Coaching DEFINITION

Coaching is a personal (usually one-2-one) on the job approach used by managers and trainers to help people develop their skills and levels of competence. MEANING Coaching is a way to provide ongoing feedback to employees about their performance. It is applicable in traditionally as well as modern organizations. Coaching differs from feedback, although feedback is a part of the coaching process. Feedback is given by a manager or supervisor in response to specific event or situation. THE GOAL OF COACHING Facilitating Individual Performance Bad Feedback vs. Good Feedback Focusing on the Person, Not the Subject CHARACTERISTICS OF COACHING Two way dialogue between employee and employer or trainer. A series of interdependent steps or objectives. Specific coaching skills. Mutual satisfaction. Help is not only by telling but also by demonstrating the correct actions. Continuous monitoring of performance. Focus on a pattern of behaviors. Can be used at all organizational levels and by team leaders STEPS IN COACHING Coaching process has two primary areas of focus. Helping employee recognize the need to improve their performance. Developing an employees commitment to taking steps to improve performance permanently. To attain the two objectives coaching follows the following steps: Build mutual trust. Open the meeting. Get agreement on performance problem. Explode solutions. Get commitment from employee to take action Handle excuses.

TYPES OF COACHING Performance coaching. Skills coaching Career Coaching Personal or life coaching Business coaching Executive coaching Team facilitation Work shadowing BENEFITS OF EFFECTIVE COACHING Achievement means Fulfillment includes learning and development Joy Identify and Maximize Your Business Ideas and Opportunities Get Clarity Understand You & Your Desires Set Practical Goals Be Challenged & Creative Stay Focused and Keep on Track ROLE OF HR AS A COACH Traditional Approach Emerging Approach

What do you mean by Potential Appraisal?

POTENTIAL APPRAISAL Qualities that exist Evaluation and can be developed Beyond the Present Role.

Definition Potential appraisal is concerned with identifying the potential of an employee for future development and promotion in the organization. Objective:To identify the potential of a given employee to occupy higher positions in the organisational hierarchy and undertake higher responsibility. Why Potential Appraisal System is needed?
It attempts to generate - Data about employees - Their potential for occupying higher positions from a variety of sources and helps the top management to make decisions. The organization also has the responsibility for developing the managerial talent so this system also helps the management in identifying employees whose capabilities can be developed. Steps to be followed for a good potential appraisal system Role Descriptions Qualities required to perform the roles Indicator of Qualities - Rating by Others - Psychological Tests - Simulation Games and Exercises - Performance Appraisal Records Organizing the System Feedback on Potential Appraisal for Career Dev. POTENTIAL APPRAISAL AT PHILIPS INDIA. Philips India has combined performance and potential appraisal together. The various criterion used Philips are divided into four types. 1. Conceptual effectiveness. 2. Operational effectiveness. 3. Interpersonal effectiveness. 4. Achievement motivation. A (2*2) matrix is used to demonstrate the combination of performance & potential appraisal.

Potential (high) (low)

Problem children stars Planned separations (low) Solid citizens.

Performance (high)

Examples: CROMPTON GREAVES LTD. BPL Dr. REDDY Linkages with Other System Feedback and Counseling Training Job Rotation Data Storage Manpower Planning

CURRENT STATUS & EXPERIENCE Indian organizations are yet to focus their attention on potential appraisal. Systematic potential appraisal is a time-consuming activity. The returns can be higher in a stable industrial environment. With growth opportunities all around, there has been high mobility among executives. Due to this mobility, most organizations are not willing to invest their time and effort in identifying and developing the potential of managers. They seem to be content with appraising the potential of the employees along with performance appraisals. A few organizations however have adopted the strategy of identifying general competencies required for higher level jobs, and incorporating them in performance appraisals. In these organizations, performance is appraised on KPAs, KRAs or tasks assigned, and potential on managerial qualities. While this is a useful distinction, in the long run it does not help much unless the organization takes up separate potential development activities. A step in this direction was initiated at Crompton greaves limited but it was not developed into a full-fledged potential development system. In Crompton greaves, in-basket

exercises were prepared to identify & develop the potential senior executives into higher level positions. The in-baskets were in the form of situations a senior manager is likely to face if he is to perform jobs one or two levels above them. The candidate was expected to take decisions which indicated if he had the potential to think and act like the person who would be successful in that job. Top management itself was involved in evaluating their responses and provide feedback. The need for having separate potential appraisal system is being felt slowly in Indian organizations. Some consulting firms have come up to cater to this need. However, the development-focus is yet to come in the potential appraisal methods used. DEVELOPMENT IN THE NEW ECONOMY Potential appraisal in the last decade has taken different forms. Assessment Centers came under focus as potential appraisal and development tools. As most corporation have not had first had experience with Assessment Centers, the lacked confidence in using them for promotion decisions. As a result they have introduced them as Development Centers to assess and develop the potential of candidate. In this method competent executives are selected and are assigned challenging jobs besides being kept under scrutiny and observation. Example: Dr Reddys subjects their middle level and junior employees with certain experience to Assessment Centers, identifies more competent people and subject them to special development programmes. PROBLEMS OF POTENTIAL APPRAISAL Potential Appraisal cannot be applied to all in the same level. For e.g. there are people in the organization who have potential but who do not perform (attitudinal problem). Some people excel in their day to day jobs but when laden with additional tasks, they fail (workhorses). If they are promoted to higher designations then it becomes a problem for the employees and the company. Then there are stars who are brilliant in their jobs and have high potential too; but since they are prized candidates, they are difficult to retain and are always on the lookout of something better and bigger. Performance Appraisal , it does not happen at a particular period in every organization. The managers generally exercise it when an employee achieves a certain milestone, or completes a year or is planning to change jobs for whatever reasons. Usually it is recommended to take place within 6 months. It should be noted that a potential appraisal does not guarantee promotion. Normally, most of the companies do it to facilitate the growth of an individual. Potential appraisal is confidential form, not even shown to the appraises to avoid expectation.

 Observation on the past performance are available to the performance appraisal whereas, no such data is available to potential appraisal.