chapter 10 - excise tax of transfer and business taxation
Guiding and improving employee performance through 2
1. Guiding and Improving Employee
Performance Through
Coaching Partnerships and Mentoring
2. Why not Coaching and Mentoring?
• “Learning in a Down Economy”
– Recent ASTD research report
– Only 23% of organizations utilize coaching or
mentoring programs to a high extent
• Benefits are highly intangible
• Difficult to measure
• Time and effort
Ketter, 2009
3. The Case for Coaching
• Coaches provide critical feedback
• Coaches help you set realistic goals
• Coaches keep you in balance
Tom Brown, 2003
4. British American Tobacco
• BAT Business and Leaders Program
• Began with Action Learning
• Next 12 months
– 6 intensive two-day events
– 12 group coaching tutorials
– 12 individual coaching sessions
• Coaches and Senior leaders monitored new
skill transfer to the workplace
Robson, 2004
5. Minneapolis Children’s
Medical Center
• Coaching program for Physician Executives
• Program focus
– Management Skills
– Leadership Skills
– Interpersonal Skills (individual and group)
• Quarterly training over two-year period
• Included use of personalized coaching
Marr & Kusy, 2009
6. The Roeper School
• Peer Coaching
• Focus was on implementing differentiation
techniques in the classroom consistently
• During the school year
– 3 classroom observations
– Central log for remarks about observations
– Monthly meetings
Latz et al, 2009
7. Results
• Improved work habits and work climate
• New and advanced skills
• Nonparticipants notice positive changes
• Heightened sense of confidence
• Positive changes also impacted personal life
• Initiative
• Development and advancement
