| When people start a new job, they generally want to | | | | your employee becomes more established in a |
| give their best. They are excited at the prospect of | | | | business, know when to switch into more of a |
| meeting new colleagues and learning new skills. They | | | | coaching role. |
| want to make a difference and they want to feel | | | | When coaching, allow an employee decide his or her |
| appreciated for that. | | | | own goals within given constraints. He or she decides |
| Yet so often, employee expectations aren't met. And | | | | how these goals are going to be achieved. You help |
| within a short space of time, they start to feel | | | | them figure out the available options and how they |
| unfulfilled, unhappy and may even start to look | | | | might deal with any roadblocks along the way. Your |
| elsewhere. | | | | role as a coach is primarily one of support and |
| As a manager, it is your responsibility to protect that | | | | encouragement. |
| enthusiasm and desire to do a good job in both new | | | | Whether you are in a coaching or mentoring role, |
| and existing employees. Here are three steps to | | | | make sure that you give your employee the time, |
| managing performance so that your employees stay | | | | support and feedback they need to learn and develop |
| enthused for years to come. | | | | in the business. |
| Step 1: Create Learning and Development Paths for | | | | Step 3: Complete Performance Appraisal Interviews |
| Each Employee | | | | At least once a year, take time out from the day to |
| When an employee starts work in your business, | | | | day work schedule to talk to your employee on a |
| provide them with some structured training, so that | | | | more formal basis. The appraisal interview normally |
| they are not left to sink or swim. Give them lots of | | | | covers three areas: progress against goals for the |
| support and encouragement, especially in the early | | | | previous year; new goals for the coming year and a |
| stages. | | | | learning and development review. |
| Your employees all bring different skills, knowledge and | | | | Give your employee time to prepare so that you can |
| attributes to the workplace. They have different needs, | | | | have a genuine two way discussion. Use the interview |
| so build individual plans for learning and development. | | | | as a rubber stamp on feedback given through the |
| Help them see what career path is best to follow, if | | | | year. It's purpose is to take stock of progress, give |
| they are ambitious. Sending people on training courses | | | | positive feedback and ultimately motivate the |
| is not the only way to develop them; consider distance | | | | employee to continue to perform at a high standard. |
| learning, project work, short term transfers to other | | | | These steps take time, but they are a key investment |
| departments and so on. | | | | in your business. The more attention you give to your |
| Step 2: Mentor and Coach on a Regular Basis | | | | employees (in a positive sense) the more productive |
| Most new employees see their manager as a mentor. | | | | and motivated they will be for years to come. |
| They look to him or her for advice and instruction. | | | | See my website for more details on employee |
| They need answers to learn and get things done. As | | | | appraisal and a sample performance appraisal form. |