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EVALUATION : How to Measure the Learning through COACHING

EVALUATION : How to Measure the Learning through COACHING. Karl O Connor Head of Training First Active plc Feb 26th, 2004. What is First Active ?. A Mortgage and Investment provider Focused on providing excellent customer service Part of Royal Bank of Scotland

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EVALUATION : How to Measure the Learning through COACHING

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  1. EVALUATION : How to Measure the Learning through COACHING Karl O Connor Head of Training First Active plc Feb 26th, 2004

  2. What is First Active ? • A Mortgage and Investment provider • Focused on providing excellent customer service • Part of Royal Bank of Scotland • Excellence Through People award since 1996 • IITD National Award Winner 2003

  3. IdentifyingTraining Needs • Many Ways including: • Business Plan • Annual goal setting and performance reviews • Manager /individualrequests • 360 degree feedback • New processess e.g technlogy

  4. Coaching: What is it? No-one is so good that they cannot get better • Nick Faldo

  5. Coaching is Performance & Performer Focused “The release of latent talent and skills previously untapped by training through a process of self-awareness initiated by the coach”

  6. THEPERFORMANCEPOTENTIAL ICEBERG Existing level of Knowledge, Skills and Attitude Potential unlocked by training Untapped potential which can only be released through self-awareness and by coaching

  7. Top 3 Preferred Development Method • Research shows coaching is the third most frequently used training & development method in UK organisations • “Organisations are now wising up to the potential coaching has for accelerating learning and raising performance levels” Source:CIPD 2002

  8. Irish Research-National Survey • Coaching has become 4th most popular training and developmental method used in Irish Establishments • Coaching is “considered to be very effective” by users Source: CIPD (IRL) 2001

  9. COACHING in First Active • Helps to embed training undertaken • The line manager acts as a coach • After a course the coach asks “what did you learn? What will you do differently back on the job?” • The performer takes personal responsibility to implement an agreed action plan • The coach follows up with the performer to review the learning e.g through live observation • General Manager is our coaching champion

  10. Evaluation • Application: Coaching helps to measure how well the performer transfers the knowledge and skills acquired in training onto the job • Business impact is taken into account e.g increase in sales/cross sales • Balanced score card is used in support of coaching

  11. Training/Learning Recall

  12. WHOLE PART WHOLE

  13. PRACTISE AND AWARENESS HIGH SKILL & NO AWARENESS HIGH SKILL & HIGH AWARENESS LOW SKILL & SOME AWARENESS NO SKILL & NO AWARENESS TIME

  14. Good coaching is simply good management • The perfect strokes are already within us waiting to be discovered. The role of the coach is to give nudging encouragement. Tim Gallwey (The Inner Game of Tennis)

  15. Thank You • Questions? • Book: Coaching Champions • By F Salisbury, C Neary, K O’Connor • Published by Oak Tree Press, 2001

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