Lec#05

Dr. M. Iqbal <[email protected]>

Talk # 5:

Feedback and Coaching

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F LP NDr. M. Iqbal <[email protected]

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1. Understanding the Feedback

2. Coaching; its Process; and Skills

3. Difference B/w Coaching & Mentoring

4. Counseling and its Skills


Transmitting Performance Info From One part of a

System to an Earlier Part of The System in Order to

Generate Corrective Action Or To Initiate New Action

Understanding Feedback


1. Build Feedback Into The Job itself

2. Provide Feedback On Actual Events

3. Describe, Don’t Judge

4. Refer to Specific Behaviors

5. Ask Questions Rather Than Make Statements

6. Select Key Issues & Restrict To Them

7. Focus On Performance, an Individual Can Improve

8. Provide Positive Feedback

Understanding Feedback - Guidelines


Understanding Feedback


1. Effective

2. Descriptive

3. Evaluative

4. Motivational

Understanding Feedback - Types

Coaching, its Processand Skills


Click to edit Master title styleUnderstanding Coaching

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Coaching - by Immediate Superior & Related to:

• Job Performance; Job Contents & Various Processes

• Product, its Features and Quality

• Customer Care, Needs & Providing Possible Satisfaction

A Personal (usually one-to-one) On-the-job Approach To

Helping People Develop Their Skills & Levels Of Capability


1. Making People Aware Of How Well They Are Performing

2. Ensuring - Individuals Not Only Know What Is Expected

But Also Understand What They Need To Know & Be Able

To Complete Task Satisfactorily

3. Using Whatever Situations May Arise As Opportunities To

Promote Learning

4. Encouraging People To Look At Higher-level Problems &

How They Would Tackle Them

Coaching Process


Coaching Process


1. Understand Role To help People Learn

2. Know Current Performance & Required Level

3. Present Level of SKA That Need Improvement

4. Given Guidance on What People Should be Learning

5. Feedback on How They Are Doing

6. Learning is An Active, NOT A Passive

7. Listens to Individuals What they Want & Need; and

8. Be Constructive - Building Strengths & Experience.

Coaching Skills


1. Be Informal, But Be Planned

2. To Take Place Within A Framework – So Individuals

Will Benefit From Development

3. Plans Should Be Incorporated into the Personal Dev.

Plans Set Out In Performance Agreement

Planned Coaching


1. Coaching Should Provide Motivation & Effective

Feedback That Required Skills & Commitment

2. As Coaches, Managers Believe That People Can Succeed

3. See Process As Enabling, Empowering That Focuses On

Learning Requirements

4. Have A Clear Definition Of Work & Dev. Objectives

5. Realize that Coaching Is Their Key Responsibility

Manager as a Coach

Counseling –A Skilled Process


1. Help Employees Understand What They Need To

Manage Their Performance & Dev.

2. Helping People Help Themselves For Their Self-

development

Understanding Counseling

Advice & Support Given To People To Help Them Deal

With Problems and Make Important Decisions,


1. Recognizing Indicators of Problems & Issues

2. Empowering Employees To Recognize Their

Situation & Encouraging Them To Express It

3. Resourcing Managing Problem - Specialist or An

Outside Resource

Counseling Process


Counseling Process


1. Problem Identification That Exists;

2. Open Questioning - Open-ended Questions To Focus On

Issues Rather Than On Symptoms;

3. Listen So To Have Full story by probing and Interpreting

4. Be Sensitive To Individual Beliefs, Culture or Religion;

5. Restate Problem from Individual’s Point of View;

6. Empathy to Feelings & Anxieties of Individual;

7. Impartiality & To Refrain from Prescribing Solutions;

8. Sincerity , Interest and Openness to Individual’s Issue

Counseling Skills


1. Usefulness for Reference by Managers

2. What Info Does HR Need about Performance Reviews?

3. Quality of Performance Reviews To Be Assured

4. How Can Employees Be Reassured About Their Fair

Performance Review – Being Unbiased

Purpose of Documentations

Performance Management Documentations

Documentation Is a Record that Are Used To Prove

Something Or Make Something Official


HR Department Need to Know:

1. High Flyers For Development & Career Planning;

2. Poor Performers To Review With Line Manager For Actions

3. Performance Ratings For Performance-based Pay

4. Recommendations On Training Needs

5. Performance For Promotion, Transfer Or Disciplinary

Information For HR Department

Difference B/wCoaching and Mentoring


Click to edit Master title styleUnderstanding Coaching

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Coaching - by Immediate Superior & Related to:

• Job Performance

• Job Contents & Various Processes

• Product, its Features and Quality

• Customer Care, Needs & Providing Possible Satisfaction


Click to edit Master title styleCoaching and Mentoring

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Mentoring - Focusses on Career & Personal Dev.

• Immediate Superior Does NOT Fill Role of Mentor

• Done by Other than Immediate Superior

• Conducted One-to-One OR In Small Group

• Topics - Communication, Leadership, & Behaviour Modification; and

• Coaching & Mentoring Skills Important for Teamwork


Learning Partnership:

Mentor –An Experienced and Trusted Person

(Willing to share)

Mentee –A Less Experienced Low Grade Person

(Willing to learn)

To Grow & Develop

Personal and Professional Development

What is Mentoring?


Purpose –

To provide Forum Where Experienced Persons Can Improve the Professional Dev. of Learner -“One-to-One”

Goal –

To Strengthen Future Leaders by Helping Them Reach Their Potential – Personal & Professional growth

Purpose and Goals of Mentoring

3lot


• Knowledge and experience

• Interests in helping others

• To develop, not to fix “People”

• Point-out suitable Development Opportunities

• Motivates mentee discouraged by setbacks

• Offers access to his or her networks; and

• Offers a non-judgemental feedback

What Makes Mentor?

2lot


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1. Understanding the Feedback

2. Coaching; its Process; and Skills

3. Difference B/w Coaching & Mentoring

4. Counseling and its Skills

Summary

F LP NDr. M. Iqbal <[email protected] 28


Any Question?

Dr. M. Iqbal <[email protected]>

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Lec#05