Accredited
Duration: 2 Days
Time: 8:30am-4:00pm
It is assumed that learners enroling for this course are competent in communication, mathematical literacy and computer literacy at NQF Level 4
There are many over-lapping skills between Coaching and Mentoring but there also differences. Although this course will focus on “Coaching” first-line managers, many of the techniques will be transferable and used effectively in a mentoring role. The following definitions are useful to bear in mind.
“Coaching is a process that enables learning and development to occur and thus performance to improve. To be a successful Coach requires knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place.” - Eric Parsloe, The Manager as Coach and Mentor
“Mentoring is off-line (more informal) help by one person to another in making significant transitions in knowledge, work or thinking.” (traditionally longer term and more informal when compared to Coaching)
Clutterbuck, D. & Megginson, D, Mentoring Executives and Directors
WHO SHOULD ATTEND
- Although the course is geared towards more senior Managers who need to coach first-line managers, the course has wider appeal and can be very beneficial to all Management levels
- Since the course is pitched at NQF Level 5 it is not recommended for supervisors or junior managers who do not have appropriate experience or a tertiary qualification
HOW YOU WILL BENEFIT
- Differentiating between Coaching and Mentoring
- Develop an appropriate Coaching Plan for your staff and particular situation
- Implement structured coaching sessions
- Use various recognised techniques in your coaching sessions
- Improve employee performance and morale through skills transfer
- Monitor and provide regular feedback on progress
WHAT WILL BE COVERED
- Definitions and recognised techniques associated with Coaching and Mentoring
- Formal coaching plans and processes that are recommended and widely used
- Planning and preparing for Coaching and the importance of working according to the plan
- Record keeping and monitoring progress
- Providing structured and regular feedback
- Taking corrective action as appropriate
- For further detail please refer to the Table of Contents set out below
TABLE OF CONTENTS
Module 1
Select a First Line Manager for a Specific Position
• Conduct an analysis of the job profile to determine the key performance areas for the first line management position
• Describe selection and weighting criteria for the Key Results Areas of the first line management position on the basis of the job profile
• Undertake liaison with the recruitment function of the entity to ensure understanding of the requirements of the position
• Use interviewing, desk checking and/or other techniques to arrive at a short list of the candidates who applied for the position
• Take decisions and make offers to the selected manager in accordance with organisational policies and procedures
Module 2
Plan the Coaching Process
• Draw up a coaching plan and schedule according to identified priorities in a unit
• Prepare records of expected performance against the manager's Key Results Areas to serve as a basis for discussions with the selected manager
• Implement a system for recording the decisions, commitments made and other relevant information from the discussions
Module 3
Coach the Selected First Line Manager
• Explain the purpose, content and schedule of the coaching process to the selected manager in order to reach agreement on the coaching process
• Discuss, during the coaching sessions, the selected manager's performance is discussed against the Key Result Areas and recorded for future reference
• Agree upon identified gaps and actions to close them and record it in the coaching action plan
• Give feedback to the manager that is honest, constructive and supportive
Module 4
Monitor and Measure the Results of Coaching Sessions
• Monitor actions agreed to at a coaching session at the times agreed to during the coaching session
• Give positive feedback to the selected manager for accomplishments against the coaching action plan
• Record corrective actions agreed upon in areas where requirements in the coaching action plan have not been met
• Take follow up action on the basis of the manager's response to the coaching is in line with organisational policies and procedures
• Encourage line managers to use the coaching process with people reporting to them after explaining and agreeing a system with them
