...Solberg-Tapper Assignment u06a2 – Professional Challenge – Coaching Analysis Final Paper By Dawn Patterson October 1, 2010 I. Overview In summarizing my learning from this course about the coaching and feedback process, I learned the most about myself during the classmate phase of the coaching process. Many things were illuminated over the course of the coaching sessions with my classmates and coworker. Turns out that the concern I brought to the forefront to receive coaching and direction on was one of many symptoms related to a greater issue that wasn’t as easily identifiable as other indicators had suggested. What I believed to be a problem with managing a stressful work environment really was an issue with effective communication. The coaching process is comprised of three elements; planning, conducting the discussion(s), and evaluating. In the planning phase I developed a short-term plan to help the coachee achieve their expressed goal. The next phase of the process, conducting the discussion entailed the actual delivery of the feedback. Lastly, the evaluation phase provided an opportunity to track the progress and adoption of the prescribed approach to train and develop the coachee. The evaluation phase also created an opportunity for the coachee to share feedback with the coach on the effectiveness of the coach’s delivery. I was able to make adjustments to the coaching process and create a better experience for both the coach and...
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...[pic] St. George’s, University of London: Coaching Programme SGUL’s coaching programme was launched in 2008 and to date, over 70 members of staff have benefitted from participating in the programme. Participants are drawn from a wide range of roles. Some currently have line management responsibility, some are aspiring managers and leaders, some have no line management responsibility but are responsible for managing resources or projects. What is Coaching? There are many published works on coaching. The following definitions are particularly helpful in describing what coaching means for SGUL: “Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them”. (WHITMORE, J (2006) Coaching for Performance. London: nb publishing.) “Developing a person's skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals”. (CIPD Factsheet on Performance Management) How does coaching differ from mentoring? Mentoring in the workplace describes a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. This is most effective...
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...Coaching Leadership in the Workplace According to Mike Noble in his article, Transform Managers into Coaches: Five Steps for Coaching Success, an effective manager is a coach and not just a boss. The most effective managers are those who can coach and collaborate. If one is able to coach their employees effectively then they are able to create sustainable long-term results for themselves and their company. Coaching is action of helping others to perform better, whether it is through feedback, demonstrations, or teaching. It is investing in the people within a company and shaping them into better employees so that they can not only perform their tasks better, but also better qualify for promotions. Mike Noble’s article breaks down the five steps necessary for successfully becoming a coaching leader and the benefits of becoming one. By coaching your employees, you become a transformational leader who enhances as well as generates new experiences for employees, thus gaining a stronger level of commitment from them. The first step to transforming a manager into a coaching leader is to build a personal case for coaching. The manager has to want to develop their coaching skills and see the relevance of developing them. Once a manager understands that they can achieve better results through coaching instead of taking a command and control response to management, they will be willing to develop their skills as a coach. Managers are more inclined to seize the opportunity when...
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...Factsheets > Coaching and mentoring Coaching and mentoring Revised September 2014 Related resources Factsheets Learning methods Induction In this factsheet What are coaching and mentoring? Developing a coaching culture Who delivers coaching in UK organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high performance...
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...Unit 6 Written Assignment: The importance of developing interpersonal skills It is important to not only develop your interpersonal skills, but be aware of them. Unlike other skill sets, it is likely that you are already in possession of some interpersonal skills. They are important is business, because they determine how interact with people, approach tasks and influence many aspects of our working lives. This is why they are given such high regard in business (Open University , 2013). Listening Listening is regarded as part of a communication. As well as the act of listening, there is also a degree of analysis involved in this skill. In fact, there are five stages to the listening process they are, receiving, understanding, remembering,...
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...DEVELOPING COACHING SKILLS FOR THE WORKPLACE ACTIVITY 1 Introduction In this report I will describe two types of coaching and how coaching can be directive and non-directive. Also, I will explain two differences between coaching and other learning and development methods. I will identify 3 benefits of coaching to the organization and an explanation of 3 ways that coaching can be used to meet organization objectives. Moreover, I will explain the meaning of coaching culture and therefore 2 options for developing it within an organization. And in conclusion, I will identify 3 advantages and 3 disadvantages of developing in house coaching. 2 types of coaching * Sports Coaching: This is what many people think of when they hear the word “coach”. A “player” is helped to develop their skills by a “coach”. On the other hand, the term sports coach encompasses a wide range of roles and approaches, from the football manager on the touchline, through one-to-one coaches for athletes and players, to specialist coaches for fitness and health. There are also coaches who focus on the ‘mental game’, helping sports players fine-tune their psychological preparation for high-pressure events. * Executive coaching: is a form of business coaching which is typically aimed at developing senior managers, directors and key players within a business setting. It may enhance current performance, taking skills and abilities to a new level and help individuals adapt to new situations or it may...
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...Effect of coaching on employee performance and organizational performance Name: YUE YIN Student Number: YINYU1302 Course: MGT3HRD Tutor: Ajay Kumar Date: 17/12/2015 Table of Contents 1.0 Introduction 3 2.0 Coaching improve employee performance 3 3.0 Benefit to the organization 6 4.0 Barriers to coaching 8 5.0 Conclusion 8 References 10 1.0 Introduction The global competitive market place today has shifted the way modern organizations approach human resource within the organization. The flatter organizational structure coupled by job insecurity among workers and particularly new one find it difficult to adjust to the new changes. The newly promoted staffs are also finding it difficult to adjust to the progress and develop quickly as they gain new skills and responsibility. Coaching is one of the best strategies that can be used to help these workers to be more adaptable and increase their flexibility. Coaches can use different learning styles to support a range of employee who need specialized skills in order to increase their performance. Since individual needs are highly diverse, a one size fit for all is obviously inappropriate. Thus, organization needs to develop new strategies that support the organization to tailor individual needs (Ellinger, Ellinger & Keller, 2013). Coaching can be used by managers to provide a flexible responsive development approach which can support many workers with diverse needs compare to traditional form of training...
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...classroom to improved performance in the workplace has been a confounding one. For one thing, it isn't easy to change behavior patterns, because they've been ingrained over time. To correct performance issues, new behaviors have to be introduced and consistently reinforced over the long term. This means following up programs with enough continued learning, feedback, coaching and accountability to stimulate the growth of new neuronal connections that eventually take the place of old ones. Unaware of this reality, organizations have wasted billions of dollars annually investing in learning programs that fail to change behavior. The greater challenge of the quest for this "Holy Grail" is that the solution doesn't involve fixing just one thing. A myriad of variables within an organization influence whether learning is reinforced until new behavior patterns are established. A process I call Train-to-Ingrain was designed to achieve permanent, measurable improvements in performance by optimizing aspects of training and development that impact on learning transfer: - COMMITMENT - Support follow-up reinforcement - COACHING - Prepare direct managers for their development role - FOLLOW-UP - Integrate reinforcement programs with assessment and training programs - ACCOUNTABILITY - Measure performance improvement and calculate ROI - TRAINING FOR TRANSFER - Incorporate learning strategies that promote application and reinforcement of skills - LEARNING NETWORKS - Coordinate...
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...ABSTRACT Introductions The use of coaching and mentoring is on the rise within the workplace. Several organizations have adopted the process of coaching and mentoring as development tools to develop those employees who are seeking future advancement. Also, they are setting the foundation for future leaders. The adaption of these developmental tools within an organization is providing employees with the necessary feedback and support to establish and plan their career. Coaching and mentoring provides an employee with the necessary leadership and management skills they would need to strive up the career ladder within an organization. These processes are both ‘helping’ activities, employed either as distinct interventions or together as part of a package of personal development? Coaching and mentoring are deemed a highly effective way to help employees through talking, sense of direction and guidance, self esteem, efficacy and accomplishment. The differences in the application stages of these processes are naturally reflected in the results. Coaching and Mentoring In my opinion, Coaching and Mentoring are excellent programs for organization to have in place, especially for personal whom are seeking future advancement and want to excel in their careers with the organizations. A recent CIPD (Chartered Institute of Development) surveys have reported that the use of coaching and mentoring as development tool are increasing within organizations. According to those who...
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...partner programs, and brand management. Those services can be broken down into five categories: Internet, publishing, licensing, training, and academies. IMG College has been named to Training magazine’s 2011 list of the nation’s top 125 companies with the best employee training and development programs. Training magazine is a 43 -year-old professional development magazine that advocates training and workforce development as a business tool. The magazine explores management, which enhance bottom-line impact and development programs. The training top-125 ranking is based on myriad benchmarking statistics such as total training budget; percentage of payroll; number of training hours per employee program; goals, evaluation, measurement, and workplace surveys; hours of training per employee annually; and detailed formal programs. The ranking is determined by assessing a range of qualitative and quantitative factors, including financial investment in employee development, the scope development programs, and how closely such development efforts are linked to business goals and objectives. ("Training 2011 top 125," 2011) The comprehensive, year-round employee and team development program, which was initiated by ISP Sports in 2001, was among the numerous reasons IMG Worldwide acquired ISP Sports and merged the company into its IMG College division in the fall of 2010. The training program enabled the...
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...HRM/326 Employee Development Training is an important aspect of all organizations. Although an individual brings to the organization a specific set of skills and knowledge, it is important that these individuals be consistently developed to ensure growth of the employee and the organization. A method to ensure that training programs are successful and are meeting objectives is to conduct assessments. Assessments can help managers and the organization better understand their employees and who can be developed. In addition, it is a way to find out who cannot be developed and may no longer fit with the organization. Importance of Assessments Assessments are important to employee development because they measure the employees’ job performance. There are assessments that can measure production-oriented work and there are assessments that will allow an employer to know how well an employee is performing and the quality of work they are turning out. The assessment will also let you determine whether or not the employee obtains the skills needed to perform the job. The assessment will help the company identify the strengths and weaknesses of their workforce individually and as a team. The training and development needs can also be identified through the implementation of employee assessment. “Development helps build upon employee aptitude and current performance” (Mayhew, 2013, ). Through the use of assessments you can determine which of the current development programs...
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...Contents Page Number Introduction………………………………………………………………………......................4 Question One………………………………………………………………………………………….....5 Question Two…………………………………………………………………………................11 Conclusions ……………………………………………………………………………...............16 Recommendations........................................................................17 References..................................................................................18 Bibliography................................................................................19 Appendices.................................................................................21 Appendix 1 – Implementation Plan Appendix 2 – Reflective Statement Introduction Further to the proposed management development programme made to Whitstable Party Planning Company and the 30 minute taster training session that was arrange for line managers, this report will provide advice and research on methods of learning that can be implemented into Mr Handley’s business. Topics from the proposed management development programme included Leadership, Engagement, Annual turnover analysis, Change Management, Feedback, Equality and Diversity and Handling Difficult Conversations. Learning is critical to build business competence and gain competitive advantage in the market. The report will consider a number of current learning interventions, and why they may or may not be suitable for implementation at Whitstable...
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...Assignment 314: Understanding discipline in the workplace The legal aspects and organisational policies relating to discipline in the workplace The most important pieces of legislation governing discipline at work are found here: • The Employment Act 2008 • The Employment Tribunals (constitutional and Rules of Procedure) (Amendment) Regulations 2008 Also the ACAS code of practice on disciplinary and grievance procedures is very important to follow for good practice, although not legally binding. Other pieces of legislation that refer to disciplinary issues include: • Employment Rights Act 1996 as amended • Employment Rights Dispute Resolution Act 1998 • Employment Relations Act 1999 • Employment Rights Act 2004 These pieces of legislation...
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...What is Leadership? Leadership is a process of getting things done through people. Leaders are getting things done by working through people. Leadership has been described as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. (Chemers, M. M. (2002). Meta-cognitive, social, and emotional intelligence of transformational leadership: Efficacy and Effectiveness. In R. E. Riggio, S. E. Murphy, F. J. Pirozzolo (Eds.), Multiple Intelligences and Leadership.)1 In today’s world, definition of leadership is changing. A leadership guru, Barry Posner, makes the following observations about the needed change in how business leadership is viewed: In the past business believed a leader was like the captain of a ship: cool, calm, collected. Now, we see that leaders need to be human. They need to be in touch, they need to be empathetic, and they need to be with people. Leaders need to be a part of what’s going on, not apart from what’s going on.1 Leadership Behaviors Noted leadership researchers House and Podsakoff have summarized the behaviors and approaches of great leaders that they drew from modern theories (e.g., charismatic and transformational) and basic research findings as follows1: Vision; Great leaders articulate and ideological vision that is congruent with the deeply held values of followers, a vision that describes a better future to which the followers have a moral right. Passion and self-sacrifice;...
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...and the role of Human Resourcing Unit Number 3DCS Developing Coaching Skills for the Workplace Nichola Mackay 0510453 CIPD Foundation Certificate 15 January 2014 1000 Words Summary The below should help you understand the nature and purpose of coaching, know how to use a coaching style to improve performance in the workplace and be able to identify ways in which coaching can be implemented in an organisation. Contents Intoduction…………………………………………………………....1 Directive and Non-Directive Coaching…………………………...1 How coaching differs from other development needs…….….1 3 ways in which coaching can be used to meet organisational objectives…………………………………………...2 The role of a coach and cochee……………………………...…..2-3 3 potential benefits coaching for the..........................................4 coachee and 3 for the organisation 2 different ways in which a coaching culture could be implemented within an organisation..............5 Bibliography……………………………………………….................6 Coaching is a teaching, training or development process which an individual is supported while achieving their specific personal or professional result or goal. The individual receiving coaching will be referred to as the client or the coachee. "Coaching is unlocking a person’s potential to maximise their own performance...
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