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The Federal Competency Assessment Tool - Management (FCAT- M) assesses whether, and to what degree, supervisors have specific competencies. One of these competencies is Performance Coaching and Feedback, which helps managers and executives support a high-performance culture. The purposes of performance coaching and feedback are to help managers improve the productivity of their employees, to develop and improve an employee's capability to perform and to correct poor performance. The relationship between managers and their employees is initiated by performance-related conversations that are continued through the duration of the working partnership. Effective application of performance coaching and feedback will result in better achievement of agency strategic goals, as well as professional growth for both managers and employees.
Coaching, in its simplest form, means to train, tutor or give instruction. It is an excellent skill that can be used to enhance growth and performance, as well as promote individual responsibility and accountability. Performance coaching is an ongoing process which helps build and maintain effective employee and supervisory relationships. Performance coaching can help identify an employee's growth, as well as help plan and develop new skills. Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees can work collaboratively on developing plans that might include training, new assignments, job enrichment, self-study, or work details.
There are many types of coaching elements that provide a framework of the coaching process. The following are examples of elements from the Idaho Division of Human Resources that are essential when it comes to performance coaching:
Feedback is the primary tool used to provide employees with information and guidance. Feedback consists of two-way communication.
Employee feedback provides managers with clues regarding how they are hindering or aiding their subordinates' work performance.
Supervisory feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific results they have observed as close to the event as possible so ideas stay fresh and any needed adjustments can be made in a timely manner. Successful supervisors develop a routine that includes frequent, in-depth discussions about performance with employees. The routine should remain informal and the discussions should focus on how both the employee and supervisor view the employee's performance and development.
The following are three main points about feedback from the November 2006 HR Magazine article, Feedback, Not Appraisal, by Christopher D. Lee, as they relate to performance management:
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