Julie Han – Review

There’s no trick to finding a career coach. Simply search the name of your hometown and the words “career coach” in an internet search engine, and you’ll have plenty of results at your fingertips. The real secret, however, is finding a good career coach. JulieHan has some nice tips on this.

The first thing you want to make sure of is that you’re getting good value for the money you’ll spend on this coach. If you’re unemployed, your money is more precious than ever, so you don’t want to waste it on someone who is overcharging you or only helping you out halfheartedly. The first step, then, is to contact as many career coaches within driving distance and find out how much they charge per session. Eliminate anyone who’s charging fees out of your price range. You should also see what this fee includes.

Are there books, manuals, special software or any other helpful materials that come along with this fee, or does the money strictly go towards paying the coach’s salary? The second thing you should find out is if the career coach guarantees that you’ll have a job by a certain date. Do they offer some money back if you don’t have a job by then? Of course, it might be unfair to expect a career coach to offer all of your money back should you not be able to find work-some people are almost unhirable, so why should a coach lose his or her fees if it’s entirely the customer’s fault that she or he can’t find work? But still, compare guarantees and money-back offers carefully before you choose your coach.

The next aspect to evaluate when you’re comparing career coaches is the techniques that each one uses. Here, you might want to sign up for a few free consultations with a few different coaches so you can really get a sense of their style. Do you have to go to their office for every appointment, or are they willing to meet you, say, for lunch at a café on occasion? Do you have to meet with a group? (You’re much more likely to get the attention you need if you meet with a career coach individually.) How often in advance can you schedule an appointment? If you find that you have a job interview suddenly scheduled within twenty-four hours, you might want to meet with your coach that night to run through a few mock interviews.

After meeting with a few career coaches, you’re ready to choose the best one for you. You’ll want to select the coach that you feel the most comfortable working with, the person whose style, methods and personality you believe will be the most helpful to you. Take some time to weigh this decision thoroughly. Your career coach will be more than an advisor and consultant, after all; he or she might end up being a valuable partner and perhaps even a close friend.

Effective Performance Management Steps- Pici&Pici

Over the last 15 years I have worked with hundreds of managers, including team leaders and supervisors, in organizations of all shapes and sizes. Many of those managers were, by their own admission, reluctant to manage. Of course on a day by day basis they did manage people – they answered questions, allocated work, went to management meetings, and held some team briefings. But what they most often didn’t do is apply a focused and structured approach to managing their staff’s performance. Pici&Pici has some nice tips on this.

In theory, managers know they should be managing performance, that they should be using the review or appraisal system, and that they should be having dynamic discussions with their staff about their performance. But clearly there’s an obvious difference between knowing you should do something and actually doing it. And when managers don’t manage, the business suffers and so do their staff. So what’s the answer? These are five steps I’ve seen applied, by my clients, with very positive effect:

Step One – Help managers to understand why performance management is important to the business

Do managers need help in understanding the value of managing performance? Do they need to understand why effective performance management is a critical commercial issue and how effective performance management impacts business success? Only through getting this clarity can a manager gain the confidence that there will be some real business benefit derived from their efforts. Otherwise, why bother?

Step Two – Help managers understand why performance management is important to their staff

Do managers know that research shows that what people seem to want, and want quite badly, is to be well managed? That they want a strong, mutually supportive relationship with their manager based on interest and clarity? Much of what ‘well managed’ means is effective performance management. The manager’s role in the satisfaction and the engagement of their staff can’t be overstated but often needs to be explained.

Step Three – Help managers to embrace their right to manage performance

Frequently the managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role – managing performance. They clearly know there are expectations of them as managers but they don’t feel they have somehow earned the right to manage. Do managers need to understand the rights they have to manage? Do they know what those rights look like in practice?

Step Four – Give managers the tools and techniques they need to manage people’s performance

Do managers have access to a range of tools and techniques which can make the seemingly complex much, much simpler? How can we expect managers to know, for example, that there is a simple way to give feedback about even the most ‘difficult’ performance issue so that the issue can be understood and accepted by the staff member? Managers just do not have the time to work these processes out for themselves so they either waste a lot of time (and staff good will) on ‘trial and error’ or they just give up.

Step Five – Ensure that managing performance is a top priority for your managers

Do managers have ‘managing performance’ listed in their job description, their job objectives or anywhere else? I have heard hundreds of managers tell me that there is nothing written down or agreed that describes their responsibilities as a performance manager. So why would a manager dedicate time and effort to an activity for which they are not held accountable, for which there is no reward, which appears to be just about the lowest priority of the business?