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Free Forms and Templates |
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Individual Forms and Templates |
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Employee
Coaching |
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Coaching
is the principle means by which
people learn what makes their
organizations tick, what it stands
for and how they can contribute
to it over time. Remember behavioral
strengths and motivational forces
vary from employee to employee.
You have to become a leader. As
leader you are a coach who is
willing to empower and coach employees
and promote accountability. It
is top management's responsibility
to be a coaching role model for
the other leaders to follow. Coaching,
in great measure, involves asking
questions. The intention is to
help them learn a problem solving
process. Effective coaches ask
open-ended questions such as:
What alternative solutions have
you identified?
The characteristics of a good
coach are:
• confident in the abilities
of individuals
• enthusiastic
• supportive
• goal-oriented
• knowledgeable
• a good communicator
• patient
• responsive
• an excellent listener
Coaching employees removes barriers
and emphasizes individual and
team achievement of a common organizational
goal. Leading and coaching employees
facilitates effective communication
from all levels of an organization
and provides better feedback and
dialogue. Employees can learn
in a positive way how they can
make efforts to support the organization.
The coach has to:
• set clear expectations
• set performance standards
• measure performance
• correct deviations from
performance standards
• make it clear that you
are on the same side as the employee
• provide guidance while
preserving the employee's self-esteem
Employees judge their supervisor
on the following interpersonal
skills:
Decision-making—
the extent to which a subject
is unbiased and impartial in making
decisions
Consistency—
the extent to which a subject
treats staff consistently and
does not play favorites
Empathy—
the extent to which a subject
can see things from the perspective
of his or her staff
Equality—
the extent to which a manager
treats employees like equals rather
than as inferiors
Supportiveness—
the extent to which a manager
provides substantive, symbolic
and emotional support to employees
Fairness—
the extent to which a manager
is fair and non-exploitative in
resource exchanges with employees
Respect—
the extent to which a manager
is respectful and sensitive in
interactions with staff
Communication—the
extent to which a manager is open
to the advice and feedback of
staff.
Steps
in Coaching an Employee:
1.
Communicating the organization's
vision, mission and goals to employees.
When this foundation is not clearly
in place, productivity decreases
and organizational tension is
elevated. Clear and consistent
communication results in employees
who feel connected to a purpose
larger than themselves.
2.
Plan the development of employees
and identify employee development
needs
3.
Express the performance standards
for the job and review past performance
of the employee.
4.
Explain why it is important to
the business for the employee
to perform well.
5.
Give the first knowledge of the
skills to be learned and the tasks
to be performed. Give instructions
on the job and review job description.
Set healthy and motivating goals.
You have to describe the areas
of performance that the employee
must improve and explain desired
performance in terms of results
that are to be achieved. You should
have clear expectations of what
should occur, know what behavior
and performance occurred and what
must be done to resolve or improve
the situation.
6.
Ask to the person's why performance
does not meet standards and if
the employee believes there is
a problem. You have to set a positive
example of desired performance
and behaviors teaching through
their actions.
7.
Discuss possible solutions. Let
the employee develop steps to
solve the problem to create a
sense of ownership in the solution.
If the employee cannot develop
a plan, develop one for the employee.
Get the facts and provide direction
to resolve the problem.
8.
Do a written action plan containing
specific goals and timetables
for meeting those goals. Retain
a copy as documentation of the
meeting.
9.
Ensure a follow up on performance
based on the goals stated in the
action plan. You have to provide
feedback on how the employee is
doing.
To effectively coach you need
to constantly adapt your approach
and response to the needs of the
individual employee, the situation
and their current position on
learning. To counsel employees,
the coach has to focus on the
goals that he’s trying to
get the employee to achieve.
It
is important than employees know
how their work can contribute
to the goal and be able to answer
to these questions: What the goal
is? How the goal is achieved?
What part their work plays in
reaching the goal? As coach you
have to understand the dynamics
of learning and deliver instruction
in the most appropriate ways:
explanation, demonstration, practice,
and feedback. You should always
correct mistakes when they occur.
Remember, coaching can help you
to improve poor employee performance.
It is often the first step of
the progressive discipline process.
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