The Recognizing Coach: Using Recognition To Make Coaching More Powerful

Copyright © 2012 Bersin & Associates. All rights reserved.

The Recognizing Coach: Using Recognition to Make Coaching More

Powerful Stacia Sherman Garr Senior Analyst, Bersin & Associates


About Us §  Who We Are

•  Bersin & Associates empowers HR and learning organizations to drive bottom line impact through world class research and consulting

§  Practices •  Enterprise Learning •  Human Resources •  Leadership Development •  Talent Acquisition •  Talent Management

-  Career Management -  Performance Management -  Workforce Planning

§  Services •  WhatWorks® Membership •  Research-based consulting services •  IMPACT: The industry’s premiere

conference on the Business of Talent •  Bersin Basics

Human Resources

Leadership Development

Learning & Development

Talent Acquisition

Talent Management


Agenda

§  Defining Performance Management and Coaching §  The Role of Recognition

§  Three Strategies to Help Coaches Recognize More

§  Key Takeaways and Q&A


Performance Management Framework An at-a-glance view of how PM fits together

Multi-level Structure Key Messages

Ongoing Performance Management Activities

Performance Appraisal

Org

aniz

atio

n &

Gov

erna

nce

Technology & Infrastructure

Performance Management Strategy

Performance Management Outcomes

Audience

HOW

Goal Setting & Revising

Managing & Coaching

Recognizing & Rewarding

Development Planning

WHAT


The Challenges To Overcome 1. Managers lack the skills to

coach their employees 2. Performance appraisal

process is too time consuming

3. Executives do not believe PM improves organizational capability

4. Executives do not promote PM activities

5. PM does not remain relevant throughout the year

Source: Bersin & Associates 2011 High Impact Performance Management research, n=214


Organizations That Support Coaching Have Better Talent

3.31

4.71

5.78

1.00

2.00

3.00

4.00

5.00

6.00

7.00

No or Weak Support Good Support Excellent Support

Mea

n Ta

lent

Sco

re

Amount of Cultural Support for Coaching Source: Bersin & Associates 2011 High Impact Performance Management research, n=193


CEO/ BoD

Exec. Team/ Senior Leaders

Business Leaders

Team Managers

Team Leaders

Employees

Executive Coaching

Leadership Coaching

Performance Coaching

Defining “Coaching”


Coaching and Managing A complimentary relationship

Managing

Coaching

•  Achieving results through others

•  Evaluating performance

•  Staffing people to specific projects or tasks

•  Encouraging employees to find their own solutions

•  Helping employees reframe challenges

•  Modeling and explaining new skills


#3: Ask Open-Ended Questions



#2: Listen Actively



#1: Reinforce Positive Behavior



What is Recognition?

Tota

l Rew

ards

Recognition

Praise & Emblematic Rewards

Token Rewards

Monetary Rewards Skills Development & Career Opportunities

Benefits

Compensation & Incentive Plans

Recognition is the expressed appreciation by one person to

another for that person’s behaviors, activities or impact. Recognition may or may not be accompanied by a physical or

financial reward.


Recognizing Organizations Have Better Results

Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193

4.56

5.18

1.00

2.00

3.00

4.00

5.00

6.00

7.00

No Individual / Team

Recognition

Individual / Team Recognition

Mea

n Em

ploy

ee R

esul

ts

4.01

4.61

1.00

2.00

3.00

4.00

5.00

6.00

7.00

No Individual / Team

Recognition

Individual / Team

Recognition

Mea

n Ta

lent

Man

agem

ent

Res

ults

14% 15%


Enhance Employees’

Engage-ment

Improve Employees’ Connection

to the Organization

Higher Discretion-ary Effort

How Does Recognition Work?

Clarify Expected Employee Behaviors

Create Clear Social Norms for Behaviors

Changed, More

Effective Behaviors

Better Employee

Performance


Where do Coaches Fit In? A look at discretionary effort

•  Clarify organization’s goals

•  Communicate organization’s investment in employee

Enhance Employees’

Engage-ment

Improve Employees’

Connection to the

Organization

Higher Discretion-ary Effort

•  Reinforce the community elements of recognition

•  Ensure employees feel appreciated


Case in Point: Coaching in Emerging Markets

Situation

•  Hire approximately 4,000 new graduates per year

•  Retention critical

Action

•  Assigned new graduates to an internal coach

•  Coach responsible for supporting new hire for first 3 months

•  L&D developed train-the-trainer module and coaching resources

Result

•  Enhanced engagement and connectivity by new hires to managers

•  Though they cannot correlate the results to coaching for certain, units with manager coaching have higher retention and greater employee engagement


Where do Coaches Fit In? Focusing on changed behaviors

Clarify Expected Employee Behaviors

Create Clear Social

Norms for Behaviors

Changed, More

Effective Behaviors

•  Translate expected outcomes into behaviors

•  Help employees identify behaviors most necessary to succeed

•  Reiterate other employees’ successes based on different behaviors

•  Provide examples of how people have thrived in the culture


The #1 Recognition Gap We identified the importance and effectiveness of a number of recognition elements

Frequency

Source: Bersin & Associates Recognition research, Q1 2012, n=352


The Other Top Recognition Gaps

Recognition is specific

Recognition is perceived as prestigious

Employees can see who else is being recognized

Employees can give peer-to-peer recognition

Source: Bersin & Associates Recognition research, Q1 2012, n=352


Strategy #1 Use senior leaders as role models

4.65 5.44

5.85

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Never Sometimes/Often Very Frequently

Mea

n B

usin

ess

Res

ults

Sc

ore

Frequency of Senior Leaders Creating Accountability for Development



A Staircase Toward Coaching Adoption Know your senior leader population and adapt your tactics

True Believers

• 11% of leaders • Nucleus of support; they

want to help

Regulars • 32% of leaders • Available, but HR has

to be proactive

Fair Weather Friends

• 45% of leaders •  If the proof is there,

so are they

Agnostics •  12% of leaders •  Search for the

waverers


Strategy #2 Enable more recognition sources

Your employee’s team

Your employee’s manager

Everyone else


Who is “Everyone Else?” There are a range of individuals who can contribute to employee recognition

•  Senior Leaders •  Managers •  Teams •  Individuals

Internal Employee Recognizers

•  Customers •  Partners •  Third-party Award Constituents •  Certifications

External Audiences Recognizers


Strategy #3 Teach coaches to leverage recognition

Reiterate Public

Recognition

Identify & Communicate

Unique Employee

Recognition Needs

More Frequent, Specific

Recognition


Coaches Take Pre-Assessments

Senior Leaders Involved in Design

and Delivery

Program is Spread Out Over Time

Coaches Practice

and Receive

Coaching

Good Companies Make Coaching Stick Highly effective coaching programs have four things in common

Great Coaching Program


Case in Point: Coaching to Win

•  Begin the learning experience

1. Introduction

•  Attend a one-day workshop

2. Workshop •  Apply and reinforce new skills

3. Follow-Up Discussions

•  Ongoing resources and support

4. Ongoing Support

The Four Phases of Coaching to Win


Key Takeaways

§  Managers’ inability to coach is the most severe PM challenge organizations face.

§  Organizations with strong coaching cultures deliver superior results.

§  The most important coaching activity is recognizing positive behavior.

§  Recognition enhances engagement and encourages employees to change their behaviors, driving performance.

§  There are three strategies to improve coaches’ use of recognition: •  Enable more feedback sources •  Teach coaches to leverage recognition •  Use senior leaders as role models


Stacia Garr Senior Analyst, Talent Management

Questions or Follow Up: [email protected] http://blogs.bersin.com/stacia.garr www.linkedin.com/in/staciashermangarr Twitter: StaciaGarr

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The Recognizing Coach: Using Recognition To Make Coaching More Powerful

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