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Interpersonal influence, exercised by a leader in specific situations or in response to critical incidents or development opportunities, designed to attain a specific goal or planned change in behavior or attitude. Integrative and interactive communication, dialogue, and exchange are used to gain employee’s support for new direction and change.
Formal and more general feedback and information at predetermined intervals designed to apprise employees of the leader’s perception of job effort and success. To let employees now how they are doing and their relative value to the organization.




To take immediate and full advantage of development opportunities as they occur. To have the employee understand and accept changes that will increase their effectiveness. To eliminate obstacles and impediments to better performance.
To provide information for management decision making (rewards, compensation, discipline, promotions, training, succession planning, etc.) To reinforce desired behaviors and objectively evaluate performance over time. To close the books on post performance and plan new goals for the coming year.

About the Author



If you would like to learn more information about Management Coaching and the differences from Performance Appraisals, please contact one of our Region Managers at (801)569-3444.

Management Coaching vs. Performance Appraisals


The question often comes up, “Isn’t management coaching a lot like the familiar performance appraisal process?” Our answer is that the two are dramatically different. The CMOE team originally became interested in the coaching process because of our experiences with the deficiencies of performance appraisal. We were asked to devise a customized performance appraisal system, along with a training program, for a Fortune 500 corporation. After working through the resistance that naturally accompanies adoption of a massive program such as this, we noticed one consistent piece of feedback coming from managers at all levels. That message was, “Give us some help, ideas, and training on how to manage an employee’s performance from day to day, from one concern to the next.” These managers grew to accept the performance appraisal process, but they felt that an annual or series of annual performance reviews wasn’t the answer to improving employee performance and maximizing cooperation. Something less formal and more flexible was needed to use with employees on a more frequent basis. So we began our preliminary research and data gathering to construct a coaching model or tool to address this very appropriate objection to performance appraisal as the primary management tool for human resources.


Because of this experience, we spend considerable time delineating and defining the differences between these two processes. The table below has a few points that helps differentiates the two methods. We hope it will reduce confusion and ambiguity and be useful for those who may be interested in using both processes in their organizations.




Management Coaching vs. Performance AppraisalDefinition Goals/Outcomes

 

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