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Performance Conversations: How to Use Questions to Coach Employees, Improve Productivity, and Boost Confidence (Without Appraisals!)

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There are three universal truths about traditional performance management. They are widely used, universally despised, and are known to be ineffective. These reasons are cited in the recent spate of announcements from dozens of major corporations who have abandoned their appraisal systems. As a result, many organizations are grappling with what to do instead. They have adopted many interesting and innovative practices, but most are a random collection of activities that are not bound together by a sound theoretical framework. This new approach is built upon a sound theoretical foundation, uses proven management techniques, and offers a novel framework and tool for managers for regulating and enhancing the performance of their staff. Dozens of ready-to-use templates and accompanying tools help make good management practice more accessible, practical, and effective. Just as important, the new approach is both millennial- and remote worker-friendly as it incorporates features that speak to how they work.

ISBN-13: 9781586446697

Media Type: Paperback

Publisher: Society For Human Resource Management

Publication Date: 10-26-2020

Pages: 226

Product Dimensions: 6.00(w) x 9.00(h) x 0.60(d)

Dr. Christopher Lee is the chief human resources officer for William & Mary, the nation’s second oldest university. Prior to this role, he was Associate Vice Chancellor for Human Resources for the Virginia Community College System, a network of 23 colleges, serving over 200,000 students in the commonwealth. He has over 25 years of experience as a chief human resources officer in higher education, having worked at both public and private institutions.

Table of Contents

List of Figures and Tables vii

Foreword ix

Acknowledgments xiii

Introduction xv

Part I Questions

Chapter 1 The Magic and Power of Questions 3

Part II Performance Conversations

Chapter 2 Performance Conversations Theory and Practice 19

Chapter 3 The Performance Improvement System 35

Chapter 4 The Performance Conversations Method and Techniques 57

Part III The Performance Questions

Chapter 5 Performance Questions: The Magnificent Seven Questions 73

Chapter 6 What Is Going Well? 81

Chapter 7 What Is Not Going Well? 85

Chapter 8 What Else Is Going On? 89

Chapter 9 What Is the Status of Your Goals, Action Plans, and Follow-Up Items? 93

Chapter 10 What Can I Do for You? 99

Chapter 11 How Are Your Professional Relationships Going? 103

Chapter 12 How Are You? 107

Chapter 13 Did You Have a Question? 113

Part IV The Performance Conversations Checklist

Chapter 14 Checklists: The Tool to Use for Important Matters 123

Chapter 15 Performance Conversations Checklists: Putting the Technique into Action 131

Part V A Thirty-Minute Conversation

Chapter 16 A Thirty-Minute Conversation: Can We Talk about Our Work Together? 147

Chapter 17 A Final Question 163

Part VI Appendices

Appendix A Questions to Ask Your Manager 169

Appendix B Questions for All Performance Improvement Occasions 170

Appendix C Performance Questions for Different Situations 172

Appendix D Questions to Ask Yourself (for Managers) 174

Appendix E Questions to Ask in Preparation of a Performance Conversation (for Managers) 176

Appendix F Questions for Difficult Conversations and Difficult Employees 178

Appendix G Questions to Ask Myself (for Employees) 180

Appendix H Performance Questions Instrument: Magnificent Seven (Sample) 182

Appendix I Performance Questions Instrument: Big 3 (Sample) 183

Appendix J Performance Questions Instrument: My Work (Sample) 184

Appendix K Performance Questions Instrument: Prep (Sample) 185

Appendix L Performance Questions Instrument: Sales Prep (Sample) 186

Appendix M Performance Questions Instrument: Customers (Sample) 188

Appendix N Performance Conversations Checklist: Priorities (Sample) 189

Appendix O Performance Conversations Checklist: Magnificent Seven (Sample) 190

Appendix P Performance Conversations Checklist: Sales (Sample) 191

Appendix Q Performance Conversations Checklist: Needs (Sample) 192

Appendix R Performance Conversations Checklist: Topics (Sample) 194

Endnotes 195

References 199

Index 201

About the Author 207