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Wek’s reading

• Performance Expectations and Coaching 
  

  . (2018). Bellevue University.

• Coaching, Mentoring, and Feedback. Staff. (2021). University of Michigan.
• The Importance of Giving Employees Constructive Feedback (With Examples and Tips). Editorial team. (2021). Indeed.com.
• Mentoring 
  

  . (2018). Bellevue University.

• What Is Employee Engagement and How Do You Improve It?

Coaching and feedback conversations should occur as needed and they do not always have to involve a formal meeting. Observing employees at work can provide just the opportunity you need to provide feedback, coach, and reinforce important behaviors. An effective manager ensures that employees understand company policies and procedures. Managers communicate expectations, so problems don’t arise. However, if continued coaching and counseling do not result in positive change or the problem is a serious breach of policy or procedures, the behavior needs to be addressed and corrective actions taken to ensure compliance with company standards.

Instructions 

1. Read and consider the following three (3) scenarios:
   • Scenario 1: As you’re walking the business, you notice that one of your new employees, Terry, is standing in the back of the store talking to someone on his cell phone. There are three customers in the store, and all three seem to be watching Terry talk on the phone. When Terry sees you, he ends his call, looks around the store, then quickly walks over to one of the customers. What do you do?
   • Scenario 2: Sara Smith has been an employee for two years. She has been a very good employee and customers frequently comment on her helpfulness and genuine interest in meeting their needs. In the past, Sara has received good performance reviews. She is completely aware of company policies and procedures. On one of the busiest days this month, Sara simply didn’t show up for work. There was no explanation why; she didn’t even call to let you know. When you called her home to make sure she was all right, she said she overslept and forgot to call. You talked to Sara, coached her, and reminded her about company policy. This week, Sara came into work an hour late one day; and, yesterday, she did not show up at all. Sara’s behavior is impacting customer service in your business. Other employees are upset having to pick up her workload, and your sales are not meeting plans due to staffing issues. According to company policy, you need to give Sara a warning. Now, you’ll have to shift your role from coach to counselor. How do you handle it? Why is it so critical that a manager executes the counseling?
   • Scenario 3: Within the past few months, you have received several complaints about one of the company’s employees, Rob. According to other employees, Rob has not been available on several occasions when he was needed to complete some required tasks. You observed Rob and verified that the other employees’ complaints were legitimate. Two weeks ago, you gave Rob feedback about his behavior and told him that he needed to complete the required tasks along with the other employees. Rob did not take the feedback very well, became angry and defensive, and said, “I’m doing my job! Everyone else isn’t. I don’t know what you expect of me. I’m the one who works the most with customers and helps them with their questions!” You told Rob that you expected him to be a team player and consider all his responsibilities to customers, required tasks, and working with the other employees. He walks away and you have not spoken with him since. Next week, you have his annual performance appraisal, which you have started to prepare. What do you do?
2. Choose two (2) of these scenarios. Write a comprehensive summary (400-500 words) to discuss each of the following questions and describe the actions you would take:
   1. What are your assumptions about the scenario? What questions would you like to ask the employee to clarify what you observed? What behaviors would you want to coach or what feedback would you want to provide?
   2. What changes in employee behavior would you want to see as a result of the coaching or feedback? Are there other results you would like to see as well?
   3. What would you say to the employee to describe the behavior you observed? How can you, as the manager, model the behaviors you are trying to foster in your employees?
   4. Once you’ve evaluated the scenarios and considered your responses, develop a set of best practices for providing coaching and feedback.

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