Discussing Training and Development Techniques
Performance Improvement Analysis:
Effective managerial coaching is integral to ongoing
employee development. Whereas training is typically focused on acquiring and/or
strengthening specific skills within a short time-frame either on-the-job or in
a classroom setting, development is embedded in the relationship between the
manager or team leader and his/her staff or team members, and involves an
iterative process through coaching and feedback over time.
The central key to effective coaching is that of assessing
the performance situation in order to determine the most appropriate and effective
approach to the performance deficiency (or deficiencies). In this Module 2
case, please return to the background readings to review the article entitled
“When Employees at Work Don’t Get It: A Model for Enhancing Individual
Employee Change in Response to Performance Feedback” by Silverman, Pogson,
and Cober (2005). Although this article was published in 2005, it remains
highly relevant today. Moreover, the article is derived from the The Academy of
Management Executive, one of the most highly regarded organizational management
journals available.
Conduct a Coaching and Performance Improvement Analysis
1) Please read the journal article above very carefully, and
then prepare a 5-6 page paper (not including cover and reference pages),
responding to the following requirements:
Step 1. Introduction (1 page) – briefly describe the
following:
• Person
who will be the focus of your analysis (without specifically identifying who
they are; the person can be a teammate, staff member, or even your manager or
boss, but must be someone who you work with and/or observe in their work on a
regular basis);
• Nature of
your work relationship and experience with that person, and
• General
nature of the performance problem that you believe needs to be assessed.
Step 2. Now, using the “Individual and Organizational
Precursors Scale” (IOPS) shown in Table 1 (p. 140), rate the individual
according to each of the five Individual Precursor items (e.g., Awareness,
Sense of Necessity, etc). Critically discuss and assess the person’s
willingness and ability to change using each one of the five (5) Individual
Precursors. Be sure to include the score you have assigned each item beside
your discussion of that item (1 page)
Step 3. Next, compute a total score, and assign the
individual to one of the three categories (i.e., Unaware, Developers, or
Enlightened). Discuss how you believe the person’s performance has been
consistent with the characteristics of this category. Explain. (one-half page)
Step 4. Now, using the IOPS shown as Table 2 (p. 142),
please assign a score to each of the five Organizational Precursor items (e.g.,
Organizational Alignment, Organizational Feedback Environment, etc). Critically
discuss and assess how each one of the five factors are consistent with the
organization’s characteristics. Be sure to include the score you have assigned
each item beside your discussion of that item. (1 page)
Step 5. Compute a total score, and assign the organization
to one of the three categories (i.e., Static, Developing, or
Learning-Oriented). Please comment briefly as to how the organization fits the
characteristics of this category. (one-half page)
Step 6. Finally, create a performance improvement action
plan in which you identify the most salient areas that should be addressed, and
identify specific actions you would take, or recommend be taken in order to
address them (1-2 pages). Please discuss the following:
• Whether
any training-related actions are required, and if so what
• Any
non-training and development related actions, and if so what
• Any
employee development-related actions that may be required, and if so what
• Whether
you believe that actions taken (based on the assigned IOPS individual category)
will be successful relative to remediating the performance deficiencies
identified
• The
extent to which the organization (based on the assigned IOPS organizational
category) will support or hinder a performance action plan
• The
collective effect of individual and organizational precursors – i.e., how will
these come together to assist in success of the plan (or not)?
