Documente Academic
Documente Profesional
Documente Cultură
Group 3
Angela Foster, Dorian Herceg,
Dave Lambert, Jen Smith, and Alex
Beeman
13 Pages Included
Table of Contents
Trends…............................................................................ Page 3,
5
Challenges………………………………………………………. Pages 4, 6
References……………………………………………………..Pages 12-13
2
Coaching Employees and Giving Feedback: Current Trends and
Challenges
Coaching has become commonplace in many organizations and firms within the
United States. Often it has become so engrained in business culture that
employees expect to be coached (Hunt 58). Some of the current coaching trends
include:
Technology
Technology has shaped the communication methods used in coaching employees.
Social-networking sites and online communications have changed the employee-
employer relationship (Garvey 149).
Younger generations of employees seem to adapt well to “virtual” coaching
Centralization
Centralization is another trend in coaching. This occurs when one central office or
executive position determines the coaching agenda, rather than the employees’
direct managers.
Often the agenda focuses on the importance of a strategic partnership with
the organization (Garvey 151).
3
When using the buddy system it is important that the “buddy” realizes his or
her responsibility to create a positive work environment (Lau 27).
The graph above demonstrates the path employees can take when
there is not proper coaching involved.
Generational differences
When coaching employees, it is difficult to have one strategy that works for
employees of varying ages.
Generational differences are evident in the workplace as younger employees
have greater exposure to technology, have more independence and value
work-life balance more than predecessors (Sujansky).
4
Employees often struggle if these differences are not identified and
integrated into the coaching strategy.
Some organizations are looking past the form and allowing managers and
directors to write their own comments and give feedback through emails or
memos (Imperato).
5
This allows for the employee to identify where they can improve while still
relevant and make real changes to enhance their performance (Imperato).
Some of the challenges that come with giving feedback to employees include:
Giving a clear message
When feedback is given to an employee often the manager does not know how
helpful that feedback actually is.
Sometimes there is a disconnect between what managers believe they said
and what the employee hears (Imperato)
The best feedback provides a clear and consistent message to the employee
(McGill 160).
Not generalizing
Making generalized statements when giving feedback is another challenge.
If a manager uses words like “all,” “never,” or “always,” the statement made
could be false or place arbitrary limits on the behavior (McGill 160).
6
The best feedback helps the employee better understand the issue, realize
how the issue developed and identify actions to be more effective (McGill
160)
There are several coaching techniques companies have implemented to equip their
employee’s with the tools necessary to enhance performance. Some of these
techniques include:
Creating an environment in which employee’s feel their jobs are important,
focusing on behavior not traits, and promoting the full potential of all
employees (Ridge Associates).
7
By observing employees periodically, managers are better able to determine
Above is a graph depicting the core coaching skills and process. As you
can see, things such as listening, inquiring, connecting, and reviewing
play a critical role.
Coaching, counseling, and mentoring are useful techniques for managers to use
with employees (Stone).
8
It’s important the managers know the difference between all three
techniques, as well as, how and when to use each technique
9
The graphs above shows survey results from employees and their
thoughts on coaching and feedback
Most metrics will be used in feedback; however there is one application for
coaching:
An online assessment of managers, specific employees, and even executives can be
used to develop a “coaching profile”
The assessment covers work priorities and current coaching activities
It is widely believed that metrics in HR should be taken with a grain of salt, because
nothing compares to actual observation or face-to-face interaction. Essentially,
there are three feedback mechanisms to analyze coaching:
Performance feedback
Performance feedback can be used in coaching to pinpoint areas where it
might be utilized best
This measurement includes a list of things the employee has exceeded and
criticisms of those they have not
Employee feedback
10
Employee feedback measures how well the manager is coaching
Here the employee appraises the ability of his manager, which can include
how well a coaching experience is functioning
These reports can focus on specific areas such as coaching and development
(Wright).
Most companies have the basic idea of HR metrics, which include employee
engagement and workforce productivity. Currently companies are measuring the
return on investment (ROI) of individual employees.
By understanding what is being done and what is possible in the next few years
may encourage organizations in adopting metrics and an analytical–based approach
to human capital management
“The value of metrics, the report concludes, is undeniable: metrics can bring
both “hard-dollar” and strategic savings, as well as significantly higher
11
operating income growth for organizations that use workforce measurement
approaches and technologies.” (HRfocus, 6).
It’s important that the organization standardizes and agrees upon a set of
metrics
The metrics value produces measurable outcomes related to the impact they
have on organizational performance (HRfocus, 10).
12
Works Cited and Consulted
Hunt, J.M. and J.R. Weintraub. The coaching manager: developing top talent
in business.
London: Sage, 2009.
Imperato, Gina. “How to Give Good Feedback.” Fast Company 18 Dec. 2007.
Lau, Shari and Vicki Neal. “Economic Trends, Buddy Systems, Receiving
Criticism.” HR
Magazine 54 (2009): 26-29.
McGill, Ian and Liz Beatty. Action learning: A practitioner’s guide. London:
Kogan Page,
1994. 159-163.
13
Earley, C. (2009, May). Coaching for High Performance: A medical supply
company learns that being nice only gets you so far. T+D, 96.
Hunt, J.M. and J.R. Weintraub. (2002). The coaching manager: developing top
talent in business. Thousand Oaks, CA: Sage.
London, M. (2003). Job Feedback Giving, Seeking, and Using Feedback for
Performance Improvement. 2nd ed. Mahwah: Lawrence Erlbaum.
Schlosser, B. et al. (2006). The Coaching Impact Study: Measuring the Value
of Executive Coaching. International Journal of Coaching in
Organizations, 4, 3, 8-26.
Stone, F.M. (2007). Coaching, Counseling & Mentoring How to Choose & Use
the Right Technique to Boost Employee Performance. 2nd ed. New
York: AMACOM/American Management Association.
What Companies Are Measuring, and Why There Is More Metrics Work to be
Done. (2007, May). HRfocus, 84.5, 1-15.
14