotation
Shadowing
Stretch Goals & Assignments
Formal Education
Exchange Program

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