Bsbmgt517 innovation and business industry skills

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BSBMGT517Innovation and Business Industry Skills Council Ltd, 1stEdition Version 2, 2015 Page 28of 42Staff member’s comments:Signature: Date: Principles of coaching underperforming employees What do we coach? Generally, most performance problems can be resolved through effective communication between managers and employees. Most employees can benefit from coaching in some way. Coaching applies to any skill at any time. It is a simple way to set, discuss, and monitor goals in a collaborative way. When do we coach? Coaching is different to formal training. But how do you know when you should step in, or let employees work through the problems for themselves? Observe the employee's work and be alert for certain triggers or signs. For example, you may notice an attitude or behaviour creeping in, or you discover a slump in the employee’s KPIs.Coach when you want to focus attention on any specific aspect of the employee's performance. Don’thesitate do it now. Coaching is a process that is most effective when it happens promptly. How do we coach? Good coaches challenge employees and ask questions that help the employee to discover how to improve. Coach when you wish to focus attention on any specific aspect of the employee’s performance.A coaching meeting should focus on just one or two aspects of performance. Any more than that and employees won’t remember the main impact of your meeting.Keep coaching conversations brief and between 5 and 15 minutes long. Being an effective coach requires understanding of what motivates the members of your team. Remember that people are motivated in different ways. Be sensitive to the things that drive your people to perform. When things are performing well, take the time to understand what is working and why. Good coaching is guiding, not telling or doing. Allow the employee to own the problem and its solutions. Ask them: ‘How do you think we should handle this?’Be sure you document any key elements that come out of your coaching sessions and store them in the employee’s file.
Manage Operational Plan BSBMGT517Innovation and Business Industry Skills Council Ltd, 1stEdition Version 2, 2015 Page 29of 42The GROW model GROW is a simple but effective model for running coaching sessions. GROW is an acronym that stands for: Goal (current) Reality Options Will. Goal Things can change, and the employee’s goals may need to be revisited and reviewed.Current Reality Getting to the root cause of problems means asking the team member about what is happening and how the problem is affecting them. Often managers can leap to a conclusion about solving a performance problem. Important information that can help to solve the problem is often missed. Some useful coaching questions include: How is this change affecting your work? If things changed do we need to revisit how we planned to approach this? Options Once you and your team member have explored the current reality, it's time to start exploring the alternatives

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