The Growing Trend to Practice Coaching in the Workplace - Essay Example

Provide a Critical Discussion of the Growing Trend to Practice Coaching In the Workplace Table of Contents Introduction 3 2.Critical Discussion 3 2.1 Concept of Workplace Coaching 3 2.2 Coaching in 21st Century Workplaces 4 2.3 Practical Illustrations 6 3.Evaluation and Recommendations 7 4.Conclusion 8 5.References 10 1. Introduction In business context, coaching in workplace (often referred as workplace coaching) refers to the improvement of work performance by way of equipping people with certain effective tools, knowledge along with opportunities that they require in order to bring advanced developments within themselves (Fleming and Taylor, 2004, p. 4). Observably, coaching is used by various organisations in today’s modern day context as one of the effective strategic approaches and activities of talent management, with the sole intention of developing the overall work performance of the employees (Starr, 2012). Evidently, certain crucial factors have eventually made the modern organisations to feel the urge of focusing on the formation and development of effective coaching practices. In this regard, the factors comprise increased level of globalisation, gaining momentum of internationalisation, prevalence of extreme level of business market competition and an expanded adoption of pioneering technological advancements. It is worth mentioning in this regards that the organisations of this present day context tend to form an effectual coaching culture, which can enable them in strategy formation as well as execution through advancements in strategic alignments and robustness towards the attainment of predetermined business targets (Clutterbuck and Megginson, 2005, p. 4). With this concern, the essay intends to provide a critical discussion about the growing trend of practicing workplace coaching within various organisations. Various important aspects that include the conception of workplace coaching, the conduct of coaching in 21st century workplaces and practical illustrations of this practice would be taken into concern in the discussion. 2. Critical Discussion 2.1 Concept of Workplace Coaching According to the report published by CIPD (2013), the conception of coaching is fundamentally described as a “development technique based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance” (CIPD, 2013, p. 1). Observably, in workplaces, coaching tends to focus upon developing the individual skills along with the knowledge of the organisational members, which in turn, imposes extensive impacts on their personal attributes emphasising confidence or social interaction amid them (Somers, 2006, p. 9-15). The prime facets of workplace coaching within diverse organisational settings are viewed as a non-directive developmental form of individual learning as well as knowledge, enhancing work performance along with advancing individuals’ skills grounded on an open-ended resolution method concerning any sort of personal issue, focussing only upon work performance. Apart from these, the other characteristics of coaching aims at fulfilling organisational as well as individual goals, forming along with preserving better relations with every organisational member and taking due note of their viewpoints about the improvement of work culture within the same (CIPD, 2007). After acquiring a brief idea about the notion of coaching, it can be apparently observed that the aspect has become much popular in this modern day context as an effective tool for assisting employee advancement. This fact can be supported by concentrating upon the prime intentions of coaching. In this regard, the major objectives of coaching include assisting performance management, preparing along with supporting individuals in enhancing their respective leadership roles and promoting greater learning and development. Arguably, though the practice of coaching has provided utmost benefits to the modern organisations, it also raised certain critical issues associated with effective management of the practice within an organisational setting. It would be vital to mention in this similar concern that the Human Resource (HR) professionals belonging to any organisation, plays a decisive role in managing the issues that erupt through the conduct of coaching practices in the form of preparing plans in mitigating the same (EMCC, 2012). 2.2 Coaching in 21st Century Workplaces The prolonged history of adopting and implementing workplace-coaching practices within various organisations can be drawn back to the era of Socrates. Socrates strongly believed that individuals learn best approaches at the time when they possess ownership of a particular situation and perform personal accountabilities for the consequence. In ancient times, the practice of coaching played an imperative role particularly in sports development. However, the approach of coaching in the context of organisational development was found as relatively applicable prior few decades, which has since then gained apparent pace in influencing management vision within the modern organisations. Due to its potential facets and significance, the approach is adopted by almost every organisation today. Certain facets of the modern organisations, comprising flatter mode of organisational structures and lower job safety, are often observed to gain proficiency in developing their employees on a continuous manner and adjust to the extensive changes in relation to their responsibilities and skills within a shorter time span. In this regard, the practice of workplace coaching can be asserted to aid these organisations in getting adapted to the changes occurring in the external business environment effectively, minimising disruptions in terms of employee reluctance to change with the virtues of efficient employee engagement. As compared to earlier times, in this contemporary world a growing trend of the individuals can be observed as inclined towards performing their respective tasks with utmost responsibility due to the attainment of their individual objectives. In such context, workplace coaching aids them in fulfilling the same by incessantly supporting their respective personal development plans (NHS, nd). Continuous development and innovation of effective theories of workplace learning and their respective potentialities have eventually made the approach quite popular in the current century. In this similar concern, Kolb’s Experiential Learning Theory in relation to workplace coaching is worth mentioning. The four major aspects of this theory include ‘reflective observation’, ‘active experimentation’, ‘concrete experience’ and ‘abstract conceptualisation’. It is worth mentioning that workplace coaching, with the use of the aforesaid theory, can develop the knowledge as well as the learning of the individuals in the form of advancing their capabilities towards responding to any adverse situation with greater emphasis on the above-discussed aspects (Turesky and Gallagher, 2011). Apart from this theory, the contribution of Alexander’s – GROW Model relating to widespread familiarity of workplace coaching can also be considered as quite significant. Theoretically, Alexander’s – GROW Model concentrates upon four vital aspects that include ‘goal’, ‘reality’, ‘options’ and ‘way forward’ with a perception that the knowledge along with the learning of the individuals in an organisation can be developed by a considerable extent if these principles are followed in the coaching method. According to the model, identifying the expected goals to be accomplished, determining the reality of the persisting situations, finding out the alternatives available and taking future actions, would certainly aid the organisations in developing the knowledge as well as the learning of their respective members (Martin, 2007, p. 83-84). Observably, both the above-discussed theories are largely adopted and followed by modern organisations belonging in order to develop the work performance of their respective individual members through effecting coaching. 2.3 Practical Illustrations As mentioned, the practice of workplace coaching has become much prevalent amid various modern organisations, especially those focusing on continuous development of their workforce. A common feature of organisations emphasising extensive application of coaching frameworks can be identified in terms of their large sizes and inclination towards a knowledge-based approach, which requires continuous advancement of these companies to remain competitive in the global platform. Illustratively, IBM, a multinational knowledge-based company, adopts and follows highly efficient executive coaching practice in order to develop the work performance of its senior managers and talented executives on a continuous basis. The company regards this particular coaching practice, i.e. executive coaching, as one of its best efforts towards enhancing knowledge as well as learning of its organisational members and attaining superior competitive positioning over its chief business market competitors with regards to its long-term sustainability. Accordingly, the top management officials of the company strongly believe that company effectiveness in gaining and preserving long-term sustainability is only possible through better and adequate executive coaching approach (Business Health Services, 2013). A similar approach of practicing executive coaching can be observed within McDonald’s, where the organisational leaders aim at attaining several benefits. These benefits include developing the overall performance of the personnel, motivating them to perform their respective tasks effectively, raising greater profitability along with market share and most vitally, sustaining in the current competitive landscape. Identifiably, McDonald’s practices executive coaching in its workplace through mentoring and arranging education workshops, particularly for its competent personnel and executives, which has not only assisted the organisation in building a coordinated workplace setting but has also rewarded it with increased employee loyalty. The major executive coaching programs of the company typically include Intercultural Learning Practice, which emphasises diversity education, online mentoring database and Employee Business Networks. Based on this particular coaching practice, the company strongly believed that its business leaders and executives would be able to develop their respective work performance and deliver their best efforts towards the attainment of predetermined business targets (McDonald’s, 2014). Alike IBM and McDonalds, HSBC has also been practicing effective workplace coaching strategies while conducting business in worldwide business market segments. In this context, it can be apparently observed that the company practices on-the-job coaching method for knowledge as well as learning development of its organisational members. This on-the-job coaching method of HSBC is found to be informal, which takes place on an ad-hoc basis and is often recognised, developed and executed without leveraging the learning procedure. The applied on-the-job coaching approach in the company accordingly concentrates upon developing the individuals’ skills and the overall work performance of its members, both in isolation and in groups, providing them with various sorts of tools along with adequate system information and practical applications of the role of the employees among others (The Federal Reserve System, 2011). Based on the above discussion, it can be affirmed that workplace coaching has become much prevalent in use by modern business organisations in recent times as compared to earlier years when managerial roles were confined to mentoring and coaching was considered irrelevant in organisational settings. The broader usage of various sorts of workplace coaching, such as executive coaching by diverse organisations, eventually depicts its significance in this 21st century. The rationale of adopting effective workplace coaching practices by the organisation is to sustain their respective businesses in this competitive landscape through the development of individual capabilities and upgradation in the performance of the organisational members, regarding them as equivalent to any other valuable asset of the organisation. 3. Evaluation and Recommendations Coaching in workplace is regarded as a new buzzword in the arena of advancement. It has been evident that individual performance is developed through effective adoption and execution of various sorts of workplace coaching practices. Several benefits, especially for the individuals, can be attained from coaching. The principle benefits of coaching in organisational setting may include enhanced decision-making, increased level of commitment as well as motivation, superior self-awareness, higher responsibility sense and gaining momentum of self-reliance along with confidence. Arguably, apart from these benefits, certain difficulties generally arise while practicing any sort of workplace coaching practice. In this regard, the difficulties in the context of workplace coaching can be found in the forms of increased costs, conflicts of interest among the employees, complexities in managerial decision-making, lack of balance in the objectives of the organisation and the coaching practices and inappropriate or disruptive organisational culture concerning change adoption (Career Research and Advisory Centre (CRAC) Limited, 2014). The above-identified difficulties that appear while practicing effective coaching practices can be eradicated through leveraging individual strengths, enhancing the capabilities for making greater performance, recognising the uniqueness of every organisational member and developing leadership as well as managerial skills. It is worth mentioning that the aspect of workplace coaching can be developed by offering education concerning coaching tools along with conceptions, raising greater awareness about several facets of coaching and practicing coaching with the execution of better and standardised coaching tools, taking into account the various aspects of workplace diversity (Career Research and Advisory Centre (CRAC) Limited, 2014). 4. Conclusion Based on the findings postulated in the above sections, it can comprehensibly be stated that coaching in modern workplaces has become much prevalent in this 21st century context, as was observed in traditional times. This can be justified with reference to the fact that most of the modern large-sized business organisations, such as HSBC, IBM and McDonald’s among others use various sorts of workplace coaching techniques in order to develop individual skills and work performance of their respective members. However, apart from these favourable factors, certain difficulties appear in the context of workplace coaching that encompass conflicts of interests amid employees and failure of the management to mitigate other multifaceted problems of workplace paradoxes among others. Conclusively, it can be affirmed that the business organisations require evading such difficulties that appear while practicing diverse coaching practices with the aim of obtaining benefits in terms of long-term sustainability and competitive advantages over the competitors. In this regard, the organisations require taking the initiatives of raising greater awareness about several facets of coaching as well as rendering due significance to the consequent challenges raised by the same in terms of workplace diversity and cultural rigidity of the organisation. However, as revealed in the above discussion, despite having difficulties, the aspect of workplace coaching plays a decisive role in developing the overall performance of the organisational members, resulting in supporting the organisation to gain long-run sustainability. 5. References Business Health Services. (2013). ‘Executive Coaching - What Is It and How Can It Help?’ Available at http://www.bhssolutions.com/Resources/Workplace-Wellness-Blog/tabid/88/EntryId/17/Executive-Coaching-What-Is-It-and-How-Can-It-Help.aspx. Accessed 20 February 2014. Career Research and Advisory Centre (CRAC) Limited. (2014). ‘Advantages and Disadvantages of Different Types of Coaching Relationship’. Available at http://www.vitae.ac.uk/policy-practice/521761/Advantages-and-disadvantages-of-different-types-of-coaching-relationship.html. Accessed 20 February 2014. Clutterbuck, David and Megginson, D (2005). Making Coaching Work: Creating a Coaching Culture. CIPD Publishing, London. CIPD. (2013). ‘Coaching and Mentoring’, Coaching and Mentoring – Factsheets – CIPD, pp. 1-4. CIPD. (2007). ‘Coaching In Organisations’. Available at http://www.iedp.com/Pages/DocumentManager/Ashridge-CIPD-Coaching-Interim-Report-Nov07.pdf. Accessed 20 February 2014. EMCC. (2012). ‘A Strategic Approach to Coaching in Organisations: A Case Study’, International Journal of Mentoring and Coaching, pp. 1-149. Fleming, Ian and T. Allan J. D (2004). Coaching Pocketbook. Pocketbooks, New York City. Martin, David M (2007). The A-Z of Facilities and Property Management. Thorogood Publishing, United Kingdom. McDonald’s. (2014). ‘Inclusion & Diversity’. Available at http://www.aboutmcdonalds.com/mcd/our_company/inclusion_and_diversity.html. Accessed 20 February 2014. NHS. (nd). ‘Literature Review: Coaching Effectiveness – A Summary’. Available at http://literacy.kent.edu/coaching/information/Research/NHS_CDWPCoachingEffectiveness.pdf. Accessed 20 February 2014. Starr, Julie (2012). The Coaching Manual: The Definitive Guide to the Process, Principles and Skills of Personal Coaching. Pearson, United Kingdom. Somers, Matt (2006). Coaching at Work: Powering your Team with Awareness, Responsibility and Trust. John Wiley & Sons, United States. Turesky, Elizabeth F and Gallagher, D. (2011). ‘Know Thyself: Coaching For Leadership Using Kolb’s Experiential Learning Theory’, The Coaching Psychologist, 7(1), pp. 5-14. The Federal Reserve System. (2011). ‘Mortgage Enhancements HSBC North America Holdings, Inc. HSBC Finance Corporation Action Plan Response to FRB Consent Order Training’. Available at http://www.federalreserve.gov/newsevents/press/enforcement/HSBC-plan-sect11-training.pdf. Accessed 20 February 2014. Read More