1. Creating a coaching culture through
enhancing Performance
Management System
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2. Why Performance Management Systems
don’t work
Lack of  Lack of alignment between the company’s business goals and the effort that the
employees are putting in
Alignment with
Business Goals  Business review mechanisms and MIS not aligned with performance goals
Inadequate  Performance systems are too complicated, too technical and not transparent about
how individual performance helps deliver corporate goals
Design of
Performance  ‘Best practice’ performance management systems do not tap the culture of the
System organization
Weak Linkage  Reward decisions are based on complex / non-transparent processes to translate
to Rewards performance into reward strategies that deliver the wrong results
Managerial  Managers are concerned about givingfeedback that might demoralize hard working
Discomfort with employees or worse cause them to leave. The same discomfort exists for receiving
Feedback feedback
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3. Different performance management
approaches
Focus and impact of performance management models
“I am truly committed to
More maximize my own, my
sustainable team’s and my company’s
employee Objective is performance”
performance to maximize “I need coaching to improve my
value competencies and achieve
objectives”
“I must meet
my targets”
Less
sustainable
performance
1. Focus on 2. Focus on 3. Focus on strategy
performance performance alignment and
appraisal management performance culture
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4. Strategic Performance Management
Strategic
People Strategy Culture Performance
Management
Strategic performance management makes the connection between the
strategy and the culture of an organization and its ability to manage
employees’ performance to better impact on business performance
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5. Our view of a Successful PMS..
Younger generation has aspirations and wants an opportunity to dialogue
with its leaders on an ongoing basis, to enhance their development
Some critical highlights of a sound PMS are -
1) Creating buy-in across Leadership for an Organizational PMS
2) Close alignment with the work reality of the Line Manager/Leader
3) Common Language of performance across the organization
4) Lay a foundation for PMS by building a nurturing climate with Coaching
as a technique
5) Building High Performance Culture with the help of feedback
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6. Proposed Think Talent Approach …
4 weeks 10 Weeks
1A
Business Driver
Assessment
Checkpoint
ABZ Imperatives, 2 3
Framework
Changing organization Roll out for the
Design of the
requirements target Group
intervention
1B Capture feedback
Baseline from first few pilot
Design the Start with a
Org Current workshops to build
intervention with pilot and
reality in the future
a structured Create a
coaching and detailed Roll batches
Examine the out plan with
current PMS feedback process
in the timelines and
framework and a road map
approach in organization
order to plan the
proposed
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7. … that would entail specific activities
Design the
Understand PMS Proposed Structured Roll Out
Diagnosis Plan
framework Intervention
• Analysis of • Understand • Create a • Detailed roll
available the structured out plan with
organization competency design which is timelines for
data framework customized, building
• Organizational underlying the adaptable with ownership and
diagnosis PMS a practical momentum
• Key leaders • Identify and approach • One language
inputs (phone/ appreciate the • Use powerful in the
face to face existing and user organization
interviews) process friendly and the ability
strengths, analytical tools to deploy a
sponsorships large scale
and matrices program
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8. Overview of a complete customized
intervention - Illustrative workshop Design
Day 1 Themes to be covered Tools
Pre – Lunch Introduction to Coaching and
topics Delegation
DELEGATION Reasons quoted for not delegation, Dyad working: Work with
Delegation style Grid , Biggest partner to identify your
barrier to delegation – Trust, inhibitors for delegation based
Determinants of trust on TKI and Belbin reports
Model for facilitation effective Discussion in Dyads & Triads
Coaching and feedback dialogue –
COACHING Core skills , base skills
Functional skills of coaching With Videos and activities in
dyads and triads
Post lunch Topics Escorts PMS system – Discussion in groups
understanding and appreciation
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9. Illustrative workshop Design contd…
Day 1 Themes to be covered Tools
Post – Lunch Practical approach coaching skills Videos and Role plays
topics ( Learn and Demonstrate )
RECAP Close the day with a recap of critical Activity / Discussion based
elements of Delegation and
Coaching skills
Day 2
IN CAMERA In-camera Technique to allow Steps Involved:
PRACTICE learning through watching self in Step1:- Every participant will
action, followed by facilitative move out of the training room
feedback and action planning. twice for 15-20 minutes each
for enacting role play both as
coach and as a coachee.
Step2:- Role Plays would be
recorded and then the video
will be replayed in front of the
group.
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10. Illustrative workshop Design contd …
Day 2 Themes to be covered Tools
IN CAMERA In-camera Technique to allow Steps Involved:
PRACTICE learning through watching self in Step 3:- The group will be asked
action, followed by facilitative to provide feedback to the
feedback and action planning. individual. In this way learning
will happen from four
perspective:
a) Self Reflection: Individuals
will get to see themselves in
action
b) Facilitator feedback
c) Feedback from other
members
b) Problem solving w.r.t.
context that is present in the
role play case let.
IDP Closing of day 2 with Individual Standard Format to be filled in
Development Plans
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11. Our Coordinates
619-ILD Trade Centre,
Sohna Road, Sector - 47
Gurgaon 122 001
India
Tel: (+91 124) 4055375
www.thinktalentindia.com
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