Managers as coaches


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Managers as coaches

  1. 1. Coaching in Indian context<br />10DM-007 AdityaAgarwal<br />10HR-001 AasthaGarg<br />10HR-013 GeetanjaliNegi<br /> 10HR-020 Monishita Chandra <br />10HR-030 Ritu Kumar <br />10HR-041 Taapshi Sharma <br />10HR-045 Vijay Motwani<br />
  2. 2. Objective of the Study<br />To analyze the importance of various competencies required in coaches .<br />To identify latest trends in coaching <br />To compare the differences in the Coaching Methodology of<br />Indian Companies & MNCs<br />Manufacturing & Service Sector<br />
  3. 3. Coaching<br />Coaching is an interactive process that helps individuals and organizations to develop more rapidly and produce more satisfying results. <br />Coaching helps employees to set better goals, take more action, make better decisions, and enable them to fully use their natural strengths.<br />
  4. 4. Methodology<br />
  5. 5. Questionnaire <br />Questionnaire <br />Competencies included in the questionnaire:<br />
  6. 6. Scale<br />The questions in the survey asked the respondents about the coaching behaviour of their managers.<br />Never<br />Always<br />1<br />2<br />3<br />4<br />5<br />
  7. 7. Companies approached for the Survey <br />
  8. 8. Respondents of Survey<br />No of companies= 35 <br />
  9. 9. Comparison<br />
  10. 10. Analysis Methodology <br />Averages <br />Averages for each competency for different companies. <br />Sectoral averages <br />Indian and MnC average<br />Rank <br />Total Score: 150<br />Range used:<br />0-20, 20-60, 60-70, 70-80, 80-90 and 90-100<br />Percentage of companies lying in these range.<br />
  11. 11. Comparison between Indian Companies and MNCs<br />
  12. 12. Average Score<br />
  13. 13. Ranks<br />
  14. 14. Comparison between Manufacturing & Service Sector<br />
  15. 15. Average Scores<br />
  16. 16. Ranks<br />
  17. 17. Inferences<br />
  18. 18. Coaching Practices ( Sectors)<br />Special Sessions conducted<br />More of a continuous process – being ingrained in the culture<br />
  19. 19. Coaching Practices ( Companies)<br />Coaching practices - already existing & clearly defined<br /><ul><li>Have started training their top people as coach
  20. 20. No coaching budget</li></li></ul><li>Some more Findings….. <br /><ul><li> Only 1/3 rd of companies in India and 60% MNCs have formal coaching programme
  21. 21. Only 31% organizations considered peer coaching.
  22. 22. Most of the organizations reported that internal coaches were used for manager and supervisors whereas external coaches for executives</li></li></ul><li>Challenges for coaching in India<br />
  23. 23. Recommendations<br />Company should have a formal Coaching Programme to make it more effective.<br />Peer Coaching should be introduced.<br />Indian Organizations should focus on counselling, mentoring and rewarding performances.<br />Internal and external coaches meet to share learning or develop common skill-sets beyond the three-or four-cornered contract for an individual coaching relationship.<br />
  24. 24. Limitations of the Study<br />By its very nature, coaching is personal.. It is tailored to the uniqueness of each student; a prescription, if you will, for their healthy growth.<br />Subjectivity creeps in .<br />Employee may become dependent on the coach.<br /> Sample Size is itself limitation<br />
  25. 25. Thank You!<br />