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
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
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
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.
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
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.
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.
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.
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.