During the Coaching Period:听

  • Cornerstone task launched: January 15
  • Mid-year progress review
  • Conduct a Stay Interview with your employee
  • Have employees start to collect notes, assessments, data, peer reviews, etc.

Resources:

  • Coaching Article from OFA
  • Documenting Performance Behavior
  • Supervisor cohort/peer group/guidance.support network

Suggested Trainings:听

Coaching Reminders for Supervisors

To be an effective supervisor, you must engage with your staff mid-way through the performance cycle, in a coaching session. At least one coaching session per performance cycle is recommended for all university staff employees.鈥疶he coaching discussion is a formal conversation鈥痙uring which supervisors and employees discuss performance as it relates to the goals and core competencies outlined in the employee's鈥痯erformance plan.鈥� This is a crucial opportunity to formally check in with employees and engage in a two-way dialogue about how they are doing, clarify expectations, and make any needed changes to their goals.听

Tips for Conducting Coaching Discussions听

  • Discuss the employee's performance for the entire cycle to this point.听
  • Discuss any notes you have kept up to this point regarding the employee's performance, including any prior coaching sessions, performance improvement plans and/or any disciplinary communications/actions.听
  • Discuss and revise all goals within a performance plan to ensure the content, measurement method, tasks and targets, weights, and timeframe are still SMART.鈥�
  • Specific, Measurable, Attainable, Relevant, Time-bound)鈥� If not, what edits should be made to make them SMART?鈥� Do timeframes need to change? Or does the direct report need additional training or additional resources?听
  • Remember, performance plans are not static, they are meant to be altered and changed throughout the cycle year, depending on situational changes (e.g.) perhaps funding changes, an employee going on FMLA, changes to strategic visioning or goals, etc.).听
  • Does the plan help align an employee鈥檚 work and campus resources to clearly defined institutional aspirations and imperatives (goals)?鈥� If not, what edits need to be made to make it so?听
  • Does the plan establish clear expectations between employees and supervisors around work, professional development, and career growth opportunities?鈥� If not, what edits need to be made?鈥� Can clear deadlines, measurement factors, behavioral expectations be added?听
  • Does the plan reinforce organizational values by placing appropriate emphasis on competencies? (Please note that an additional competency has been added to the performance planning form in support of Inclusive Excellence).鈥� Competencies are a great way to measure the 鈥渟oft skills鈥� that are imperative for a professional and successful work environment. Be clear and specific about the behaviors and communication styles that are expected.听
  • Remember, performance plans are not static; they are meant to be altered and changed throughout the cycle year, depending on situational factors that change (i.e., perhaps funding changes, the employee goes on FMLA, there are changes to strategic visioning or goals, etc.).听听
  • Competencies are a great way to measure the values and behaviors imperative for a professional and successful work environment. Be clear and specific about the behaviors and communication styles that are expected.听

For the most current Boulder campus performance management program information, forms, and user guides, please visit HR Performance.听

For tips regarding supporting and developing employee learning and training in a virtual setting, please visit the 兔子先生传媒文化作品 Organizational Development site HERE听