Coaching
Conducting the coaching and performance evaluation as separate processes is an effective tool for better management. Should coaching outcomes be part of the evaluation process?
Michael,
definitely true. There are many tools that are available, but sometimes it can be accomplished through observations & talking to peers.
Ryan Meers, Ph.D.
I feel that there has to be some type of evaluation of the coachee after a coaching session in order to see how effective the training was. It could also help in the development of the coaches skills as well.
Sometimes we grow to be comfortable in the everyday routine, no matter where we are on the corporate ladder. I was once told by a co-worker that he had become cold and indifferent and did not have the same convictions that he started with, I would have to admit that this is a true statement that all walks of life needs some coaching in some way or another.
I agree. If the coachee IS making progress or IS NOT making progress after coaching, it could be noted during an evaluation depending on when the previous coaching took place. You couldn't evaluate the coachee a few weeks after beginning coaching them and expect a whole lot of progress. Conversley, you should expect quite a bit of progress after 9 or 10 months after coaching has started. So, it depends.
I agree that prior coaching sessions should be revisited during an evaluation, not so much to penalize the coachee for not doing as well outside their "comfort zone," but more to see if the time and energy that was spent in the coaching process had the desired outcome as far as performance is concerned.
Lynette
Achieveing coaching outcomes should be part of the coaching evaluation process. This assumes that the coach and coachee have clearly established attainable and measurable goals and desired outcomes.
I think the way you state your reasoning for keeping coaching and evaluation of an employee's performance separate is right to the point. It would be like a conflict of interest, in a sense, to, on the one hand be encouraging an employee to step out of their comfort zone and stretch and evolve, and yet include those steps into new directions as part of a performance review! It would completely undermine an employee's sense of security to travel down new roads and explore new territories of learning.
the evaluation process I believe is a quantitative process, statistics and evidence of performance are what dertimine the outcome of assessment of skill and proficiency. Coaching is more of a personal process to evaluate the progress someone makes in a certain area of their skill set. The coaching may be a way of showing improvemant in certain areas of a job, but the evaluation process should only take into account the job performance. if you take into account a personal process durring the evaluation this may not be effective to make a un-biased opinion of the charges skill level at their job, and only upon the progress made in their coaching, which I do not believe will give an acurate assessment of progress. Also if they are connected no matter how hard someone works if they still struggle with their coaching tasks this could hinder the progress of a quality employee with a few issues that need to be adresses to make them an invaluble employee.
Prior coaching sessions should be revisited during an evaluation. This will indicate the employees retention of the concept and preformance of the session.
I agree that coaching should be seperate. A coaching relationship is based on trust. It needs to be an open forum for both to talk and give opinions and feedback.
I could not agree more with you Cindy. Thank you also for pointing out that the coach does not have to be a superior, in fact I have known of some (not many) cases where a person lower in the organization coaches a person in higher management.
Ryan
No, coaching should be a very separate process from the performance review. The partnership between coach and coachee should be one of trust and not be tied specifically to formal review/compensation review. The coachee will be less willing to push out of their comfort zone and take risks, if they feel the action plan could impact their salary or potential salary increase.
The coach does not have to be a superior of the coachee, but could be a more seasoned/experienced colleague. The relationship of coaching should be one of mutual respect for both parties and nuture an environment of trust, honesty and openness. Performance reviews should not be integrated into the coaching arena.
Great question & my opinion would be no, do not make the coaching outcomes part of the evaluation process. Generally coaching should be more focused on the development & progression of the employee, sometimes that means they will be taking risks outside of their comfort zone. I believe this should be separate from their actual performance in their assigned duties. If they are performing well there, but have an "extra" stretch assignment that may not be quite as successful, I would hate to see them penalized. This could lead to a reluctance by this person & others to take on risks or challenging assignments in the future.
Ryan
