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The documented Mid-year Coaching Discussion is a formal conversation between a supervisor and an employee to review performance related to the employee’s job responsibilities, goals, and core competencies outlined in their performance plan. This discussion provides an opportunity to assess progress, recognize accomplishments, clarify expectations, address any challenges, and make adjustments to goals as needed to support continued success.

• The meeting is required for all classified employees.
• The meeting includes a review of the work plan and any modifications resulting from changed business conditions.
• The supervisor provides a preliminary rating and discusses the employee's performance on goals and competencies for the first six months.
• The employee and supervisor agree on goals and competencies for the remainder of the year.
• The meeting requires written comments documenting progress and possible areas for improvement.
• The supervisor and employee must review progress toward training requirements.

• Supervisors must conduct a performance discussion after the completion of 90 days of the probationary period or trial service.
• Supervisors should document the time, content, and date of this conversation either in Cornerstone or on the Classified Performance Evaluation Form. Departments can also maintain the documentation in informal supervisory files.

Effective coaching begins with the employee’sÌýperformance planÌýand development ofÌýSMART goals, but can also be used to address issues as they arise. Coaching is an ongoing conversation between managers and employees that:

• Clarifies expectations of performance
• Addresses discrepancies between the expected and actual performance
• Increases the opportunities for success with employees
• Strengthens the relationship between the employee and the supervisor

Informal feedback through ongoing coaching creates work environments where employees are willing and able to ask questions.ÌýSafe/open work environments allow a free-flowing dialogue about performance in which mistakes are transformed into learning opportunities. During the coaching process, it is important to discuss the consequences and impact of employee actions and behaviors. A coaching meeting helps to align the employee with the vision of the department and supervisor, which can gain employee buy-in. Ìý

Informal feedback through ongoing coaching creates work environments where employees are willing and able to ask questions.ÌýSafe/open work environments allow a free-flowing dialogue about performance in which mistakes are transformed into learning opportunities. During the coaching process, it is important to discuss the consequences and impact of employee actions and behaviors. A coaching meeting helps to align the employee with the vision of the department and supervisor, which can gain employee buy-in. Ìý

Coaching can involve a variety of processes, such as:

• Providing on-the-job training
• Seeking external training opportunities for an employee
• Encouraging shadowing of more experienced team members

Coaching may occur during the evaluation of a finished project:

• Analyzing results and processes
• Dissecting where performance was acceptable and areas that could be improved
• Discussing what was learned during the project and what can be improved going forward

At difficult times, coaching includes confronting poor performance and working through progressive discipline.