Coaching Approach Employed
The organization undertakes coaching at various stages and levels with the sole purpose of exploring employee potentials. The senior management understands that many workers might be willing to give everything to the organization to ensure realization of major aims and goals, but lack of sufficient skills, strategies, and knowledge might be the hindering factor.
Therefore, the organization employs coaching as one of the ways through which workers can maximize their talents to realize both organizational and individual goals (Smither, & London, 2009). The management undertakes coaching to enhance the performance of employees, especially when their skills are no longer applicable in carrying out the required tasks.
Additionally, the management sets out coaching programs to improve employee skills proactively, as they are needed in tackling the challenges that the assignments at workplace present. Based on this, the organization employs proactive coaching mainly to develop the talents of employees. Under proactive coaching approach, the coached and the coach have to be positive if they are to attain a pleasant experience.
The employee gives negative feedback to enable the coach to design the discussion to suit the suits needs of the workforce. The employee is equipped with necessary skills in advance, as this will help the worker in tackling the tasks efficiently. The coach gives the employee a chance to approach the responsibilities individually before moving in to give some technical assistance, as this will permit the worker to do the work skillfully and passionately.
Instructing employees to follow orders and the laid down regulations will definitely result in poor performance since there would be no room for innovation and creativity (Homan, Miller, 2008). When the manager gives the employee a new assignment, he or she is often anxious to take it on and deliver excellent work, something that encourages innovation.
In the organization, the management has always applied proactive coaching approach, but the major impediment towards implementation of the approach is bureaucracy and strict regulations. Whenever the organization recruits the worker, he or she works with the line managers, taking orders and obeying all the rules to facilitate smooth running of the company.
The management was never keen on accepting proactive coaching since it gives employees too much freedom. However, the telecommunication industry forced the management to adopt a coaching system that would facilitate innovation. In other words, the company applies this type of coaching approach because it does not have any other option if it is to succeed in outshining the competitors.
Workers play a critical role in achieving organizational goals and sustaining competition hence empowering them is mandatory. Proactive coaching seem to have solved the problem that the organization experienced initially whereby turnover was high and inefficacy was the order of the day.
Improving Performance
In any organization, there is always a chance for improvement even though the management has to come up with specific strategies. The aim of any company is to stay visible, viable, and sustain competition in the market. In this regard, the management should always undertake a review to establish the existing employee strengths, abilities, and talents.
Whenever it is determined that employees are not as productive as expected, the seniors managers have to identify the untapped potential of workers and aspire to empower them through offering leadership, create teams, and improve communication skills. The first step towards improving the performance of the organization is enhancing communication whereby the management has to communicate the expectations and insist on individual accountability among employees.
Each worker must know that his or her contributions in the organization have a direct impact towards the major values, achievement, and prolonged existence. The realize this, the managers should call for regular staff meetings to track the progress of the pending programs, and set up new talks, and facilitate innovation through encouragement of brainstorming. The management holds the employee responsible for any position he or she assumes, the decision made, and the time they take in accomplishing a task.
Secondly, the management should monitor and evaluate the performance of each employee after every six months to check whether the company has the required skills. In fact, this will help employees to identity their positions while the management will be in a position to classify the areas that need upgrading and whether workers need any additional training and coaching.
Employees should have a reporting mechanism where they can inform the management on some of the impediments that interfere with their performance (Homan, & Miller, 2008). However, this does not mean that the management should prevent the employee from reporting any problem before the six months since communication needs to flow throughout the year.
Monitoring and evaluation play important roles in understanding the needs of employees and some of the problems that face them at the workplace. For instance, a worker might be performing poorly because of the poor leadership styles that their line managers apply. On other hand, some workers might be in need of additional training to sharpen their skills in handling particular tasks in the organization.
Again, workers are likely to work hard once they realize that the management tracks their performance throughout the year. Evaluation reduces the chances of ineffectiveness and laziness in the organization since the management needs results in everything done.
The third strategy aimed at improving performance in the organization is designing and administering a reasonable and reliable system of acknowledging merit. In many organizations, the efforts of junior employees are not recognized and whenever the company emerges victorious, only seniors managers take credit yet they only participated in a lesser extent.
Irrespective of the position held in the organization, an employee wants recognition and appreciation, as this is likely to boost the morale. In this case, the organization has to adopt a culture that rewards the employees’ initiatives, dedication, and performance by allocating dividends, promotions, merit credentials, benefits, and compliments. Additionally, the rewards should not only be financial, but the company has to come with other forms, such as training and promotion.
Best Practices to Enhance Team-based Performance
In the modern organizations, goals and objectives are easily accomplished through teams and groups mainly because of the complexity of tasks and the interconnected of activities. For many managers, they believe teams are efficient and highly productive because members are likely to share ideas, but current studies suggest that lack of proper evaluation would probably result in inefficiencies meaning adoption of best practices empower teams.
The management has to make an effort towards establishing team-building strategies to facilitate goal attainment. One of the best practices entails carrying out diversity training since this will help members in understanding the values of others hence appreciating individual contribution. The senior managers explain the ways in which various backgrounds and skills of members are utilized in finding solutions to the common problems facing the organization.
The second practice is offering leadership where the manager has to be the role model given the fact he or she is a team leader. In this case, the type of leadership applied should be democratic in nature, as this will pave way for peaceful resolution of conflicts. The relationships within the groups should be built on trust and loyalty to encourage the idea of sameness.
For any team to function effectively the management has to set realistic objectives and team members have to be given specific time frames to accomplish the tasks (Skinner, & Mauboussin, 2013). For instance, the management should help teams in forming their unique values and goals, something that play an important role in evaluating the performance and growth of teams.
The fourth aspect in ensuring team efficiency is designing some of the methods that help in arriving at consensus. This entails creating an environment for cooperation and joint decision-making. In particular, team leaders should always inform members on the progress and the major expectations. Each member has to know that he or she is free to ask questions, give an opinion, and should be allowed to challenge a decision.
Finally, the management has to celebrate with teams whenever they accomplish the important tasks. Furthermore, the management should recognize members for their contributions and efforts through financial and non-financial rewards. For instance, their exceptional performance should be highlighted in the company’s publication to encourage other teams.
References
Homan, M., & Miller, L. J. (2008). Coaching in organizations: Best coaching practices from the Ken Blanchard Companies. Hoboken: Wiley.
Skinner, F., & Mauboussin, M. J. (2013). High performing investment teams: How to achieve best practices of top firms. Hoboken: Wiley.
Smither, J., & London, M. (2009). Performance management: Putting research into action. San Francisco: Jossey Bass.