Recently, while surfing through LinkedIn, I stumbled upon an enriching article where “feedback” was the topical discussion. The article, written by one of our seasoned HR professionals, attracted much discussion surrounding “feedback”. The adage advises that “feedback is a gift”.
Yes, “feedback”. Some retorted that feedback is dependent on what is being said and how it is said. Feedback is important, whether negative or positive, because it determines your acumen for professional growth. However, in assessing the culture within many organisations, how many view the provision of feedback as an opportunity for being the change we want to see? As professionals, do we merely tell employees they need to improve their performance and is this sufficient? Do we provide a road map to assist employees to achieve goals that are being set for their improvement? One will agree that a Performance Improvement Plan (PIP) is such a roadmap because feedback is necessary for the successful execution of the PIP. Yet, many are of the view that the PIP should be facilitated alongside mentoring. But do we see this too as sufficient? When such an intervention is recommended, have we considered how an employee may perceive a PIP with a recommendation for mentorship; is it meant to be punitive, or should it be perceived to be an honour.
I am of the view that a PIP and mentoring are insufficient and the exercise should be extended to also include opportunities for coaching, because coaching should occur as a strategy for enhancing learning and development (L&D).
To be effective, L&D must become inclusive.
The PIP should be made available to the mentor, who will use the PIP as the starting point for building the relationship between mentor and mentee and as the sounding board for addressing critical areas identified within the PIP. But this can also unearth other areas not identified in the PIP, for example, addressing issues with confidence and challenges with productivity etc, which can only be determined by the relationship built between both parties.
These interventions increase opportunities for changing mindsets, behaviours, improving knowledge, and enhancing skills, thereby building an environment for trust in which feedback can be given and well received. Further opportunities for the mentee’s manager and HR can constantly check in to measure the progress and effectiveness of coaching, mentoring and the improvements to be derived from L&D initiatives to strengthen the outcomes of the PIP.
These approaches can assist in tapping into employees’ potential, further demonstrating you care about them; and that you care about developing and upskilling them to increase their value in a personal capacity and that of the organisation.
During my career, I was fortunate to cross paths with many giants in the HR profession who have gone before and have imparted many of their life experiences gleaned from the profession over the years. These interactions not only demonstrated the diversity of the managers, but they created opportunities, and have provided many traditional sayings. However, there was one manager whose words resonated with me because she communicated that “she was not developing me for herself by keeping me for herself, but rather she was developing me for the next manager and for my future roles throughout my career”. Although many may find those words to be somewhat simple, it profoundly impacted my life personally, which set the pace for my performance and growth trajectories throughout my career.
Of course, we recognise mentoring takes a lengthier time to become effective based on the feedback received. In the same vein, coaching occurs over a shorter period in the PIP life cycle and is extremely specific, but relevant in addressing areas in the employee’s performance that require immediate improvement.
Commendably, the Institute for Leadership Management (ILM), in an article in 2022, cited “coaching increases collaboration and engagement through improved communication, resolving conflict can also assist employees to improve their interpersonal skills”. These are all representations and critical components for building an inclusive culture.
Notwithstanding, inculcating interventions of coaching and mentoring to support a PIP can be a fantastic way to steer employees towards attaining their chosen career paths in their quest for achieving improved performance in keeping with the PIP and achieving increased levels of job satisfaction.
