Employee Coaching

This employee has a good "fit" with the role in 5 out of 7 traits. Strategies to help them increase their level of Sociability and interaction would include:

Diarizing notes in their calendar to initiate interactions with specific individuals about both business and personal topics
Setting up regular one-on-one or group meetings to ensure communication times are "formalized"
Inviting colleagues to meet over lunch for both business and personal relationship building

A key focus for all managers is to understand what motivates other people – and enable them to be ‘self-motivated’. The best way to enable ‘self-motivation’ is to determine key motivating factors (and there’s never just one…) for each job in your organization and then measure the degree of those motivating factors in your candidates/employees.

- DeWayne Fliss

President, Concord Consulting Corporation

Employee Coaching is the process of a manager providing ongoing and constructive feedback to an employee to assist in their increased performance, job satisfaction, and growth.

When a manager has developed a JPP Job Analysis Model for their employees' positions, they can then compare the employees' OPP Personality Self Assessment characteristics to the JPP Models. This will help them to identify the areas of "connect/disconnect" and to formulate an employee coaching strategy based on making necessary behavioral and communication changes. A manager’s goal is not to change personalities, but to help employees be more effective in areas where the required behaviors aren’t “natural” for them.

Areas in which individuals can often require coaching include: communication, leadership and sales. Managers need to understand a person’s strengths, so they can capitalize on them. They also need to understand employees’s weaknesses to be able to provide appropriate and effective coaching. This provides helpful insight for effective leadership and communication coaching, as well as, sales coaching. For example, if the JPP Model identifies the need for a higher degree of sociable behavior in the position (i.e. initiating more communication with others, building sales relationships, and being more people focused) but the employee has lower Sociability, then the manager can provide some practical suggestions about taking the initiative to contact and communicate with others, identifying processes for building effective business relationships, etc. In other words, they provide activities, processes, and skills to fill the behavioral gap.

Note: coaching for behavioral changes is only effective when an employee has at least 3, and preferably 4, of the key primary characteristics necessary for the position.