HumanHuman ResourceResource ManagementManagement

CoachingCoaching

DefinitionDefinition

““Coaching is a personal (usually one-2-Coaching is a personal (usually one-2-one) on the job approach used by one) on the job approach used by managers and trainers to help people managers and trainers to help people develop their skills and levels of develop their skills and levels of competence.” competence.”

MeaningMeaning

Coaching is a way to provide ongoing Coaching is a way to provide ongoing feedback to employees about their feedback to employees about their performance. It is applicable in performance. It is applicable in traditionally as well as modern traditionally as well as modern organisationsorganisations. Coaching differs from . Coaching differs from feedback, although feedback is a part feedback, although feedback is a part of the coaching process. Feedback is of the coaching process. Feedback is given by a manager or supervisor in given by a manager or supervisor in response to specific event or situation.response to specific event or situation.

Characteristics of coachingCharacteristics of coaching

Two way dialogue between employee and Two way dialogue between employee and employer or trainer.employer or trainer.

A series of interdependent steps or A series of interdependent steps or objectives.objectives.

Specific coaching skills.Specific coaching skills. Mutual satisfaction.Mutual satisfaction. Help is not only by telling but also by Help is not only by telling but also by

demonstrating the correct actions.demonstrating the correct actions. Continuous monitoring of performance.Continuous monitoring of performance. Focus on a pattern of behaviour.Focus on a pattern of behaviour. Can be used at all organisational levels and Can be used at all organisational levels and

by team leaders.by team leaders.

Steps in coachingSteps in coaching

Coaching process has two Coaching process has two primary areas of focus.primary areas of focus.– Helping employee Helping employee recogniserecognise the the

need to improve their performanceneed to improve their performance– Developing an employees Developing an employees

commitment to taking steps to commitment to taking steps to improve performance permanently.improve performance permanently.

To attain the two objectives coaching To attain the two objectives coaching follows the following stepsfollows the following steps– Build mutual trust.Build mutual trust.– Open the meeting.Open the meeting.– Get agreement on performance problem.Get agreement on performance problem.– Explode solutions.Explode solutions.– Get commitment from employee to take Get commitment from employee to take

actionaction– Handle excusesHandle excuses– Close meeting Close meeting

Types of coachingTypes of coaching

Performance coaching. Skills coaching Career Coaching Personal or life coaching Business coaching Executive coaching Team facilitation Work shadowing Work shadowing

Problems in CoachingProblems in Coaching

They assumeThey assume They avoidThey avoid They They generalisegeneralise Right string, Wrong Yo-YoRight string, Wrong Yo-Yo

Merits and DemeritsMerits and Demerits

MeritsMerits– Coaching method is akin to learning doing.Coaching method is akin to learning doing.– It requires the least centralised co-It requires the least centralised co-

ordination from staff.ordination from staff.– Immediate feedback and periodic Immediate feedback and periodic

evaluation enables trainees to learn the evaluation enables trainees to learn the job easily and without mistake.job easily and without mistake.

– Increases motivation of the employee.Increases motivation of the employee.– Improve productivity, quality and Improve productivity, quality and

customer service.customer service.

DemeritsDemerits– Trainer may impose on trainee his Trainer may impose on trainee his

work work haitshaits, ideas, beliefs, and , ideas, beliefs, and methods of working.methods of working.

– Depends on ability of trained. If Depends on ability of trained. If trainer is inexperienced, posses trainer is inexperienced, posses pseudo-knowledge, and follows pseudo-knowledge, and follows dogmatic principles there would not dogmatic principles there would not be any use of coaching the trainee. be any use of coaching the trainee.