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Coaching Employees for High Performance

HR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT

fuel50.com

|

quantumworkplace.com

HR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT fuel50.com | quantumworkplace.com
HR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT fuel50.com | quantumworkplace.com

About the Sponsors

About the Sponsors QUANTUM WORKPLACE is an employee feedback software company that helps organizations retain top
About the Sponsors QUANTUM WORKPLACE is an employee feedback software company that helps organizations retain top

QUANTUM WORKPLACE is an employee

feedback software company that helps organizations retain top talent, motivate performance, understand turnover, and build magnetic cultures. Serving 8,700+ organizations annually, the company’s all-in-one platform powers the entire employee experience with employee surveys, peer-to-peer recognition, goal management, 360 feedback, and performance conversations. As the survey partner for America’s Best Places to Work, Quantum Workplace has honored top workplaces for more than a decade. Above all, Quantum Workplace is passionate about making work better every day.

FUEL50 is a career pathing software delivered by the Career Engagement Group. Offering a powerful toolkit for employee coaching and enabling employees to “own and grow” their careers, Fuel50 is the fastest way to drive engagement and improve leader conversations. Winning a coveted award for Online Coaching Tools from Brandon Hall in late 2016, Fuel50 also won Awesome new HR Tech in 2014 and Gold Award for Excellence in Career Management Technology from Brandon Hall in 2015. Fuel50 is passionate about making the difference to careers in 33 countries across the globe and seeing big improvements in coaching and engagement in organizations like MasterCard, Citigroup, and EBay among many more.

improvements in coaching and engagement in organizations like MasterCard, Citigroup, and EBay among many more. LEARN
improvements in coaching and engagement in organizations like MasterCard, Citigroup, and EBay among many more. LEARN
improvements in coaching and engagement in organizations like MasterCard, Citigroup, and EBay among many more. LEARN

Authors

NATALIE HACKBARTH

INBOUND MARKETING MANAGER

|

QUANTUM WORKPLACE

Natalie partners with engagement and culture experts to create informative and entertaining resources that help organizations make work awesome. With a degree in journalism from Creighton University, Natalie manages The QWork Future and creates ebooks and webinars packed with up-to-the-minute research and proven best practices. She’s mildly obsessed with Starbucks, Quantum Workplace’s website traffic, and Marvel’s Avengers.

ANNE FULTON

FOUNDER & CEO

|

FUEL50

Anne Fulton, co-author of The Career Engagement Game, has been a registered Organizational Psychologist for more than 20 years, executive career coach, and strategic contributor to organizational development strategies. Her work has resulted in tangible ROI and, in particular, engagement uplifts in multiple organizations. Working with Fortune 100 companies such as Citigroup, CocaCola, and Global Top 10 banks such as Westpac, Anne’s experience spans all sectors. Anne is a recognized global expert in career management systems including onboarding, performance, succession and talent planning, and consulting. She is a sought-after key-note presenting her research on career agility and engagement trends in New York, San Francisco, Toronto, London, and Sydney.

presenting her research on career agility and engagement trends in New York, San Francisco, Toronto, London,
presenting her research on career agility and engagement trends in New York, San Francisco, Toronto, London,
presenting her research on career agility and engagement trends in New York, San Francisco, Toronto, London,

Contents

05

INTRODUCTION

06

WHY LEARNING AND DEVELOPMENT IS ESSENTIAL TO YOUR TALENT STRATEGY

07

TOP 5 LEARNING AND DEVELOPMENT OPPORTUNITIES

08

4 KEYS TO CREATING A CULTURE OF COACHING

09

MANAGER COACHING

14

PEER COACHING

19

CONCLUSION

08 4 KEYS TO CREATING A CULTURE OF COACHING 09 MANAGER COACHING 14 PEER COACHING 19
08 4 KEYS TO CREATING A CULTURE OF COACHING 09 MANAGER COACHING 14 PEER COACHING 19
08 4 KEYS TO CREATING A CULTURE OF COACHING 09 MANAGER COACHING 14 PEER COACHING 19

COACHING EMPLOYEES FOR HIGH PERFORMANCE

Introduction

5

YOUR TALENT WANTS THE OPPORTUNITY TO LEARN & GROW

Today more than ever, offering opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees.

In the last six years, the survey item, “I see professional growth and career development opportunities for myself in this organization” has become a more important driver of engagement. 1

DRIVER RANK BY YEAR

“I see professional growth and career development opportunities for myself in this organization.”

? 5 5 5 6 7 2012 2013 2014 2015 2016 2017
?
5
5
5
6
7
2012
2013
2014
2015
2016
2017

Stay tuned for Quantum Workplace’s 2017 Employee Engagement Trends Report to see how the driver ranks this year.

HR WANTS TO DEVELOP THEIR TALENT TOO

1/4 One quarter of HR representatives said IMPROVING THEIR DEVELOPMENT AND TRAINING opportunities would be
1/4
One quarter of HR representatives said IMPROVING THEIR
DEVELOPMENT AND TRAINING opportunities would be their top
people priority over the next 12 months. 2
#2
PRIORITY
Highly engaged organizations said IMPROVING DEVELOPMENT
AND TRAINING OPPORTUNITIES was their second highest priority
behind attracting top talent. 2
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OPPORTUNITIES was their second highest priority behind attracting top talent. 2 fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

6

Why Learning and Development is Essential to Your Talent Strategy

Studies prove that employees want to work at an organization that offers them opportunities to learn and grow, but what’s in it for employers? A lot. Effective employee learning and development leads to:

BETTER EMPLOYEE PERFORMANCE

BETTER EMPLOYEE PERFORMANCE

“The only thing worse than training your employees and having them leave, is not training them and having them stay.”

HENRY FORD, FOUNDER OF

FORD MOTOR COMPANY

INCREASED EMPLOYEE ENGAGEMENT

INCREASED EMPLOYEE ENGAGEMENT

79.5% of employees who said their organization had a formal employee development program were engaged, compared to only 57.8% who said they didn’t have an employee development program. 3

MORE PRODUCTIVE & MOTIVATED EMPLOYEES

MORE PRODUCTIVE & MOTIVATED EMPLOYEES

As a result of learning & development opportunities employees have taken…

• 71% felt motivated

• 64% felt more equipped to do their job

• 55% felt empowered

• 48% felt ready to take on more responsibility 3

FULFILLING EMPLOYEE EXPERIENCE

FULFILLING EMPLOYEE EXPERIENCE

“WHAT’S THE MOST IMPORTANT PART OF YOUR PROFESSIONAL DEVELOPMENT GROWTH?”

“Feedback from my manager and coworkers. Being able to hear where I need to improve and where I’m doing well has effectively driven me to achieve better results.”

ANONYMOUS EMPLOYEE AT MID-SIZED TECH COMPANY

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driven me to achieve better results.” ANONYMOUS EMPLOYEE AT MID-SIZED TECH COMPANY fuel50.com | quantumworkplace.com
driven me to achieve better results.” ANONYMOUS EMPLOYEE AT MID-SIZED TECH COMPANY fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

7

The Top 5 Learning and Development Opportunities

Below is a chart of the top five learning and development opportunities most utilized by employees. When examining the engagement level of employees that prefer these five modes of development versus those that don’t, one thing became clear: employees who wanted coaching from their manager or peers as a form of learning and development were more likely to be engaged, compared to those who didn’t want any coaching.

1 2 3 4 5 Online Training Coaching from Classroom-Style Coaching from Cross-Training Sessions/Webinars Manager
1
2
3
4
5
Online Training
Coaching from
Classroom-Style
Coaching from
Cross-Training
Sessions/Webinars
Manager
Learning
Peer
+2.9%
+5.6%
-2.8%
+8.0%
-6.0%
Manager Learning Peer +2.9% +5.6% -2.8% +8.0% -6.0% HR’s Biggest Asset for Boosting Employee Learning,

HR’s Biggest Asset for Boosting Employee Learning, Development, Engagement, and Performance

Employee Learning, Development, Engagement, and Performance difference in engagement level for those who said they

difference in engagement level for those who said they prefer a specific form of development versus those who don’t

Often when we think of methods of employee development, we think of taking a class or attending a conference. But the most effective professional development — where employees can truly identify individual strengths and weaknesses, target goals for improvement, and receive feedback on their growth and progress along the way — can come from assets within your very own organization: your managers and employees.

This ebook dives into employee coaching, both from a manager or peer, as HR’s biggest asset for employee learning and development. Keep reading for research that supports coaching as a form of development and best practices for implementing coaching in your organization.

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a form of development and best practices for implementing coaching in your organization. fuel50.com | quantumworkplace.com
a form of development and best practices for implementing coaching in your organization. fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

8

4 Keys to Creating a Culture of Coaching

In order for coaching to be an understood, desired, and effective form of employee learning and development, it needs to be ingrained into your organizational culture. Think of coaching as an ongoing organization-wide program, a cultural element that drives your internal people operations and the success of your business. Here are four keys to creating a culture of coaching:

1
1

PROVIDE TRAINING TO COACHES AND COACHEES

Both giving and receiving feedback are skills. What’s more, they’re skills that are rarely developed. Without any guidance, feedback is likely to be given poorly by the coach and misconstrued by the employee. Support effective coaching in your organization by providing training and resources organization-wide.

2
2

SET THE TONE FROM THE TOP

Like any element that you want to make part of your organizational culture, it starts at the top. Effective coaching must be modeled. Your leaders must hone these skills and set the example. They must ask for feedback (up and down the hierarchy and sideways) and visibly show that they receive feedback well. And they must do it, and do it again and again.

3
3

COMMUNICATE EXPECTATIONS AROUND COACHING

If giving and receiving feedback well is a quality leadership seeks, it must be made clear. Communicate, and communicate often. Set organizational expectations around what manager and peer coaching looks like in your organization: Who gives it? Who receives it? How often does it occur? How do we do it? What is the goal of a coaching session? Make coaching part of your processes and traditions, from onboarding and appraisals to everyday conversations.

4
4

LEVERAGE TOOLS TO STREAMLINE COACHING IN YOUR ORGANIZATION

Leverage the tools and technology available to you to fully ingrain coaching into your culture. Whether you utilize career path software to support powerful leader conversations and employee career-growth ownership, one-on-one meeting software to easily facilitate coaching sessions from anywhere, or even word documents and filing systems to save and reference detailed notes, coaching tools and technology will make each session less complicated for employees and managing the entire initiative easier for you.

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quantumworkplace.com

less complicated for employees and managing the entire initiative easier for you. fuel50.com | quantumworkplace.com
less complicated for employees and managing the entire initiative easier for you. fuel50.com | quantumworkplace.com

Manager Coaching

Empower Leaders to Advise & Develop Their People

Manager Coaching Empower Leaders to Advise & Develop Their People
Manager Coaching Empower Leaders to Advise & Develop Their People
Manager Coaching Empower Leaders to Advise & Develop Their People

COACHING EMPLOYEES FOR HIGH PERFORMANCE

10

Manager Coaching is Crucial for Employee Engagement

85 %
85 %

85% OF HIGHLY DISENGAGED EMPLOYEES DON’T RECEIVE ENOUGH COACHING FROM THEIR BOSS.

Research shows that 85 percent of highly disengaged employees don’t receive enough coaching from their boss. 4 And we know from page seven of this report that employees who prefer coaching from direct managers as a form of professional development are 5.6 percentage points more engaged than those who don’t want coaching.

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development are 5.6 percentage points more engaged than those who don’t want coaching. fuel50.com | quantumworkplace.com
development are 5.6 percentage points more engaged than those who don’t want coaching. fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

11

Increase Employee Performance with Manager Coaching

“People will produce MORE THAN THEY THINK THEY CAN if they’re challenged.”

Ray Titus | CEO | United Franchise Group

When employees are pushed to learn and develop and coached on their performance, they’ll be more equipped to do their job, more motivated to go the extra mile, and more likely to produce high-quality results. In fact, organizations with employees who are coached effectively and frequently improve their business results by 21 percent, compared to those who don’t coach employees. 5

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their business results by 21 percent, compared to those who don’t coach employees. 5 fuel50.com |
their business results by 21 percent, compared to those who don’t coach employees. 5 fuel50.com |

COACHING EMPLOYEES FOR HIGH PERFORMANCE

12

HR’s Handbook for Implementing Manager Coaching

While each manager coaching session will be unique, it’s HR’s duty to implement some consistency and process to ensure these conversations are used to effectively engage and develop employees. Use this implementation handbook to make manager coaching a part of your employee development program.

SET EXPECTATIONScoaching a part of your employee development program. Be upfront about the goal and expectations of

Be upfront about the goal and expectations of manager coaching. Communicate that coaching from managers will be a standard part of your talent development strategy in order to grow and nurture employees for high performance.

EDUCATE MANAGERS ON THEIR ROLEin order to grow and nurture employees for high performance. Managers play a crucial role in

Managers play a crucial role in the success of this initiative — no surprise there. Educate them on the role they should play in coaching sessions and long-term employee development. Arm them with resources to help them succeed in their role.

CREATE STRUCTURE AND TEMPLATESArm them with resources to help them succeed in their role. As HR, it’s your responsibility

As HR, it’s your responsibility to create guidelines and structure around manager coaching sessions. Are there different types of coaching conversations managers should have with employees (e.g., developmental, behavioral)? Provide a set of guidelines and templates they can follow to maximize each type of session.

SET A FREQUENCY FOR COACHING SESSIONStemplates they can follow to maximize each type of session. How often should your managers be

How often should your managers be expected to coach employees? Research shows that employees were more likely to be engaged when they received coaching from their manager once a month. As coaching sessions became less frequent, the likeliness of employee disengagement went up. 3

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ENGAGEMENT BY MANAGER COACHING FREQUENCY

82.2 % 82.6 % 76.8 % 75.0 % 73.4 % 57.2 % 53.8 % >
82.2 %
82.6
%
76.8
%
75.0
%
73.4
%
57.2 %
53.8
%
> Monthly
Monthly
Quarterly
Biannually
Annually
< Annually
Never
76.8 % 75.0 % 73.4 % 57.2 % 53.8 % > Monthly Monthly Quarterly Biannually Annually
76.8 % 75.0 % 73.4 % 57.2 % 53.8 % > Monthly Monthly Quarterly Biannually Annually

COACHING EMPLOYEES FOR HIGH PERFORMANCE

ENCOURAGE 2-WAY CONVERSATIONCOACHING EMPLOYEES FOR HIGH PERFORMANCE 13 Too often, managers construe coaching as, “I talk; you listen.”

13

Too often, managers construe coaching as, “I talk; you listen.” In reality, it must consist of two-way conversation where each participant engages in active listening. In order to coach effectively, managers need to understand where employees are coming from, what obstacles stand in the way of their development, and what motivates and drives their performance.

TRACK, MONITOR, AND MEASURE PROGRESSand what motivates and drives their performance. Our research shows when manager coaching is an integral

Our research shows when manager coaching is an integral part of an organization’s talent development strategy, engagement and performance improve. Monitor manager coaching sessions to make sure they stay on track and in line with your goals as a business. Measure the success of coaching by benchmarking and tracking improvement on employee performance, team engagement, and your organization’s business results.

HR Tool Box for Effective Manager Coaching A Practical Guide to 12 Giving & Receiving
HR Tool Box for Effective Manager Coaching
A Practical Guide to
12
Giving
&
Receiving
RULES
Employee
Feedback
1-ON-1S
With a Growth Mindset
TO EFFECTIVE,
ONGOING EMPLOYEE
COACHING
HOW TO GIVE AND
RECEIVE FEEDBACK
ONE-ON-ONES
COACHING TO ENGAGE
POWERFUL CAREER
CONVERSATIONS
Transform manager
coaching sessions from
awkward to awesome
with this guide to giving
and receiving feedback.
Leverage an online,
ongoing performance
coaching tool that helps
manager and employees
communicate,
collaborate, and engage
in real time.
Give your managers
the guidance they need
to become rockstar
coaches with these
12 rules for effective,
ongoing coaching.
Support your leaders
and transform their
coaching sessions
with this guide full of
50 simple manager
coaching tips.
DOWNLOAD
LEARN MORE
READ MORE
DOWNLOAD

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full of 50 simple manager coaching tips. DOWNLOAD LEARN MORE READ MORE DOWNLOAD fuel50.com | quantumworkplace.com
full of 50 simple manager coaching tips. DOWNLOAD LEARN MORE READ MORE DOWNLOAD fuel50.com | quantumworkplace.com

Peer Coaching

Equip Employees to Give and Receive Peer Feedback

Peer Coaching Equip Employees to Give and Receive Peer Feedback
Peer Coaching Equip Employees to Give and Receive Peer Feedback
Peer Coaching Equip Employees to Give and Receive Peer Feedback

COACHING EMPLOYEES FOR HIGH PERFORMANCE

15

Peer Coaching is a Rising Trend and It’s Here to Stay

½
½

73.4 % %

Slightly more than one-half of organizations have a 360 FEEDBACK PROGRAM that allows peers to give one another feedback. Furthermore, one-fifth of those organizations said peer feedback has become even more important to their talent strategy in the last six months. 2

And managers believe it’s important too. 73.4 percent of managers said peer feedback is valuable. 5

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it’s important too. 73.4 percent of managers said peer feedback is valuable. 5 fuel50.com | quantumworkplace.com
it’s important too. 73.4 percent of managers said peer feedback is valuable. 5 fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

16

Engagement and Performance: Why Employees Need Coaching from Peers

Organizations that utilize 360 feedback as a means of peer coaching are more likely to be highly engaged. In fact, highly engaged organizations were more likely have a formal program for employees to give and receive feedback from peers, compared to any other engagement level. 2

PERCENTAGE OF ORGANIZATIONS THAT USE 360 FEEDBACK 12.1 % 4.1 % 3.7 % 1.8 %
PERCENTAGE OF ORGANIZATIONS THAT
USE 360 FEEDBACK
12.1 %
4.1 %
3.7 %
1.8 %
0
%
Highly Engaged
Engaged
Somewhat
Somewhat
Disengaged
Engaged
Disengaged

“Being able to hear where I need to improve and where I’m doing well has effectively driven me to achieve better results.”

Anonymous Employee | Mid-Sized Tech Company

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driven me to achieve better results.” Anonymous Employee | Mid-Sized Tech Company fuel50.com | quantumworkplace.com
driven me to achieve better results.” Anonymous Employee | Mid-Sized Tech Company fuel50.com | quantumworkplace.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

17

HR’s Handbook for Implementing Peer Coaching

Peer coaching can be counterproductive — and even have negative consequences — when it’s implemented without structure and guidance. Set your peer coaching initiative up for success with this implementation handbook to effectively engage and develop employees.

SET EXPECTATIONShandbook to effectively engage and develop employees. Peer coaching can be a foreign concept to some

Peer coaching can be a foreign concept to some employees and even leaders. Be upfront about the goal and expectations of peer coaching, and communicate that it will be a standard part of your talent development strategy.

EDUCATE PEER COACHES ON THEIR ROLEwill be a standard part of your talent development strategy. The employee coach has a difficult

The employee coach has a difficult task — give feedback (often constructive) to colleagues, teammates, and friends. Educate employees on how to give straightforward and clear feedback in a way that helps their peers grow.

CREATE STRUCTURE AND TEMPLATESand clear feedback in a way that helps their peers grow. Create guidelines and structure around

Create guidelines and structure around peer coaching sessions. Are there different types of feedback conversations employees have with their peers (e.g., project-based, level of teamwork)? Provide a set of guidelines and templates employees can follow to maximize each type of session. Take it one step further and give employees access to online coaching portals and 360 feedback software.

SET A FREQUENCY FOR COACHING SESSIONSaccess to online coaching portals and 360 feedback software. Unlike manager coaching sessions, peers tend to

Unlike manager coaching sessions, peers tend to work with one another or have visibility to performance on a project-to-project basis. Empower employees to request or give feedback to peers anytime.

CONSIDER ATTRIBUTIONemployees to request or give feedback to peers anytime. Feedback is higher quality and more effective

Feedback is higher quality and more effective when it’s attributed; however, it can also be more awkward in a peer-to-peer setting. Consider if you want coworkers to coach one another openly or behind the shield of anonymity.

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if you want coworkers to coach one another openly or behind the shield of anonymity. fuel50.com
if you want coworkers to coach one another openly or behind the shield of anonymity. fuel50.com

COACHING EMPLOYEES FOR HIGH PERFORMANCE

ENCOURAGE 2-WAY CONVERSATIONCOACHING EMPLOYEES FOR HIGH PERFORMANCE 18 In order to learn and grow from peer feedback, employees

18

In order to learn and grow from peer feedback, employees need to be able to engage with the feedback. Equip feedback receivers with the ability to comment on feedback and ask follow-up questions.

Our research shows when peer-to-peer feedback is an integral part of an organization’s talent development strategy, engagement and performance improve. Monitor peer coaching sessions to make sure they stay on track and in line with your goals as a business. Measure the success of the initiative by benchmarking and tracking improvement on employee performance, team engagement, and your organization’s business results.ability to comment on feedback and ask follow-up questions. TRACK, MONITOR, AND MEASURE PROGRESS HR Tool

TRACK, MONITOR, AND MEASURE PROGRESS

HR Tool Box for Effective Peer Coaching A Practical Guide to 5 Giving & Receiving
HR Tool Box for Effective Peer Coaching
A Practical Guide to
5
Giving
&
Receiving
Employee
360
Feedback
FEEDBACK
With a Growth Mindset
EXAMPLES OF
EFFECTIVE AND
INEFFECTIVE
EMPLOYEE FEEDBACK
HOW TO GIVE AND
RECEIVE FEEDBACK
360S
EXAMPLES OF
FUEL50
EFFECTIVE &
Leverage an online,
ongoing performance
coaching tool that helps
manager and employees
communicate,
collaborate, and engage
in real time.
INEFFECTIVE
Transform peer-to-peer
feedback sessions from
awkward to awesome
with this guide to giving
and receiving feedback.
FEEDBACK
Arm your employees
with a resource that
shows them the
difference between
helpful and destructive
peer-to-peer feedback.
Empower employees
to own their career
growth, access their own
coaches and mentors
within the organization,
receive continuous
feedback, and gain
visibility to future
opportunities.
DOWNLOAD
LEARN MORE
READ MORE
LEARN MORE

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gain visibility to future opportunities. DOWNLOAD LEARN MORE READ MORE LEARN MORE fuel50.com | quantumworkplace.com
gain visibility to future opportunities. DOWNLOAD LEARN MORE READ MORE LEARN MORE fuel50.com | quantumworkplace.com

CONCLUSION

WHAT ARE YOU WAITING FOR?

Don’t waste another minute. Start coaching employees today to:

• Help employees learn, develop, and grow

• Foster more productive and motivated employees

• Increase employee engagement organization-wide

• Boost employee performance and business success

Learn how Quantum Workplace and Fuel50 can help.

• Boost employee performance and business success Learn how Quantum Workplace and Fuel50 can help.
• Boost employee performance and business success Learn how Quantum Workplace and Fuel50 can help.
• Boost employee performance and business success Learn how Quantum Workplace and Fuel50 can help.

COACHING EMPLOYEES FOR HIGH PERFORMANCE

20

Sources

1. Quantum Workplace eBook, “2016 Employee Engagement Trends Report”, 2016

2. Quantum Workplace eBook, “State of Employee Feedback”, 2016

3. Quantum Workplace Survey, Learning and Development, October 2016

4. Quantum Workplace eBook, “Employee Development Planning”, 2014

5. Bersin by Deloitte Study, “High-Impact Performance Management: Maximizing Performance Coaching”, 2011

6. Quantum Workplace Infographic, “Jumping on the Right Performance Management Track”. 2016

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Workplace Infographic, “Jumping on the Right Performance Management Track”. 2016 fuel50.com | quantumworkplace.com
Workplace Infographic, “Jumping on the Right Performance Management Track”. 2016 fuel50.com | quantumworkplace.com