Coaching is an effective process of personnel development

What is Coaching? This is mentoring and even more...

Sometimes the concepts of "training" and "coaching" are confused, but these are completely different things.

Coaching is a constant and continuous training of all business processes in the course of work.

Historically, coaches, first of all, are direct managers. They get a new employee in their department, teach him how to work, explain the essence of the company's activities, check the correctness of the tasks performed, in some ways even educate and adjust him to the company.

Now, in many companies, they are trying to move coaching to a separate direction and transfer the functionality to specially trained people. There is logic in this. After all, it is important that the coach can, in addition to working moments, also provide psychological support to the staff, resolve conflicts as a neutral arbiter, be a "dispatcher" of business processes between management and staff, between departments and even, sometimes, between staff and customers. Not all department heads are able to perform all of the above functions. Very often, the HR department takes over coaching.

To make coaching useful, let's study the issues of its organization. We will eliminate mistakes and plan the mentoring process.

What is coaching for?

• Coaching is needed to consolidate knowledge, acquire and develop new skills and settings individually or in a small group of 2-4 people.
• Coaching helps to work with a person. To use character traits, features of upbringing, aspirations and motivation for good.
• Coaching for the company and management is necessary in order to avoid gaps in the work of the staff, to have constant control over the professionalism and efficiency of the staff, while preventing conflicts and burnout of employees.

And do not forget that the staff needs support, someone with whom you can talk, consult without fear of judgment.

Who can be a coach?

A professional who is respected, trusted, and followed into "battle".

A coach, even more than a coach, must have knowledge of psychology. Since basically, he will have to work with the personality, and not with the educational material. To build the correct presentation of information and working training material, he needs to literally see through the human personality.

What is forbidden to a coach?

• use the official position and the information received for personal purposes, for example, for career growth or the elimination of an unloved employee;
• affect the personality (appearance, feelings, family, level of education, etc.) of your ward in such a way that it is painful and, in general, noticeable to him.

Correct actions of a coach:

"Dashul, I'm looking at you and I just want to put your hair in a ponytail, it will be so beautiful. Let's try it right now. Look how it suits you, it's just another matter, neat and to the face, and customers will appreciate it too."

• discuss personnel problems with third parties, gossip;
• directly and openly condemn staff and give assessments;
• to break down into shouting, to freak out, to show their powerlessness and weakness;
• to get deep into the soul, to ask about personal things that are not related to work;
• impose their views on the world;
• imagine yourself as a teacher in a kindergarten with three-year-olds and try to control every step and word of the ward;
• compare employees with each other;
• forget that you work with adults and accomplished people and do not take into account their interests.

Basic rules of mentoring.

In order for your mentoring to be successful and bring visible benefits, it is necessary to take into account a number of rules:

Coaching should be:

• Constant and continuous;
• Soft, without aggression, without condemnation and censure;
• On a fiduciary basis;
• Organized in such a way that there is no feeling of violence and intrusiveness;
• Step-by-step, step-by-step;
• Planned and programmed.
• The training material should be uniform and approved. You can create a corporate training class within the company.
• Create, approve and prescribe uniform standards for the company;
• Standards should be discussed with employees, focusing on what they are needed for and what benefits they bring;
• Do not get "favorites". There are no bad students, there is a wrong approach to them.
• In fact, we need to look for this correct approach. Rely on psychological types and motivations, do not try to work with everyone according to the same template.

That is, the material is the same, and the ways of its presentation are different, individual for each employee.

Control of the acquired skills.

To control the quality of employees' work, use the classic form of three stages:

• Preventive control

(before you start teaching, analytics of what you already have)

• Intermediate control

(in the process of work and study, regularly)

• Final control