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Coaching Plan for Addressing a Key Employee Behavior - Term Paper Example

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Coaching Plan for Addressing a Key Employee Behaviour Introduction Most employees particularly the managers fail to realize the reasons behind their employees’ underperformance and think that they can resolve the issue by firing such employees. However, the cost of substituting human resource ends up being high thus, managers are advised to adopt other options such as coaching to locate the actual problem and solve it…
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Coaching Plan for Addressing a Key Employee Behavior
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Download file to see previous pages In addition, it is never obvious that the new employee will turn out to be more productive and thus the manager might have to go through the same expensive process severally before obtaining a productive workforce. On the other hand, coaching enables a company to utilize the resources for its betterment since the productivity of the employee is increased without having to undergo costs of hiring and training new employees. In most instances, the employees only require minimal coaching to realize their faults or weaknesses. Adopting the option of coaching employees other than firing also increases the job satisfaction and loyalty of employees towards the employer. There are several coaching strategies, but they all aim at improving the performance of employee both qualitatively and quantitatively hence overall organization success (Emerson and Loehr 5-10). This paper is a case study of Joan, an employee in research institute, who has a problem with her productivity but is adamant about her performance. She does not appear to be well organized and constantly misses meeting deadlines. The paper seeks to establish a five step coaching process that can be used to assist Joan improve her performance. Joan is a research assistant in a medical research institute and has been working with the institute for the last one year. Joan was employed immediately after graduating and received minimal training since she was academically qualified. She also had some experience in medical research as she had attended a three months attachment in a different medical research institute during her college training. Her roles include visiting hospitals to collect samples for laboratory tests, recording the results, and writing the reports on the research experiments. Some reports are required for publishing thus strict deadlines are occasionally set. From the start, Joan has never been prompt enough in forwarding the reports, which has resulted in delaying the publishing process hence lowering the overall performance of the institute. Another problem is that her reports are disorganized at times such that the chief technician has to correct several errors before publishing. The chief technician realized Joan’s problem and wanted her sacked by the management. However, the manager felt that the poor performance was because Joan was new in the company and thus suggested they give her some time to get oriented after which they would asses her productivity. Seven month later, Joan’s performance improved slightly but she was still disorganized and failed to meet deadlines quite often, which worried the manager. At one time, the manager had moved her to a different position but he noticed she disliked the position, seemed unsatisfied and her performance had not changed. The manager realized that sacking Joan would not be the appropriate solution since he has used this strategy severally while attempting to replace underperforming employees, but he keeps encountering the same problem or a different problem with new employees. The Manager thus decided to try a different approach of coaching which had been suggested to him some time back but he had ignored it thinking it was time consuming and expensive. When he first requested Joan to see him, she gladly accepted. However, when the manager told her of his ...Download file to see next pagesRead More
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