The Process of Coaching

Developing talent is an organized activity aimed at bettering job performance of individuals and groups in the organization. It focuses on sharpening of skills, changing of attitude, learning new concepts, gain more knowledge and improve the employee performance. Changing employee behavior can be a very difficult task. Coaching is one of the methods used to develop talent; it’s the process of training directed towards self-improvement. The following essay explains the process of coaching.

Coaching process starts with building awareness of what the job entails. According to research, a good candidate should know the critical requirement of the work, and they should be responsible for successive presentation. Understanding the full needs of job leads to success. Encouraging the individual to ask a question where they do not understand is vital (Douglas et al., 2012).

Targeting the behavior of the individual is the next step of coaching. Behavioral traits are best measured by valuation records that are used for looking beyond a small model of decorum and explain why those behaviors happen.  Motivational features speak to our needs and want and are often revealed in our values (Mansi et al., 2007). The management prediction standards report provides an excellent appreciative of motivational features. Accepting your personality features and motivational characteristics are the basis for growth. Knowing “why you do what you do” often shows you are likely to be successful in changing, It may also order the changing plan.  The next step is to change their behaviors and act according to the requirement and aim towards success. Encouraging the candidate and motivating them is very crucial (Martindale et al., 2005).

Sustaining the change is the next step of the coaching process. The candidate should be encouraged to maintain their behavior and corrected whenever the wrong. They should always be reminded of what to do and how to do it to keep up good work and aim for success. The last step is to modify their reputation; this will enable them to get better job positions if they do a good job. The process acts as a motivation to the candidate, and hence they thrive to be better in their career. It might be the first time for the candidate to be employed and they might not have any experience in the new job, or the candidate might have come from another post which might be different with the new one hence they will need training (Oades et al., 2009).

Strength-based coaching methods are very important; it’s an educational process that enables the candidates to be better at their work. They are also life lessons that allow the candidate not only to be better at their job but also are educational lessons that benefit them in their life in the long run. Strength-based coaching is also important because it benefits the organization, it helps the organization to reduce damages and losses, it also helps to prevent accidents. By coaching the candidates, it helps improve their performance which leads to efficiency in the company (Govindji et al., 2007),

Conclusion

In conclusion, strength-based coaching is essential and very beneficial to both the candidate and the organizations. By coaching the candidate, they gain knowledge that will benefit them by getting a promotion. It also enables the organization to have committed employees, and it contributes to profits increase and customer satisfaction.

Reference

Douglas, H., Bore, M., & Munro, D. (2012). Distinguishing the dark triad: Evidence from the five-factor model and the Hogan development survey. Psychology, 3(3), 237-242.

Govindji, R., & Linley, P. A. (2007). Strengths use, self-concordance and well-being: Implications for strengths coaching and coaching psychologists. International Coaching Psychology Review, 2(2), 143-153.

Mansi, A. (2007). Executive coaching and psychometrics: A case study evaluating the use of the Hogan Personality Inventory (HPI) and the Hogan Development Survey (HDS) in senior management coaching. The Coaching Psychologist, 3(2), 53-58.

Martindale, R. J., Collins, D., & Daubney, J. (2005). Talent development: A guide for practice and research within sport. Quest, 57(4), 353-375.

Oades, L. G., Crowe, T. P., & Nguyen, M. (2009). Leadership coaching transforming mental health systems from the inside out: The Collaborative Recovery Model as person-centred strengths based coaching psychology. International coaching psychology review, 4(1), 25-36.