Human Resource Management

CIA 3 Component 1
Performance Management
Introduction
This case mainly revolves around the topic of performance management.
It talks about importance and systematic way through which
performance management should take place in an organization. The
theme of this case is that performance management can and should be
directly linked to compensation structure of the employees. This will
lead to increase the motivation level of employees thus improving
overall performance of the employees working in an organization and
help them develop skills required to reach the maximum levels of their
potential to perform efficiently. The above findings of the case have
been illustrated with a hypothetical example of an electrical company
named ABC Electrical Supply. The case also throws light on the role of
managers in an organization and the qualities required by the managers
to coach, observe and analyze the work of potential exhibited by the
employee which is the core criteria for performance appraisal. This can
be achieved by frequently conducting meetings through which an
exchange of services, potential and feedback can take place. Also these
meetings can serve a platform to compare goals and actual work of an
employee.
Critical Analysis
The company includes coaching as one of their main components in
the performance management process.
The company believes that an effective coaching can improve
performance, which leads to higher productivity levels and increase in
employees morale.

The coaching program is considered as a continuous and informal

process and well as a formal process.
The formal coaching program includes a monthly meeting between
employees working at various levels of management. These meetings
focus on sharing work related information and also evaluating individual
progress on the predetermined goals.
The pros of this method is that it increases the opportunities for the
employees to perform effectively and efficiently and to enhance their
existing job skills or to learn new ones. This creates a platform through
which all the employees are given equal importance to improve their
qualities required for the respective job roles.
The case also tells us about how managers are responsible for coaching
their subordinates. This may not be necessarily carried out by the
managers himself. There are changes that manager might not possess the
required skills which are required to make the entire process of
performance appraisal effective.
A professional specializing in a particular sector (in this case it is
Electricity Supply) can train the employees on the grounds of technical
know-how, interpersonal, analytical and communication skills. This
would also lessen the burden of a manager and increases productivity in
the performance management process.
Questions
Question 1 A major difficulty in implementing performance coaching
programs is the resistance of managers to perform the role of a coach.
Why do you think managers might be reluctant to take on this role? How
would you go about implementing a coaching program that would
eliminate or reduce the resistance of managers?
Coaching is an important part of performance management process and
people who facilitate this process are managers. But some managers

refuse to coach and this could be because of various reasons. These

reasons can include:
Lack of time: Managers dont have time as they are busy serving the
stakeholders of the organization. Also they need some time for
themselves as it will help them freshen up for next assignment or
project.
Lack of skills: As a common saying goes, All coaches are managers,
but all managers are not coaches. Some managers who resist to coach
simply dont have required skills to inspire, motivate and train their
subordinates.
Lack of confidence: Managers who lack confidence dont know where to
start from. This leads to confusion and creates a chaos in the
organization.
Incentives: Some organizations dont offer any attractive incentives to
the managers who coaching their subordinates. And this is one of the
major reason why managers refuse to coach.
We can convince managers to coach their subordinates by the following
measures:
Time: organizations can offer an option of using some of a managers on
job time to coach some of his subordinate. This will remove the lack of
time.
Training and Development: Managers can undergo special training
which will give them immense skills and confidence to interact with
their subordinates and coach them.
Hence we can conclude that managers should focus more on coaching
rather than managing people as coaching improves the productivity of
the organization.
Question 2 An old saying relevant to performance appraisal is What
gets measured gets done. Do you think that the performance coaching

program of at AB or any other organization could work without being

made part of managers evaluation? Do you think it should be part of
appraisal of managers? Why or why not?
I don't feel that the execution instructing program at ABC, or any
association, could work without being made part of the supervisor's
assessment. A portion of the reasons why director's ought to include or
invest more energy in guiding are : They have confidence in the benefit
of honing, and they consider their part as an administrator in a way that
makes training a characteristic piece of their administrative toolbox.
These are not proficient mentors. They are line and staff pioneers who
deal with a gathering of people, and they are occupied, dedicated
individuals. They consider drilling to be a fundamental apparatus for
accomplishing business objectives. They are not drilling their kin since
they are pleasant, they see individual contribution in the advancement of
ability as a key action for business achievement. Training administrators
are extremely inquisitive. Training directors solicit a considerable
measure from inquiries. They are truly intrigued by discovering more
about how things are going, what sorts of issues individuals are running
into, where the holes and open doors are, and what should be improved.
Regularly, they don't should be instructed how to make inquiries since
it's a characteristic quality. This interest encourages the training
exchange, the give-and-take amongst mentor and learner in which the
learner uninhibitedly shares his or her discernments, questions, errors,
and victories so that they together ponder what's going on. There are two
suppositions behind this conviction. To start with, that to a great degree
capable individuals are elusive and initiate. On the off chance that you
are known as a supervisor who will help those individuals flourish, they
will incline toward you. Second, that an association can't be fruitful on
the backs of the to a great degree skilled alone. You require strong
players pretty much as you need stars, and they will require an
administrator's construct aptitudes and manage the changing substances
of their commercial center.

Aside from the positive viewpoint there is a negative part of chief being
included in drilling program. Experts who are had some expertise in a
specific range, specialized aptitudes, interpersonal abilities can prepare
the representatives all the more viably and proficiently and the
supervisors can do alternate occupations like arranging, controlling,
guiding and appointing the work to workers all the more adequately
Question 3 How would you handle a manager who doesnt coach very
well?
A manager who fails to deliver proper coaching should be trained with
the following qualities:
1. Training with regard to thorough knowledge regarding the business /
purpose of the organization It is essential for a manager to know in depth
about the organization and its purpose regardless of him coaching the
subordinates. However, this would increase his confidence level as he
would be sure or what he's talking and how it should be conveyed,
resulting in better ways of coaching the subordinates.
2. Qualities required to analyze and train the employees based upon their
performance It is important that the manager analyses the flaws or the
extra skills that the employee has to acquire in order to bring out his
complete potential in carrying out his job roles. Training or coaching
programs should be designed in such a way that it is of complete benefit
to the employee with regard to performance appraisal.
3. Improved Communication as well as Interpersonal Skills It is of great
importance that the manager holds the capability of delivering what he
wants to in the right sense and should ensure that the receivers
understand in the same way as the speaker wants them to. This can
happen only through communication. Verbal communication is majorly
used for this purpose. In order to have clarity, consistency and to create

an impact on the employees undergoing the coaching, the manager must

possess good communication as well as interpersonal skills.
4. Interest towards learning new things in order to become the best
coaches, the mangers themselves should be good learners and show
interest towards knowing and undertaking tasks that improve their
knowledge on any sector. Through this, they become better coaches and
result in delivering better coaching programs.
5.Ability to think with innovation
A manager should possess the skills of thinking differently and out of
the box. Through this he can achieve in teaching or coaching the
employees to trouble shoot problems by thinking from different angles
and perceptions. Also, this can help them design new programs for
individual
development on the employees which would make the coaching program
on the whole, interesting and more effective.
Question 4 - How do you think a manger who believes that performance
coaching takes away from more important tasks and is a waste of time
should be handled?
Coaching is an integral part of the responsibility of every manager and
leader in an organization and not a distinct activity conducted by an
external coach to enhance the performance of the employees. Managers
need to learn how to be coached and how to coach others for betterment.
According to a recent research, the most important competency that
differentiates highly effective managers from the average ones is
coaching. Strangely, many managers do not consider this as an important
part of their role. Many lack the skill and some managers think they do
not have the time to have coaching conversations with the employees.
A manager can improve his effectiveness by engaging into coaching
conversations with his respective team members. He is expected to listen

with full attention and create a strong connection that invites the team
member to open up freely and to think creatively. A manager should
understand that open-ended questions and not answers are the tools of
coaching. He is also required to ensure the employees authorization and
resources essential to carry out their developmental plans. For a
manager, in order to be an effective coach, one must acknowledge the
employees frustrations and also encourage them to move forward
positively. Apart from these, it is also useful to build accountability for
the employees side of formulating and implementing developmental
plans. It increases the impact of coaching discussion and solidifies their
fair place as keys to organizational effectiveness.
Conclusion
After knowing the case inside out we can conclude that coaching can
enhance the results of the performance management process and can
increase the eligibility of an individual employees for a positive
appraisal. This would ensure that the individual goals, departmental
goals and organizational goals are met.