Coaching Discuss Planner - 111130.doc (1)

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COACHING DISCUSSION PLANNER AND INSTRUCTIONS Warning: If employees are covered by a collective bargaining agreement – a union contract – check with your Labor Relations Manager and your immediate manager before taking any action or engaging the employee. Know what is required of you by the contract and precedent. If termination of the employee seems like the most appropriate action, do not terminate the employee before talking with your manager and your Human Resources Manager to ensure that you follow company policy. Note: The Coaching Discussion Planner is intended for the use of a Leader’s preparation and personal development. It is not intended to replace any performance discussion documentation that may be required by policy of the employing company. Review any company documentation requirements with your Human Resources Manager to ensure that company policy is followed. Description The Coaching Discussion Planer is a form designed to assist your preparation of a discussion with an employee who has a serious performance, work habit, or motivational problem. The form gives you a discussion structure and also provides a potential model for documenting the discussion. The design of the form is adapted from The Practical Coach, a Video & supporting materials by Media Partners. Components DISCUSSION W ITH Employee Name DATE/TIME Date and time of the discussion SITUATION TO BE Brief description of the issue to be addressed DISCUSSED INCIDENTS Date(s), time(s), and situation(s) when the employee demonstrated the poor/serious performance, work habit, or motivational problem.  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 1 of 7 BACKGROUND INFORMATION Supporting information including, but not limited to:  Know facts about the situation  What additional information needs to be collected  Any concerns you have regarding the employee and the discussion  Possible causes for the situation  Potential outcomes or consequences that may develop as a result of the discussion  Any other pertinent information including but not limited to other persons present if involved, work environment, location of the incident, etc. OBJECTIVES Intended outcome from the discussion CRITICAL STEPS Action you are going to take during the discussion including:  Stating to the employee exactly what you have observed regarding the employees infraction(s)  Waiting for the employee to respond  Reminding the employee of the details defining what performance is expected of the employee  Asking the employee what she/he will do to solve the situation and alleviate the problem  Agreeing on the proposed solution with the employee TO BE USED Note: Refer to the Leadership Action Map, “Coaching Poor Performers” for additional information regarding performance discussions. ALTERNATIVES Alternatives to be taken into account:  Other potential actions or solutions to be performed  Resources available to assist with the discussion and/or resolution  Constraints under which the discussion preparation, execution and follow-up must be performed  A description of any other alternatives to assist with the preparation, execution and follow-up processes NOTES Any pertinent data that should be documented as a result of the discussion SPECIFIC ACTIONS A listing of actions to be taken after the discussion By You By the Employee  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 2 of 7 PERSON(S) RESPONSIBLE Names of the person(s) who is(are) to perform each of the identified Specific Actions BY W HEN Due date and time by which each Specific Action is to be completed FOLLOW -UP Your action to be taken to review the progress of the employee’s efforts to resolve the issue including:  Date, Time, Place the Follow-up will occur  Any other pertinent information regarding the Follow-up including, but not limited to, others to be in attendance, procedures to be followed, any items regarding the filing of related documentation, etc. REVIEW Your review of the employee’s performance before, during and after the performance discussion including:  Details defining the degree to which expectations regarding the discussion were met, not met or exceeded  Description of items you think were handled well during the preparation and subsequent discussion  Description of items that you think were not handled well during the preparation and subsequent discussion including a list of reasons why the items were not handled well  A description of what you want to do differently in any future performance discussions  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 3 of 7 COACHING DISCUSSION PLANNER >>SAMPLE<< DISCUSSION WITH Sharon Fisher DATE/TIME 09/08/11 @ 10:15 in Conference Room A SITUATION TO BE DISCUSSED Persistent lateness in arriving and getting ready for work INCIDENTS 9/6 Sharon arrived at work 27 minutes after regular starting time of 8:00 AM 9/7 Sharon arrived at work 21 minutes after regular starting time of 8:00 AM Similar incidents on Sept 1, 2, Aug 29, 30, at least 15 minutes late each occurrence  Performance/work habits record BACKGROUND INFORMATION        Known facts Information needed Concerns Possible causes Previous discussions Potential consequences Other OBJECTIVES  What do you hope to accomplish with this discussion? CRITICAL STEPS TO BE USED      State what you’ve observed Wait for their response Remind them of what’s expected Ask what can be done to solve the situation Agree on a solution ALTERNATIVES     Possible actions/solutions Resources available Constraints Other Reminded Sharon of Regular start time (8:00 AM) on 10/29, 10/30 & 9/2 Need Sharon’s reasons for lateness Stick to the facts & avoid emotion Avoid giving wrong impression so other employees don’t follow suit Transportation issues? Issues at home? Motivation issues? Potential termination of a valuable asset if not corrected I need Sharon at work and ready to go at 8:00 AM Every day Discover reasons for tardiness Have Sharon identify steps to correct the issue Agree that Sharon will here and ready to work by 8:00 AM every day Site Incidents from above Listen to Sharon’s explanation/ avoid derailment of discussion Stick to the facts Remind Sharon again of expected start time and why I need her here on time every day Coach Sharon through idea generation Come to an agreement on actions Sharon will take to resolve the issue This discussion will constitute a Written Warning since previous discussions were Oral Warnings If there is no resolution to the problem next step will be termination per HR Discipline Policy 01.05.07 Full staff is expected to be present, so removing Sharon from the line for the discussion is possible between 10:00 & 11:00 AM on 98/115  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 1 of 2 DISCUSSION SUMMARY >>SAMPLE<< NOTES: After some discussion Sharon stated that her tardiness was due to problems at home, and she is taking her child to day care each morning since August 29, 2011. The day care does not open early enough for her to drop her child off and still make it to work by 8:00 AM. Sharon decided she would ask her brother to drop the child off at Day Care each morning since he doesn’t have to show up for work until 9:30 AM. SPECIFIC ACTIONS Each day Sharon’s brother will arrive early enough to tend to Sharon’s child allowing Sharon to get to work on time. FOLLOW-UP  Date, time, place  Other PERSONS RESPONSIBLE Sharon Fisher BY W HEN 9/10/2011 9/9/11 at 8:00 AM – Sharon on time 9/12/11 at 8:00 AM – Sharon on time 9/23/11 at 8:00 AM – Sharon on time all week 10/1/11 at 8:00 AM – Sharon continues to arrive on time I checked in with Sharon the above dates to recognize and encourage her efforts. 10/1/11 – I feel the situation has been resolved. REVIEW To what extent did you meet your objectives? The situation seems to be completely resolved – Sharon continues to arrive and start work on time. What did you handle well in your preparation and discussion? I remained calm, supportive, and stuck to the facts. What could you have done more effectively? I should have had this discussion with Sharon by 9/1 or 9/2/11 at the latest. What will you do differently in your next discussion? I will address the situations in a more timely manner before too many days go by.  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 2 of 2 COACHING DISCUSSION PLANNER DISCUSSION WITH DATE/TIME SITUATION TO BE DISCUSSED INCIDENTS  Performance/work habits record BACKGROUND INFORMATION        Known facts Information needed Concerns Possible causes Previous discussions Potential consequences Other OBJECTIVES  What do you hope to accomplish with this discussion? CRITICAL STEPS TO BE USED      State what you’ve observed Wait for their response Remind them of what’s expected Ask what can be done to sole the situation Agree on a solution ALTERNATIVES     Possible actions/solutions Resources available Constraints Other  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 3 of 2 DISCUSSION SUMMARY NOTES: SPECIFIC ACTIONS PERSONS RESPONSIBLE BY W HEN FOLLOW-UP  Date, time, place  Other REVIEW To what extent did you meet your objectives? What did you handle well in your preparation and discussion? What could you have done more effectively? What will you do differently in your next discussion?  2011 Ken Kuzia and Up Your Leadership – All Rights Reserved Page 4 of 2