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Coaching Needs To Change: A Case Study

Good Essays

MEDIUM TERM (1 year)

The attitude to a culture of coaching needs to change. Line managers at the moment generally don’t see this as their role. Line managers already have some of the necessary skills needed to coach but as ILM (2011) states “coaching is a management skill that people have to work on and improve. This calls for training, experience, ongoing development and support.” This therefore means that ongoing training will be needed. The way to support line managers and to make sure they believe in the importance of this programme is by using workshops and allowing managers to choose if they want to be involved or not. Forcing someone to be involved is likely to cause issues. Set the managers up for success with the understanding of …show more content…

The main purposes that coaching and mentoring can be used for within this organisation is for everyone within the organisation to be fully involved within this programme so it meets the current and changing needs. Diversifying an organisation can be very disquieting for team members as change can be a difficult thing to take hold of. To succeed at coaching and mentoring, the team need to understand that the main role of this is to help people to learn and within this, that they are motivated to learn. The largest challenge is to ensure that the people in the organisation can cope will all the changes and therefore commit to bringing this forward. This is not just a benefit for the organisation but a benefit for the individual as their knowledge and skill within a role will grow and therefore more opportunities may arise and confidence may grow. Once coaching and mentoring have been implemented, the main priorities (IT skills and customer care) will naturally take shape and become embedded within all …show more content…

It is important for the line manager to want to be involved. If their full support is not within the programme, then they will likely lose focus and interest and the programme will fall. As stated in the recommendations, the line managers should be given the opportunity to choose whether they want to manage.

By bringing in this programme, it is obviously a necessity to see the value of what it has brought in since the launch. The CIPD (2009) shows us that the Child Benefit and Tax Credit Office, once implementing the coaching and mentoring programme, the front-line staff’s engagement had grown and they had realised that every individual within the business could make a difference. For this organisation to evaluate how the programme has helped, it is best to start with how their staff have improved.

Phillips and Phillips (2008) created a framework for business evaluation and often the best way to evaluate the outcome is by using a varied amount of feedback options and diagnostics. Mc Gurk (2010) stated that the best way to evaluate the outcomes is by following the

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