EXECUTIVE COACHING

COACHING PROCESS

Engage

Definition & Coach Selection

Supervisor and employee identify the need for coaching

HROE introduces the coaching program to supervisor and coachee, helps to determine the appropriate coaching design and helps identify a coach

HROE arranges an introductory call with potential coaches and coachee

► Coachee selects a coach

HROE initiates the coach procurement process

HROE arranges an engagement meeting with coach, supervisor and coachee

Discover

Assessments & Gap Understanding

Coach, supervisor and coachee complete the Coaching Agreement

Coach and coachee begin to formulate their coaching plan

Coach completes assessments and produces summary report

Coach and coachee complete an action plan

Develop

Deep Dive into Change

Coach and coachee work together on action plan

Feedback and guidance occurs at agreed intervals

Check-ins occurs at agreed intervals

Specific development occurs to support action plan

Measurement of behavior changes occurring

Sustain

Evaluate & Establish a Support Plan

Coach completes final assessments

Determine support required for coachee post coaching relationship.

Build a plan driven through on-the-job reinforcement and coaching.

Applying the learning to everyday situations; reviewing progress with supervisor and /or mentor.

CORE PRINCIPLES

Confidentiality

All parties are three parts of a trusting relationship that is grounded in and sustained by the belief that confidentiality is the basis of the relationship

Transparency

All parties agree to be fully transparent about the objectives and end-result of coaching. ​

While coaching is an investment in helping the employee develop and become more effective, it may also be used as a last effort in supporting an employee to adjust performance.​

Partnership

Approach

The three partners in a coaching engagement (the coachee, the coach, and the supervisor) must see themselves as partners in the coaching process and share a true sense of ownership and accountability for success.

Personal

Integrity

The relationship between the coach and the coachee is sensitive and private. To maintain this relationship, all parties must be clear about the ground rules for confidentiality, guidelines, and the rules of engagement.

Result

Orientation

There must be a set of clear, specific desired results expected from the coaching engagement. This should be documented in a coaching plan that outlines expected deadlines for accomplishing each goal, feedback mechanisms and timing, and coaching session activities that focus on achieving the agreed-upon goals.