Coaching is a method of performance management, among other things

Coaching is an activity undertaken by many organisations as a method of performance management, which also feeds into succession planning, professional development, and progression.

Coaching can help to achieve a highly motivated workforce, through increased engagement, dedication, and commitment.

Coaching activities also help to create positive, healthy working relationships, and competitive advantage.

The Value of Coaching

The activity of Coaching allows an organisation to focus on an employee’s abilities and strengths through applying these to their work. It also allows them to acquire new abilities, skills, and understanding of their role. This ultimately leads to improved performance, efficiency, and overall positivity within the workforce. Possibly one of the best benefits is that team members become more self-reliant.

Coaching can provide several benefits for all stakeholders involved in the business. Ultimately, value is shared from Managers to team members and this, in turn, benefits the Organisation with greater knowledge and intellectual resources. Employees are developed not only for their current role but also for potential future roles, which increases the wealth of the internal human capital of the organisation.

What does coaching involve?

Coaching involves several aspects –

  1. active listening,
  2. questioning,
  3. recognition,
  4. reward,
  5. praise,
  6. trust,
  7. rapport and
  8. constructive feedback.

Future opportunities should remain a strong focus, and a strong trust should be formed between a Manager and employee.

In order for this to happen the coach/Manager should;

  • remain self-aware,
  • avoid judgement,
  • avoid criticism,
  • review performance,
  • offer constructive feedback,
  • believe in the coachee’s ability and potential,
  • and maintain enthusiasm.

An employee must also recognize the Manager as the coach, with a desire to learn and respect the coach’s ability to facilitate this.

The five steps in managing the coaching process

  1. Establish Ground Rules – Ground rules are essential to ensure the coaching process stays on track. In addition, it ensures that both parties involved understand and are aware of what the activity and relationship involves. Firstly, the coachee must firstly be willing to engage in the process/activity. Goals and focus must be clearly defined.
  2. Set a SMART goal – It is extremely important that when undertaking any task that the task itself is Specific, Measurable, Achievable, Realistic and Timely. This ensures that the tasks that you are appointing are fair and reasonable, and that the team member does not find themselves at an unfair disadvantage.
  3. Assess the current reality – In order for the coaching activity to be relevant and appropriate, it is essential that the current reality is understood and acknowledged. This relates to the team member receiving the coaching, the position they are in and what you want their goal to be. One of the best tools that you can apply to determine the current reality is a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats)
  4. Identify options – What are the options for this process, with the individual part-taking in the coaching process? What areas need to take focus for this particular team member, what are the options for coaching so that they are benefitted as a team member?
  5. Devise an action plan – Who is the best person to coach this team member? What are the key areas of focus, how are we going to achieve the desired outcomes? Where will the coaching be focused? When will the coaching take place?

Finally, The Coach

A strong coach requires effective interpersonal skills (questioning and listening), someone who can sit back and reserve the need to interject or take control. The role of a coach is to steer employees to question how to improve themselves, instead of prescribing or instructing on how to improve.

Coaching is a facilitation process that prompts independence, and should never lead to the need for dependence. A person should feel more empowered and enabled in their role once they complete a coaching process.

An effective coach is someone who has the knowledge of a particular area but also has the experience to back up this knowledge. They have seen the reality of the role in action, rather than just on paper, as oftentimes the reality is not black and white.

Effective coaches are described as being those who can act both transformationally and transactionally, so choosing the right coach is essential!

If you are interested in bringing coaching into your team or company, don’t hesitate to contact us. This blog was brought to you by Aoife Hanlon, HR Executive with Corporate HR Ireland. Aoife can be reached by Email:

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