Coaching, Mentoring, and Counseling

Coaching, Mentoring, and CounselingHuman Capital Mangement

COACHING 101

DefinitionCoaching: A directive process by a manager to train and orient an employee to the realities of the workplace and to help the employee remove barriers to optimum work performance.

Coaching isAn on-going process designed to help the employee gain greater competence and overcome barriers to improving performance.Deepening skills and knowledge.Fine tuning existing skills.Mapping successful personal change.Increasing competence and confidence.Improving overall results.Opportunities of CoachingAppearing unmotivated.Excessive errors.Missing deadlines.Falling below standards. Displaying need to fine-tune skillsBenefit of CoachingCoaching is the most effective way to develop your employees. Coaching is the key to managing multiple priorities. Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results.Coaching increases employees self-esteem and job satisfaction.

HintsEmployee must be receptive to coaching, or the coaching will be ineffective. The employee must be:Open to feedbackEager to improveAware of their needAware of the possible consequences if they are not improvingAble to commit change of being coachedRole PlayAktor:1 orang manajer1 orang bawahan pertama1 orang bawahan kedua1 orang bawahan ketiga

Bawahan pertamaOrang yang pemalu, tidak percaya diri, menghindari konflik sehingga selalu menerima apapun keputusan manajer, tetapi memiliki ketrampilan yang baik dan rajinBawahan keduaBanyak omong, percaya diri berlebihan, tetapi talk only dan selalu merasa dirinya yang paling benarBawahan ketigaMemiliki karakter keras kepala dan susah menerima masukan. Lebih baik berkonflik daripada kalah argumen

Skenario:Manajer mendapatkan hasil penilaian kompetensi ketiga bawahannya dan hasil tersebut menunjukkan bahwa ketiga bawahannya memiliki kompetensi yang kurang, berkaitan dengan kemampuan untuk bekerja dalam tim.

Manajer kemudian ingin meningkatkan kompetensi tiga bawahannya dengan menyuruh mereka bekerja sama dalam satu tim untuk menyelesaikan suatu proyek.Manajer menginginkan bawahan pertama untuk menjadi tim leader dari tim tersebut, tetapi mendapatkan penolakan dari kedua bawahan lainnya. Bagaimana seorang manajer akan bertindak pada situasi tersebut?

HEARTMotivationEnergyEnthusiasmPassionFrameworksModelsToolsExamplesDemonstrationBehavioursWALKING THE TALKPERSONAL ENGAGEMENTHEADINTELLECTUALUNDERSTANDING

HANDThe GROW modelWILLWhat will you do next?How, when, with whom? What do you need from me?OPTIONSWhat could you do to move yourself just one step forward?What are your options? How far towards your objective will that take you?REALITYWhat is happening now that tells you? Describe the current situation What made you realisethat you need to do somethingdifferent?GOALWhat do you want to move forward on?What can we achieve in the timeavailable? What would be the most helpful thing for you to take away from this session?TOPICTell me about What would you like to think/talk about?Give me a flavour in a few short sentences...TGROW21Counseling 101

Opportunities of CounselingEmotional outbursts.Tardiness or absences.Erratic behavior.

Employee SymptomsIs frequently tardy or absentIs defensiveComplainsHas a negative attitudeExhibit horn blowingMaintains silenceAvoid the managerDefinitionCounseling: A supportive process by a manager to help an employee define and work through personal problems that affect job performance.

Counseling..Problem solving directed at personal issues that are affecting, or have the potential to affect, performance.E.g., working personal problems such as marital and family problems, substance abuse, emotional and psychological barriers.Role is to serve as a resource person, directing the employee to a skilled practitioner for further professional help. Mentoring 101

Benefits of MentoringDevelops human assets for the organizationHuman assets/intellectual capital is as critical as financial capital for success. Kraiger, 2002.Provide source of innovation and value creationOnly remaining competitive advantage that can not be replicatedHelps transfer tacit knowledgeAids in the retention of valued employeesExecutives with a mentor (in a study) moved quicker, were better educated, and were happier with their career.

Who should have a mentor?Individuals that are new to the organizationIndividuals in new unit or new roleIndividuals who have moved up levelsIs mentor-readyMore career-oriented than job-orientedSelf-aware and can appreciate the need to learnEager to learnAmbitious

Case SampleSamrik is new at marketingHe completed 3 months of training in UnileverBut he already made one major error that cost the company IDR 50,000,000,-He is upset and discouraged over his shaky startIf you were Samriks manager in Unilever, what will you do?

Differences

CoachingMentoringKey GoalsTo correct inappropriate behavior, improve performance, and impart skillsTo support and guide personal growthInitiative for MentoringThe coach directs the learningThe protg is in charge of the learningVolunteerismVolunteering not necessary (although agreement to participate is essential)Mentor and protg both volunteerFocusImmediate problems and opportunitiesLong-term personal career developmentRolesHeavy on telling, with appropriate feedbackHeavy on listening, role modeling, making suggestions, and connectingDurationShort-term and as-neededLong-termRelationshipCoach is often the bossMentor is rarely the boss.MENTORINGCOACHINGOngoing relationship that can last for a long period of time Relationship generally has a short duration Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support Generally more structured in nature and meetings are scheduled on a regular basis More long-term and takes a broader view of the person Short-term (sometimes time-bounded) and focused on specific development areas/issues Mentor is usually more experienced and qualified than the mentee. Coaching is generally not performed on the basis that the coach needs Focus is on career and personal development Focus is generally on development/ issues at work Agenda is set by the mentee The agenda is focused on achieving specific, immediate goals Mentoring resolves more around developing the mentee professional Coaching revolves more around specific development areas/issues Motivation Skill Framework

Disciplinary ActionUpdate to HR and the managers managerTermination discussionFor a termination resulting from poor performance to occur, the manager must have a minimum of one counseling session per week