Human Resource

Management

Coaching
Definition

 “Coaching is a personal (usually one-2-

one) on the job approach used by
managers and trainers to help people
develop their skills and levels of
competence.”
Meaning

 Coaching is a way to provide ongoing

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

 Two way dialogue between employee

and employer or trainer.
 A series of interdependent steps or
objectives.
 Specific coaching skills.
 Mutual satisfaction.
 Help is not only by telling but also by
demonstrating the correct actions.
 Continuous monitoring of
performance.
 Focus on a pattern of behaviour.
 Can be used at all organisational levels
Steps in coaching
 Coaching process has two
primary areas of focus.
– Helping employee recognise the
need to improve their performance
– Developing an employees
commitment to taking steps to
improve performance permanently.
 To attain the two objectives coaching
follows the following steps
– Build mutual trust.
– Open the meeting.
– Get agreement on performance problem.
– Explode solutions.
– Get commitment from employee to take
action
– Handle excuses
– Close meeting
Types of coaching
 Performance coaching.
 Skills coaching
 Career Coaching
 Personal or life coaching
 Business coaching
 Executive coaching
 Team facilitation
 Work shadowing
Problems in Coaching
 They assume
 They avoid
 They generalise
 Right string, Wrong Yo-Yo
Merits and Demerits
 Merits
– Coaching method is akin to learning doing.
– It requires the least centralised co-
ordination from staff.
– Immediate feedback and periodic
evaluation enables trainees to learn the
job easily and without mistake.
– Increases motivation of the employee.
– Improve productivity, quality and
customer service.
 Demerits
– Trainer may impose on trainee his
work haits, ideas, beliefs, and
methods of working.
– Depends on ability of trained. If
trainer is inexperienced, posses
pseudo-knowledge, and follows
dogmatic principles there would not
be any use of coaching the trainee.