Questions we Can Help you to Answer

Paper Instructions:

There are two sections of this answer the questions for each week on material that is uploaded for each week and then follow the journal template for each week also. 

10: Coaching & Performance Management 


•    Welcome to the tenth week of HR and Organizational Development.
Here we are with Week 10! Already?
What is HR’s role in organizations?
What is OD and how does it fit into an organization?
What are some of the factors that influence employee motivation?
What is the role of Career Management and Development both organizationally and individually? 
What is Learning and Development?
What is HRD’s role with Diversity?
What is HRD’s role in change?
What is HR’s role as a change agent?
What is employee counseling and EAPs?
This week is oriented toward coaching and performance management.
Why is coaching important?
Coaching skills are important ones to have in today’s environment.  Within SHRM's body of knowledge on their certification exam, coaching and counseling are listed a number of times.  SHRM's workshops on the topic include sessions on learning active listening, asking powerful questions and effective communication techniques.
See more at: https://www.shrm.org/education/seminar/pages/coachingskills.aspx#sthash.18qIeND3.dpuf
What is the textbook’s focus?
definition comes down coaching is encouraging employees to accept responsibility, enable them to achieve and perform and to treat them as a partner. 
A good example of one of the coaching approaches in the book is the Fournier approach that focuses on: 
o    A problem exists
o    Developing alternative solutions
o    Agreeing on an action plan
o    Measuring results
o    Recognizing achievement
      From the Dan Pink video there is still a lot of resistance against moving towards more self-autonomy in work. Many companies, like GE, are doing away with their old performance management system and moving to a coaching model. Under the Jack Welch era, they used to force rank their employees every year and then cut the bottom 10%. It was referred to as “Rank ‘em and yank ‘em.” This approach was inherently unfair and at times found to be illegal. GE's more recent focus is more on training managers on communication and feedback skills.
One of the benefits of this change in approach is a more neutral and positive approach to solving employee work related problems. Hopefully, we’ll see the focus on describing current and desired behavior; exploring causes and alternative solutions, and providing follow up and support.

See more at: https://www.shrm.org/education/seminar/pages/coachingskills.aspx#sthash.18qIeND3.dpuf
https://learn.granite.edu/pluginfile.php/1499855/mod_resource/content/2/How%20to%20have%20a%20coaching%20conversation.pdf
https://www.ted.com/talks/dan_pink_on_motivation?language=en


Part A Question:
Share your experiences engaging in coaching conversations (no names please).  What worked, what didn't work.  Why?


Part B Journal:






11 Discussion Forum - Team Building

Welcome to the eleventh week of HR and Organizational Development.
We’ve touched on a lot of the elements of successful Human Resource professionals during this class. The video this week sums it up well in that HR should be a partner in the business and not just a stand along function. While this is a bit vague, essentially it means that as goals are set, plans made, and actions are implemented that HR considerations are included. For example, if a business plans to move its R&D facility to Cambridge, MA, HR needs to be involved in making the decisions given the divestiture, transfer and acquisition of talent. There may be a number of legal requirements such as WARN notifications. What does the organization look like in the new location? Which employees will transfer? Who will be laid off? What liabilities might result from these decisions? What jobs need to be filled in the new locations? Where will these workers come from?  What is the job market like at the new location?  What is the compensation that will be needed to attract local talent?

In this class we have focused on the Human Resources Development (HRD) skill set of which HR professionals should have a working knowledge. Human resource development (HRD) (Chapter 1) is defined as a set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
Some of these activities include:
·        Training and Development – improving employee knowledge, skills, and attitudes.
·        Organizational Development – enhancing the effectiveness of an org and its members
·        Management Development training program focused on current and future managers
·        Career Planning – setting goals and taking action
·        Coaching – enabling employees to do their best
·        Cross-Cultural training - training to help employees who will be working in or with others who are not in their culture
·        Diversity Management – valuing differences training
·        Employee Orientation – introducing new worker to the job and organization
·        Employee Wellness Programs – organized efforts to ensure employee health and fitness.
·        OJT – on-the-job training
·        Performance Management – employee goals setting, feedback, coaching and rewards
·        Succession Planning – evaluating employee potential ensuring that are employees who have the right development activities to step into management roles as they open.
·        Team Building – Building trust and cohesiveness.

https://learn.granite.edu/pluginfile.php/1499863/mod_resource/content/3/Developing%20and%20Sustaining%20High-Performance%20Work%20Teams.pdf
https://www.youtube.com/watch?v=9sJINLcGP5k

Part A Question:

Describe your experience with HR as a Collaborator and Teambuilder.  What have you learned throughout this course that may provide context to your past behavior, and how might you apply that learning?