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Performance Management Technologies for Organizational Coaching Application of Modern Technology and Social Media in the Workplace Tiffany Poeppelman LinkedIn Nikki Blacksmith The George Washington University 94 In order for organizations to help improve their employees’ skills and behaviors, technologies are being developed to allow companies to observe employees, allow those employ- ees to practice their skills in safe environments, and gather feedback on their performance. In addition, companies today using traditional training techniques continue to find that some performance management methods are not as effective alone, because the workforce needs more time to practice their skills prior to being able to apply them on the job. This has led to the increased use of coaching and technologies to improve performance. Coaching in the 21 st -Century Workplace In today’s workforce, there is an increased use of coaching as a critical and effective learning tool. Not only is it leveraged to enhance performance but also to enhance engagement, em- ployee well-being, and organizational change (Grant, 2007). As such, organizations are increasing the amount they invest in coaching programs for both executives and managers (Wright, 2005). In 2004, at least one in five managers were trained in coaching skills (The Work Foundation, 2004). According to the International Coach Federation, coaching is defined as, “An interactive process to help individuals and organizations develop more rapidly and produce more sat- isfying results; improving other’s ability to set goals, take action, make better decisions and make full use of their natural strengths.” Although coaching is a broad concept for performance management, there are different types of coaching conversations happening within organizations. The first is often referred to as transactional coaching, which is when coaching happens on the go or in the moment when a problem arises. The second type is transformational coaching, which is when a coach helps identify career opportunities for employees (Chittenden, 2012). Core coaching skills and abilities outlined in most coaching certification programs January 2016, Volume 53, Number 3