Coaching Employees for High Performance

Coaching Employees for High PerformanceHR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT

fuel50.com | quantumworkplace.com

QUANTUM WORKPLACE is an employee feedback software company that helps organizations retain top talent, motivate performance, understand turnover, and build magnetic cultures. Serving 8,700+ organizations annually, the company’s all-in-one platform powers the entire employee experience with employee surveys, peer-to-peer recognition, goal management, 360 feedback, and performance conversations. As the survey partner for America’s Best Places to Work, Quantum Workplace has honored top workplaces for more than a decade. Above all, Quantum Workplace is passionate about making work better every day.

FUEL50 is a career pathing software delivered by the Career Engagement Group. Offering a powerful toolkit for employee coaching and enabling employees to “own and grow” their careers, Fuel50 is the fastest way to drive engagement and improve leader conversations. Winning a coveted award for Online Coaching Tools from Brandon Hall in late 2016, Fuel50 also won Awesome new HR Tech in 2014 and Gold Award for Excellence in Career Management Technology from Brandon Hall in 2015. Fuel50 is passionate about making the difference to careers in 33 countries across the globe and seeing big improvements in coaching and engagement in organizations like MasterCard, Citigroup, and EBay among many more.

About the Sponsors

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NATALIE HACKBARTHINBOUND MARKETING MANAGER | QUANTUM WORKPLACE

Natalie partners with engagement and culture experts to create informative and entertaining resources that help organizations make work awesome. With a degree in journalism from Creighton University, Natalie manages The QWork Future and creates ebooks and webinars packed with up-to-the-minute research and proven best practices. She’s mildly obsessed with Starbucks, Quantum Workplace’s website traffic, and Marvel’s Avengers.

ANNE FULTONFOUNDER & CEO | FUEL50

Anne Fulton, co-author of The Career Engagement Game, has been a registered Organizational Psychologist for more than 20 years, executive career coach, and strategic contributor to organizational development strategies. Her work has resulted in tangible ROI and, in particular, engagement uplifts in multiple organizations. Working with Fortune 100 companies such as Citigroup, CocaCola, and Global Top 10 banks such as Westpac, Anne’s experience spans all sectors. Anne is a recognized global expert in career management systems including onboarding, performance, succession and talent planning, and consulting. She is a sought-after key-note presenting her research on career agility and engagement trends in New York, San Francisco, Toronto, London, and Sydney.

Authors

05 INTRODUCTION

06 WHY LEARNING AND DEVELOPMENT IS ESSENTIAL TO YOUR TALENT STRATEGY

07 TOP 5 LEARNING AND DEVELOPMENT OPPORTUNITIES

08 4 KEYS TO CREATING A CULTURE OF COACHING

09 MANAGER COACHING

14 PEER COACHING

19 CONCLUSION

Contents

YOUR TALENT WANTS THE OPPORTUNITY TO LEARN & GROWToday more than ever, offering opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees.

In the last six years, the survey item, “I see professional growth and career development opportunities for myself in this organization” has become a more important driver of engagement.1

Introduction

HR WANTS TO DEVELOP THEIR TALENT TOO

One quarter of HR representatives said IMPROVING THEIR DEVELOPMENT AND TRAINING opportunities would be their top people priority over the next 12 months.2

Highly engaged organizations said IMPROVING DEVELOPMENT AND TRAINING OPPORTUNITIES was their second highest priority behind attracting top talent.2

1/4

#2 PRIORITY

76

5 5 5?

2012 2013 2014 2015 2016 2017

Stay tuned for Quantum Workplace’s 2017 Employee Engagement Trends Report to see how the driver ranks this year.

DRIVER RANK BY YEAR

“I see professional growth and career development opportunities for myself in this organization.”


COACHING EMPLOYEES FOR HIGH PERFORMANCE 5

Studies prove that employees want to work at an organization that offers them opportunities to learn and grow, but what’s in it for employers? A lot. Effective employee learning and development leads to:

Why Learning and Development is Essential to Your Talent Strategy

FULFILLING EMPLOYEE EXPERIENCE

“WHAT’S THE MOST IMPORTANT PART OF YOUR PROFESSIONAL DEVELOPMENT GROWTH?”

“Feedback from my manager and coworkers. Being able to hear where I need to improve and where I’m doing well has effectively driven me to achieve better results.”

ANONYMOUS EMPLOYEE AT MID-SIZED TECH COMPANY

INCREASED EMPLOYEE ENGAGEMENT

79.5% of employees who said their organization had a formal employee development program were engaged, compared to only 57.8% who said they didn’t have an employee development program.3

BETTER EMPLOYEE PERFORMANCE

“The only thing worse than training your employees and having them leave, is not training them and having them stay.”

HENRY FORD, FOUNDER OF

FORD MOTOR COMPANY

MORE PRODUCTIVE & MOTIVATED EMPLOYEES

As a result of learning & development opportunities employees have taken…

• 71% felt motivated

• 64% felt more equipped to do their job

• 55% felt empowered

• 48% felt ready to take on more responsibility3



The Top 5 Learning and Development OpportunitiesBelow is a chart of the top five learning and development opportunities most utilized by employees. When examining the engagement level of employees that prefer these five modes of development versus those that don’t, one thing became clear: employees who wanted coaching from their manager or peers as a form of learning and development were more likely to be engaged, compared to those who didn’t want any coaching.

Often when we think of methods of employee development, we think of taking a class or attending a conference. But the most effective professional development — where employees can truly identify individual strengths and weaknesses, target goals for improvement, and receive feedback on their growth and progress along the way — can come from assets within your very own organization: your managers and employees.

This ebook dives into employee coaching, both from a manager or peer, as HR’s biggest asset for employee learning and development. Keep reading for research that supports coaching as a form of development and best practices for implementing coaching in your organization.

1Online Training

Sessions/Webinars

2Coaching from

Manager

3Classroom-Style

Learning

4Coaching from

Peer

HR’s Biggest Asset for Boosting Employee Learning, Development, Engagement, and Performance

+2.9% +5.6% -2.8% +8.0%

5Cross-Training

-6.0%

difference in engagement level for those who said they prefer a specific form of development versus those who don’t



4 Keys to Creating a Culture of CoachingIn order for coaching to be an understood, desired, and effective form of employee learning and development, it needs to be ingrained into your organizational culture. Think of coaching as an ongoing organization-wide program, a cultural element that drives your internal people operations and the success of your business. Here are four keys to creating a culture of coaching:

PROVIDE TRAINING TO COACHES AND COACHEES Both giving and receiving feedback are skills. What’s more, they’re skills that are rarely developed. Without any guidance, feedback is likely to be given poorly by the coach and misconstrued by the employee. Support effective coaching in your organization by providing training and resources organization-wide.

SET THE TONE FROM THE TOP Like any element that you want to make part of your organizational culture, it starts at the top. Effective coaching must be modeled. Your leaders must hone these skills and set the example. They must ask for feedback (up and down the hierarchy and sideways) and visibly show that they receive feedback well. And they must do it, and do it again and again.

COMMUNICATE EXPECTATIONS AROUND COACHING If giving and receiving feedback well is a quality leadership seeks, it must be made clear. Communicate, and communicate often. Set organizational expectations around what manager and peer coaching looks like in your organization: Who gives it? Who receives it? How often does it occur? How do we do it? What is the goal of a coaching session? Make coaching part of your processes and traditions, from onboarding and appraisals to everyday conversations.

LEVERAGE TOOLS TO STREAMLINE COACHING IN YOUR ORGANIZATIONLeverage the tools and technology available to you to fully ingrain coaching into your culture. Whether you utilize career path software to support powerful leader conversations and employee career-growth ownership, one-on-one meeting software to easily facilitate coaching sessions from anywhere, or even word documents and filing systems to save and reference detailed notes, coaching tools and technology will make each session less complicated for employees and managing the entire initiative easier for you.

1

2

3

4




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Manager CoachingEmpower Leaders to Advise & Develop Their People

Manager Coaching is Crucial for Employee Engagement

85% OF HIGHLY DISENGAGED EMPLOYEES DON’T RECEIVE ENOUGH COACHING FROM THEIR BOSS.

Research shows that 85 percent of highly disengaged employees don’t receive enough coaching from their boss.4 And we know from page seven of this report that employees who prefer coaching from direct managers as a form of professional development are 5.6 percentage points more engaged than those who don’t want coaching.

85%



Increase Employee Performance with Manager Coaching

“People will produce MORE THAN THEY THINK THEY CAN if they’re challenged.”Ray Titus | CEO | United Franchise Group

When employees are pushed to learn and develop and coached on their performance, they’ll be more equipped to do their job, more motivated to go the extra mile, and more likely to produce high-quality results. In fact, organizations with employees who are coached effectively and frequently improve their business results by 21 percent, compared to those who don’t coach employees.5



HR’s Handbook for Implementing Manager CoachingWhile each manager coaching session will be unique, it’s HR’s duty to implement some consistency and process to ensure these conversations are used to effectively engage and develop employees. Use this implementation handbook to make manager coaching a part of your employee development program.

SET EXPECTATIONS Be upfront about the goal and expectations of manager coaching. Communicate that coaching from managers will be a standard part of your talent development strategy in order to grow and nurture employees for high performance.

EDUCATE MANAGERS ON THEIR ROLEManagers play a crucial role in the success of this initiative — no surprise there. Educate them on the role they should play in coaching sessions and long-term employee development. Arm them with resources to help them succeed in their role.

CREATE STRUCTURE AND TEMPLATESAs HR, it’s your responsibility to create guidelines and structure around manager coaching sessions. Are there different types of coaching conversations managers should have with employees (e.g., developmental, behavioral)? Provide a set of guidelines and templates they can follow to maximize each type of session.

SET A FREQUENCY FOR COACHING SESSIONSHow often should your managers be expected to coach employees? Research shows that employees were more likely to be engaged when they received coaching from their manager once a month. As coaching sessions became less frequent, the likeliness of employee disengagement went up.3

82.2%

> Monthly

82.6%

Monthly

75.0%

Quarterly

76.8%

Biannually

73.4%

Annually

57.2%

< Annually

53.8%

Never

ENGAGEMENT BY MANAGER COACHING FREQUENCY



ENCOURAGE 2-WAY CONVERSATIONToo often, managers construe coaching as, “I talk; you listen.” In reality, it must consist of two-way conversation where each participant engages in active listening. In order to coach effectively, managers need to understand where employees are coming from, what obstacles stand in the way of their development, and what motivates and drives their performance.

TRACK, MONITOR, AND MEASURE PROGRESSOur research shows when manager coaching is an integral part of an organization’s talent development strategy, engagement and performance improve. Monitor manager coaching sessions to make sure they stay on track and in line with your goals as a business. Measure the success of coaching by benchmarking and tracking improvement on employee performance, team engagement, and your organization’s business results.

HR Tool Box for Effective Manager Coaching

HOW TO GIVE AND RECEIVE FEEDBACK

Transform manager coaching sessions from awkward to awesome

with this guide to giving and receiving feedback.

&

Make work awesome.quantumworkplace.com | [email protected] | 1.888.415.8302

A Practical Guide to

Giving Employee Feedback With a Growth Mindset

Receiving


DOWNLOAD

POWERFUL CAREER CONVERSATIONS

Support your leaders and transform their coaching sessions

with this guide full of 50 simple manager

coaching tips.

DOWNLOAD

ONE-ON-ONES

Leverage an online, ongoing performance

coaching tool that helps manager and employees

communicate, collaborate, and engage

in real time.

LEARN MORE

1-ON-1S

12 RULES

TO EFFECTIVE, ONGOING EMPLOYEE

COACHING

COACHING TO ENGAGE

Give your managers the guidance they need

to become rockstar coaches with these

12 rules for effective, ongoing coaching.

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Peer CoachingEquip Employees to Give and Receive Peer Feedback

Peer Coaching is a Rising Trend and It’s Here to Stay

Slightly more than one-half of organizations have a 360 FEEDBACK PROGRAM that allows peers to give one another feedback. Furthermore, one-fifth of those organizations said peer feedback has become even more important to their talent strategy in the last six months.2

And managers believe it’s important too. 73.4 percent of managers said peer feedback is valuable.5

½

73.4%



Engagement and Performance: Why Employees Need Coaching from PeersOrganizations that utilize 360 feedback as a means of peer coaching are more likely to be highly engaged. In fact, highly engaged organizations were more likely have a formal program for employees to give and receive feedback from peers, compared to any other engagement level.2

Highly Engaged Engaged Somewhat Engaged

Somewhat Disengaged

Disengaged

12.1%

4.1%

3.7%

0%1.8%

PERCENTAGE OF ORGANIZATIONS THAT USE 360 FEEDBACK

“Being able to hear where I need to improve and where I’m doing well has effectively driven me to achieve better results.”Anonymous Employee | Mid-Sized Tech Company



HR’s Handbook for Implementing Peer CoachingPeer coaching can be counterproductive — and even have negative consequences — when it’s implemented without structure and guidance. Set your peer coaching initiative up for success with this implementation handbook to effectively engage and develop employees.

SET EXPECTATIONS Peer coaching can be a foreign concept to some employees and even leaders. Be upfront about the goal and expectations of peer coaching, and communicate that it will be a standard part of your talent development strategy.

EDUCATE PEER COACHES ON THEIR ROLEThe employee coach has a difficult task — give feedback (often constructive) to colleagues, teammates, and friends. Educate employees on how to give straightforward and clear feedback in a way that helps their peers grow.

CREATE STRUCTURE AND TEMPLATESCreate guidelines and structure around peer coaching sessions. Are there different types of feedback conversations employees have with their peers (e.g., project-based, level of teamwork)? Provide a set of guidelines and templates employees can follow to maximize each type of session. Take it one step further and give employees access to online coaching portals and 360 feedback software.

SET A FREQUENCY FOR COACHING SESSIONSUnlike manager coaching sessions, peers tend to work with one another or have visibility to performance on a project-to-project basis. Empower employees to request or give feedback to peers anytime.

CONSIDER ATTRIBUTIONFeedback is higher quality and more effective when it’s attributed; however, it can also be more awkward in a peer-to-peer setting. Consider if you want coworkers to coach one another openly or behind the shield of anonymity.



ENCOURAGE 2-WAY CONVERSATIONIn order to learn and grow from peer feedback, employees need to be able to engage with the feedback. Equip feedback receivers with the ability to comment on feedback and ask follow-up questions.

TRACK, MONITOR, AND MEASURE PROGRESSOur research shows when peer-to-peer feedback is an integral part of an organization’s talent development strategy, engagement and performance improve. Monitor peer coaching sessions to make sure they stay on track and in line with your goals as a business. Measure the success of the initiative by benchmarking and tracking improvement on employee performance, team engagement, and your organization’s business results.

HR Tool Box for Effective Peer Coaching

HOW TO GIVE AND RECEIVE FEEDBACK

Transform peer-to-peer feedback sessions from awkward to awesome

with this guide to giving and receiving feedback.

&


A Practical Guide to

Giving Employee Feedback With a Growth Mindset

Receiving


FUEL50

Empower employees to own their career

growth, access their own coaches and mentors

within the organization, receive continuous feedback, and gain visibility to future

opportunities.

360S

Leverage an online, ongoing performance

coaching tool that helps manager and employees

communicate, collaborate, and engage

in real time.

5 EXAMPLES OF EFFECTIVE AND INEFFECTIVE

EMPLOYEE FEEDBACK

EXAMPLES OF EFFECTIVE & INEFFECTIVE

FEEDBACK

Arm your employees with a resource that

shows them the difference between

helpful and destructive peer-to-peer feedback.

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360 FEEDBACK





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CONCLUSIONWHAT ARE YOU WAITING FOR? Don’t waste another minute. Start coaching employees today to:

• Help employees learn, develop, and grow

• Foster more productive and motivated employees

• Increase employee engagement organization-wide

• Boost employee performance and business success

Learn how Quantum Workplace and Fuel50 can help.

http://www.quantumworkplace.com/employee-experience-software?utm_campaign=Fuel50%20Partner%20Project&utm_medium=Ebook&utm_source=Coaching%20Employees%20for%20High%20Performance


Sources 1. Quantum Workplace eBook, “2016 Employee Engagement Trends Report”, 2016

2. Quantum Workplace eBook, “State of Employee Feedback”, 2016

3. Quantum Workplace Survey, Learning and Development, October 2016

4. Quantum Workplace eBook, “Employee Development Planning”, 2014

5. Bersin by Deloitte Study, “High-Impact Performance Management: Maximizing Performance Coaching”, 2011

6. Quantum Workplace Infographic, “Jumping on the Right Performance Management Track”. 2016



Coaching Employees for High Performance

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