Case Study of Coaching on Human Resource Management

Case Study of Coaching on Human Resource Management

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Case Study of Coaching on Human Resource Management

Introduction

As a Human resource manager, I have thought of hiring a coach to enhance the developmental; activities within the executives, mitigating the challenges the managers experience in the delivery of duties. As such, it is necessary to identify and allocate the champion to solve the situation of division within the organization. There exist human resource units consisting of the internal staff within the organization. One is characterized by fifteen years’ experience but has practical coaching on an imitational basis. Another staff member has one year of experience within the company but uses the historical experiences used in conducting the coaching of another organization. Notably, there is Jane, an executive assistant that needs coaching. The staff reported that she talks down to them, cannot conduct resolution of conflicts, and ignores the problems brought to her. However, there is a need to help the situation by providing a coaching mechanism because Jane is an asset to the company’s prosperity. Therefore, the paper discusses the types of research I will conduct as a human resource manager to determine the methods of approaching Jane, the ways of approaching Jane for coaching, the methods of introducing the coaching idea to Jane, and the use of external coaching. Also, the paper examines the criteria I can use if the coaching was unsuccessful and the use of Jane as a champion within the organization.

The Type of Research I will Conduct to Determine how to Approach Jane to be Coached

Determining the method of coaching Jane requires comprehensive research to enhance the profitability of coaching. As such, I would conduct numerous types of research to create systematic criteria for enhancing the quality of coaching. The immediate research I would use is the assessment of the competencies of the existing workforce. The assessment of the competencies enhances the observation of the skill mindset of the employees (Wilson, 2014). Also, it acts as a baseline for determining the acceptable behaviors and the competencies that an individual must have within the organization. I identified that the mid-level workers’ skills are lacking in the company. Their competencies are also limited; hence, they need to act swiftly to change the situation (Raza et al., 2018, p.29). Therefore, Jane is characterized by lacking interpersonal skills and disrespecting other workers and subordinates within the organization. The disrespectful behavior makes many workers upset, making them create formal complaints through letter writing against Jane’s behavior. However, Janes’ skills make her an asset to the company and hence need coaching to mould her behavior, thereby becoming an effective leader.

Also, leadership and executive coaching are required to make them influential leaders. Employees will continue to exhibit their effectiveness in the working relationship and interpersonal behaviors. The executive and leadership coaching is provided by certified and trained coaches who observe, asses, listen and personalize the practical approach to individual workers for the leadership development needs. Identifying the necessary competencies characterizes the company management we have identified. The competencies include compassion, listening, organization, team leadership, honesty, loyalty, and fostering integrity (Wilson, 2014, p.2). Notably, executive coaching provides a structured, safe and trustworthy environment to support an individual through one–on–one meetings (Johnson, 2015, p.10). One-on-one meetings with the senior managers within the organization, like the vice president, president and team leaders, enable the leaders to understand the current competencies and their perception by others. It also enhances the identification and clarification of the current goals and the appropriate actions and steps for reaching the specific goals.

Approaching Jane to be Coached After Conducting the Research

I will approach Jane in a quiet office with another human resource management officer by telling her about the workplace concerns that arose in the office. Notably, the managers evaluate the individual worker performance by creating criteria for identifying the weaknesses and the strengths using the feedback generation mechanism (Wilson, 2014, p.2). Also, the employees can ask questions and share feedback with the management. As such, it is our responsibility to bring forth the idea of calling a coach to sensitize the employees on the goals the company needs in the workplace. Furthermore, we must emphasize the negative outcome that defines if we never progress; the case of termination may occur because of a violation of the terms of employment and the codes of conduct.

The Pros and Cons (benefits or detractors) of Having Jane Coached

Having Jane coaches get characterized by many pros. However, there also exist cons which characterize the coaching. Coaching in the company in the leadership setting remains invaluable and hence helps develop an individual across several needs. As such, the benefits of coaching outnumber the detractors of coaching. The reports depict that 80% of people who get coaching increases their confidence75% in work performance, effective communication and relationship (Raza et al., 2018, p.34). Also, 90% of the companies report that they have invested in coaching to improve product quality and quantity. Therefore, coaching provides a mechanism for the personal development of an employee. Employees continue to learn new communication strategies hence improving their confidence. However, the cons of coaching get based on the rare production of sustained confidence because of the induction of the isolation mechanism (Wilson, 2014, p.1). The cost of coaching may not be economical for an individual or the organization to sustain because the coach, who is a professional, needs payment to conduct the duties. Coaching is also consuming time since it involves investment in the employee who takes time to cope with the organization’s standard duties.

Introduction of the Coaching Idea to Jane

I would introduce the idea of coaching to Jane by sensitizing him on the importance of coaching and highlighting the importance of social interaction between an employee and the external coach. Before the actual coaching, I would build a mutual relationship and trust with Jane. The possibility of conducting coaching using an external source requires trust, confidence and the open-mindedness of the one being coached (CIPD, 2008, p.1). Also, I would create an open meeting with Jane to highlight the areas of weaknesses that characterize the work openly with respect. The opening meeting clarifies in a non-evaluator and non-accusatory manner by providing the specific issue and why the coaching meeting was arranged by the management of the company (Johnson, 2015, p.10). Reinstating the coaching on a non-judgmental and friendly mechanism creates an open environment for the appointment of the schedule. Consequently, I would get an agreement with Jane through the verbal mechanism. Avoiding and overlooking the performance due to assumption on the employee undertaking of the significance remains a mistake of the manager and other departmental leaders within the organization. As a result, I must be able to address the issue and its nature by making Jane recognize the consequences of not changing her mind. Doing so requires the specification of the behavior and clarification of the consequences (Raza et al., 2018, p.32). The behaviour specification involves citing examples of the performance issue, clarifying the performance expectations and asking Jane about the issue agreement. Notably, I would identify the consequences of not complying with the issues to jane by probing for getting Jane about the articulation of her understanding associated with the performance issues and asking for the issue agreement. Most importantly, I would explore the alternatives by determining the ways of improving the issues or corrected through encouraging Jane to identify the alternative solutions. Pushing for a specific alternative also needs explanation and not generalization through maximization of the number of choices those employees consider by discussing the advantages and the disadvantages.

I would also introduce the coaching to Jane by explaining the need for the commitment to act. Commitment to act makes Jane the ability to choose the alternative. I will use the verbal commitment from Jane regarding the possible actions to be taken and the generation of the supportive actions of the choice of Jane and praising of the offers. The introduction of coaching also requires the ability of an individual to handle the excuses. As such, I will handle excuses appropriately through the notion of the taken points like the blame games, accusations and encouragement for the behavior examination (Serrat, 2017, p.3). Moreover, I would respond empathetically by supporting Jane’s situation through communication and understanding her feelings about the comment.

The Use of an External or Internal Coach When Jane Accept Coaching

It is productive to hire an external coach for the case of Jane upon accepting coaching because the internal coach is an individual working within the company, like the direct manager. As such, an external coach remains a professionally certified individual hired by the company and outsourced from the external environment. Because Jane is an executive member, it is better to make her comfortable and have better feelings by hiring an individual the extensive coaching experience and training than the managers. The individual should also have spent time coaching others (Serrat, 2017, p.3). Notably, Jane will be able to discuss emerging and secret issues with the external coach that may be hidden from the internal staff members. The external coach is not affected by the company’s politics; hence Jane will become more open to discussing every critical issue that affects her work delivery. Also, Jane will be more adapted to provide sensitive feedback because the coach will apply the principles of maintaining confidentiality and objectivity.

Use of Jane as a Champion of Spearheading Coaching Culture After Success of Coaching

In the situation where coaching is successful in the condition of Jane, I would use Jane as a champion for the caching culture because Jane is an ideal employee in a company and hence can easily crate work motivation and the ability of the employees to follow suit. Also, Jane’s dedication and feedback about the company enable the company to change its management policies. Her lashing out at employees was because of overworking and the need to do more tasks which is above her handling ability (Raza et al., 2018, p.40). The situation of Jane continues to depict the depression which characterized her move after the divorce. Sometimes, the employees could have gossiped about her divorce issues, making her create negative remarks due to pressure, stress and depression. As such, the company has edited the codes of conduct for hiring social workers for the attainment of the mental well-being of the employees. Even though the investment might become expensive for the company, the company has also learnt the criteria for handling the stressors within the working environment (Serrat, 2017, p.3). However, the expense of the coaching seems to be non-economical, but the management had highlighted negative things within the organization that the managers would not have known when the internal coach was applied. As such, there is a need to ensure that all the employees work in an environment that will promote positive changes. The environment should also have the opportunities to exploit and report company challenges. The management should also use rewards to motivate the employees’ hard work, creating a creative and innovative environment for the mutual benefit of the managers and employees.

The Alternative Means to Help Jane be Successful in the Organization Apart from Coaching

The alternative approach to helping Jane succeed in the organization is to foster internal communication within the company. Internal communication involves the use of official communication like guidelines, memos, procedures and policies, and unofficial communication w2hic h is generated by the manager between the staff involving the exchange of ideas. Notably, communication within the organization will provide the needed information at a particular moment and time. It also lets all employees know anything that concerns them (Serrat, 2017, p. 3). Other importance of communication within the company for the mitigation of the challenges is the suggestion of new ideas, understanding of the overall situation of the organization, and the maintenance of the shared vision. The communication should not be one-sided hence creating the emphasis on the audience.

Moreover, communication improves effectiveness and allows the entire organization to respond quickly to changing emergencies. Effective communication has also triggered problem-solving by creating openness within the company (CIPD, 2008, p.1). The methodology of enhancing communication within the company involves making all the employees, including Jane o practice the criteria of delivering the messages. Also, Jane and her colleagues should practice treating everyone similarly regardless of the position and the job within the organization.

Conclusion

Overall, Jane was experiencing issues which required urgent attention for the effective operation of all the departments. She was assigned a role in the organization. Several internal and external issues characterized the challenges. The internal issues include the workmate’s move to blackmail her divorce situation, while the external forces are the work pressure and lack of adequate technical know-how to complete the job. As such, coaching was the only asset the company could employ to enable Jane to conduct her daily task. Therefore, I would advise the company to encourage changes and avoid overcoming obstacles.

References

CIPD. (2008). Coaching and Buying Coaching Services. Retrieved from: https://www.portfolio-info.co.uk/files/file/CIPD%20coaching_buying_services.pdfJohnson, M. (2015). Engaging a multigenerational and multicultural workforce: One style does not suit all. Plans & trusts, 33(5), 10-15. Retrieved from EBSCO Multi-search database.

Raza, B., Ali, M., Ahmed, S., & Ahmad, J. (2018). The mediation and moderation model impacts managerial coaching on organizational citizenship behavior. International Journal of Organizational Leadership, pp. 7, 27–46. https://ijol.cikd.ca/article_60360_b5930dae0306fc69e33c7e9a5bbe1256.pdfSerrat O. (2017). Coaching and Mentoring. In: Knowledge Solutions. Springer, Singapore. Retrieved from: https://link.springer.com/chapter/10.1007/978-981-10-0983-9_101Wilson, C. (2014). Performance coaching: A complete guide to best practice coaching and training (2). London: Kogan Page.