How Important Coaching and Counseling is for Employee performance

One of the most vital issues facing organization is preserving employee assurance to business goals and objectives. Most of all companies are facing a time of great managerial change led by oversees outsourcing, downsizing, global reform, and retreating career progression paths. Because of these changes, workers are less probable to rise up the position and more likely to amend jobs or area of occupation often. With performance being an elementary foundation stone to financial achievement, employers will need to put into operation constant learning programs and enable workers to obtain new skills to thrive. There are many situations in the office when counseling can be implemented.

At any time, employees may experience problems related to personal, professional or might be their career development, which may seriously affect success at the company and in achievements of its financial and strategic goals. If these difficulties go unsettled for a period of time, they are possible to crash the employee's talent to perform effectively on the job.

Coaching when used in an effective manner can positively affect an organization. It can produce improved relationships and teamwork between staff at different levels. Employees have increased job satisfaction, which improves productivity and quality, and there is an overall improved use of people, skills and resources, as well as greater flexibility and adaptability to change. Coaching when used in organizations can help align an individual employee performance with the organization or team objectives, can help improve the communication between the managers and the firm’s teams, can help employees do better than their assumed limits, can maximize the individual strengths and help employees take responsibility and ownership for their mistakes and actions.

Counseling is a strategic resource that workers can use and managers can rely on when work performance, career transition, personal behavior in the workplace and/or cultural fit becomes a question. It provides a means for supervisor to encourage their workers to seek career, personal or current job related support early to avoid small troubles from receiving out of hand and creating greater barriers to accomplishment (Aiden,2014). It's also a way to help key workers to get rid of personal and professional issues and reach higher career aspirations, so that they maintain to add important value to the business.

The management of banks should therefore ensure a well-planned and strategic coaching and counseling program is in place and the coaching is done and implemented effectively. Not only that but also the banks management should make sure that coaching/ counseling program is exposed to all employees.

Coaches are advised to suggest improvements, enlighten hen and also inform them on how they are doing. Coaches should provide results of events as close to the event as possible to enable the ideas they give to stay fresh in the employees’ minds and so as to make any needed changes in a timely manner. The banks coaches should come up with a routine which is frequent and a detailed discussion with the employees on their performance (Mooney,2015). This routine should be informal in nature and the parties should discuss their view on the employee development and performance.

Coaches at the bank should be encouraged to have an introductory session with potential coachees first. If the person does not feel right with a given coach he or she should be allowed to see a different mentor or coach. In order for people to develop and grow towards optimal personal performance, they require the right environment (Whitmore,2012). The individual needs to feel understood, accepted and valued for the person they really are. If the person does not feel valued for being themselves, but instead only feeling valued for being the person that they perceive someone else wants them to be, they will start to develop out of congruence with their intrinsic, inherent path, which will result in distress and dysfunction. The coach should therefore be very careful to not spend too much of the session talking and leading the discussion. They should be consciously aware of slowing their thoughts and listening to the coachee to help reflect back to the individual their situation and possible solutions.

Video 1.0 : Performance Management Coaching & Counseling 

(Blessing White, 2012)

References

Aiden, J Sisko. (2014) The ultimate guide to counseling coaching and mentoring: The handbook of coaching skills and tools to improve results and performance of your team. United States, JNR Publishing Group.

Blessing white, 2012. Performance management coaching and counseling.

Mooney, P. (2015) Fog clearance: Mapping the borders between coaching and counseling. Oxfordshire, Oak tree press.

Whitmore, J. (2002) Coaching for performance: Growing people performance and purpose. London, Nicholas Brealey Publications.