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Coaching presentation171207a


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Coaching presentation171207a

  2. 2. COACHING <ul><li>In the dynamic and complex world of work, organisations need to harness the potential of their work force, if they are to be successful in the increasingly changing and competitive market place. </li></ul><ul><li>One tool for achieving this is Coaching. </li></ul>
  3. 3. WHAT IS COACHING? <ul><li>Coaching is a dynamic, motivating interactive approach to assist successful individuals to continually enhance their performance, through confidential one to one sessions with a qualified coach. </li></ul><ul><li>Although often misunderstood as remedial, coaching is about increasing effectiveness and assisting people to reach their full potential and maximise their levels of satisfaction and success. In other words, making what is ‘good’ even better. </li></ul><ul><li>Coaching is a road map for change. </li></ul><ul><li>The Coach assists and facilitates individuals to identify barriers to performance, whether linked to their own chosen behaviours and how they are perceived by others, or to current skill levels, knowledge and experience. </li></ul><ul><li>It assists the individual to increase their own awareness of what they need to do in order to become more effective, and to take responsibility for implementing the actions identified in order to arrive at solutions and realise success. </li></ul><ul><li>It is a way of assisting individuals to continue to grow, learn and change. </li></ul>
  4. 4. Business Case for Coaching <ul><li>Supports the strategy of human resources development </li></ul><ul><li>Age profile, transfer of skills and knowledge </li></ul><ul><li>Business risks </li></ul><ul><li>Relevant to all development of Human Resources, O J T, CAMS and others </li></ul>
  5. 5. USES OF COACHING <ul><li>Coaching is a solution focused approach that targets the individual on where they want to be, and what they need to do to achieve that. It can be used to: </li></ul><ul><li>Enhance overall performance and talent development </li></ul><ul><li>Further develop the skills needed for success in their current role </li></ul><ul><li>Learn the skills and behaviour needed for success in new or future roles </li></ul><ul><li>Get clarity </li></ul>
  6. 6. BENEFITS OF COACHING <ul><li>Improved succession planning through enhanced leadership and managerial skills </li></ul><ul><li>Enhanced organisational performance and effectiveness - individuals learn how they can have an even more positive impact in terms of working towards an organisation’s goals and objectives </li></ul><ul><li>Improved rates of attrition as employees feel more valued by their organisation and the development they can achieve whilst in the organisation </li></ul><ul><li>Improved cohesiveness of the overall team </li></ul><ul><li>Enhanced motivation for each individual </li></ul>
  7. 7. Coaching <ul><li>Coaching is THE Critical Success Factor for CAMS. </li></ul><ul><li>Coaching is not seen as a full time job in the companies. </li></ul><ul><li>It is a role that has to be taken on by any Supervisor, Team Leader or Line Manager to develop the National workforce. </li></ul><ul><li>It has to link to individual performance review. </li></ul>
  8. 8. GROWing with Coaching G oal: What is the objective of this coaching session? O ptions: What are the alternatives? R eality: What is the current situation ? W ay head: What will you do?
  9. 9. Characteristics of Adult Learners Problem- centered Practical Experience- based Self- directed Goal- oriented
  10. 10. Coaching process Objective : Develop the required competences as a coach. Identify and approve minimum common standard competencies required as coach Design Learning Program Check list against NVQ/SVQ list (24 hours = 3 days course) Practical coaching Sessions with supervision and assessment Independent Coaching Demonstrate competence required in the job (6 hours)
  11. 11. The Coaching Process Coach Assessor Verifier Line Manager, Team Leader supervisor : Some staff will stay in this role and not go further Some staff will also want to assess staff and take on The Assessor role Some senior people will take on the role of Verifiers Based on performance, adding value to the business Incentives have to be offered. External certification can be offered.
  12. 12. Critical Success Factors <ul><li>Competence standards for coaching </li></ul><ul><li>Training to be offered regularly, and budgeted for accordingly </li></ul><ul><li>Post- training Support, 1-1 2 hrs per staff </li></ul><ul><li>1 Away day a year – Networks, Peer Support, demonstration of Management commitment </li></ul><ul><li>Coaching part of Individual Tasks & Targets </li></ul>
  13. 13. Developing work based coaches <ul><li>Need to create a learning culture </li></ul><ul><li>Challenge current training methods </li></ul><ul><li>Make work based learning a reality </li></ul><ul><li>Understand HOW adults learn </li></ul><ul><li>Remove obstacles to effective coaching </li></ul><ul><li>Emphasise the intrinsic value of being a coach </li></ul>
  14. 14. CONCLUSION <ul><li>Coach training on its own will not be sufficient. </li></ul><ul><li>Coaching must be supported and fostered by “super coaches” in the workplace. </li></ul><ul><li>Coaching must be seen as an honour not a chore. </li></ul><ul><li>Good coaches must be rewarded and recognized. </li></ul>
  15. 15. <ul><li>THANK YOU </li></ul><ul><li>QUESTIONS???? </li></ul>