Components of the IGROW model

The IGROW model for performance improvement is used as a performance evaluation method that targets specific skill issues. This model benefits organizations on a global scale and shows consistent success. In applying the IGROW model in your workplace and on underperforming employees, you must first understand its five components:

• Issue
• Goal
• Root cause
• Options
• What’s next

Issue

The first step of the IGROW process involves identifying the issue and addressing it with the employee. As a manager, start the coaching process by detailing the specific problem that needs addressing. Be clear, concise, upfront and honest, letting them know it’s a serious problem affecting their performance. Include specific, yet measurable indicators so they understand the extent of the problem.

The questions you might ask at this stage include:

• On a scale of one -10, 10 being the highest, what would you score yourself in this skill area?
• Is there anything we could have done to improve your skills in this area?

Goal

The second step of the IGROW process is to present a clear goal to the employee. Offering a specific goal gives an exact indicator of what they need to do to reach the end result along with the level of improvement involved. Additionally, when offering a goal, explain that you are willing to help as needed.

The questions you might ask at this stage include:

• How advanced do you want to be in this position?
• How would you identify when you’re at the appropriate skill level?

Root cause

The third step of the IGROW process requires the employee to engage more with you. Managers often speak the most in these meetings, but finding the root cause of the problem is only possible if the employee explains their situation. Ask them why they believe the issue occurs, among other open-ended questions. Let them do most of the speaking and take note of anything that stands out.

During this process, analyze their behavioral habits as well. Some managers only look at metrics, forgetting that behavior often has a direct impact on them. Look beyond the metrics and identify any potential concerns leading to the loss in metrics.

The questions you might ask at this stage include:

• Why do you think you need improvement in this area?
• What prevents you from performing this skill well?

Options

With problematic behaviors identified, the fourth step in the IGROW process involves determining potential options for the employee. Work with your employee and develop a plan to improve their performance. If they need more training to improve the required skill, include that in your plan. If your budget cannot cover additional training, try pairing the employee with a higher performer and monitor their progress.

The questions you might ask at this stage include:

• If you spoke to a teammate, what would they suggest for your improvement?
• What resources can we provide to help?

What’s next

The final step of the IGROW process identifies what’s next for the employee. Your objective here is to create a secondary plan that monitors and leverages the previously agreed upon options. At this stage, many managers use a development action plan (DAP). A DAP is used to understand goals and outline methods of achieving those goals. Work with the employee to create this plan and ensure they add many of their own ideas as well. Include feedback as part of the plan, requiring your own input as the employee progresses.

The questions you might ask at this stage include:

• How much time do you think you need to implement these options?
• How long do you think it will take to reach your goal?

Related:How to Create a Performance Improvement Plan

Best practices as a manager

The following list outlines best practices to consider as a manager using the IGROW model:

Be consistent

In whichever way you use the IGROW model, use it the same way for all employees. Although developed plans may differ, the process itself should remain the same. Don’t offer special considerations to any employee.

Offer public credit or congratulations

As employees reach critical milestones within the IGROW plans you helped create for them, congratulation them publicly. Not only does this empower the employee, but it also lets others know that they’re improving as well. Congratulating employees publicly further builds comradery and teamwork among employees.

Accept feedback

While your main goal might be to help and offer feedback to the employee, don’t disregard their own feedback as well. Ensure you listen to them and other employees. When you’re pushing too hard or not enough, many employees are brave enough to tell you. They want you working at your best as well.

S.M.A.R.T. goals

Using S.M.A.R.T goals is an effective strategy when implementing the IGROW model. S.M.A.R.T. goals or Smart Criteria outline the necessary components for effective goals.

Smart goals are:

• Specific
• Measurable
• Attainable
• Relevant
• Time-bound

Specific goals include explicit details on what exactly the goals are and what defines them. Measurable goals are those counted with identifiable metrics. Attainable goals are those within your reach and are possible for you with current resources. Relevant goals are those that pertain to you or your business. Time-bound goals outline a specific time in which the goal must be completed.

IGROW frequently asked questions

The following list outlines some of the most common questions in regard to the IGROW model:

Can the IGROW model be applied to any industry or business?

The IGROW model’s specifications are broad enough for application in a wide variety of industries and workspaces. It offers a means of identifying a problem and offering a solution, making it easily translatable into any subject area.

How do we properly set goals and timelines?

Goals and timeframes are specific to your business. The plan you implement needs to align with your own business goals. For example, if you know a large project begins in the next five months, ensure your employee completes their goal within three to four months.