Food-Service-Manual-for-Health-Care-Institutions

Exhibit 8.3. Example of a Coaching Action Plan
Employee:
Coaching Action Plan
Job Title: Date:
Current behavior:
Expected behavior:
Action Step Completion Date Follow-up
4. Agree on an action plan to be implemented for correcting the situation. Summarize the
information shared in the coaching session to ensure that both parties understand the
behavior that led to the problem and the agreement on how improvement will occur.
5. Establish a time line for the action plan. Having a time frame in which to assess the
employee’s progress helps keep the action plan and both parties’ efforts focused.
6. Acknowledge the employee’s achievement in correcting the behavior and, in turn, his
or her performance. The manager should document this improvement for the next performance
evaluation.
When describing employee performance, it is important to remain objective and to give
examples of actual behaviors. Avoid the following approaches:
• Labeling employee behavior (for example, “unprofessional” or “childish”).
• Using absolutes or exaggerations for behavior that was observed only once or twice
(for example, “You always do that”). These comments increase the potential for employee
resistance.
• Judging the employee as “good,” “better,” or “worse”; such value judgments imply that
the manager is always right and inhibits open discussion of the problem.
• Using someone else’s words or implying that the problem is due to another person’s
observations (for example, “Jim says you often return from lunch late”).
Coaching is a positive approach the manager can use continuously to provide information
about expectations, observed performance, and skill development and to provide praise and
improve self-esteem. Managers and supervisors should have regular meetings with individual
employees who report to them. The length of these meetings will depend on the nature of the
problem, the complexity of the work, and the responsibility charged to the employee. Coaching
should not be confused with discipline, which may be necessary if efforts to improve performance
are not successful. (Disciplinary policies and procedures will be covered later in this chapter.)
Training and coaching employees to achieve peak performance allows the manager to
delegate work effectively.
Human Resource Management
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