CIPD

Introduction

Human resource managers have the responsibility of ensuring that, all the human resource needs and requirements of an organization are met all in an effort or the aim of ensuring that the various aspects of the organization run smoothly. These needs mainly revolve around recruitment of the personnel who are suitable and know the dynamics of the organizational needs. Of the most importance to Human resource managers is ensuring that the newly recruited individuals are well versed with the things that are expected of them, as well as the various aspects of their jobs. This underlines the importance of coaching in an organization. Coaching refers to a process that allows for the occurrence of learning and development, which would improve the performance of the individual and organization in general. Successful coaching requires that an individual incorporates the understanding and knowledge of the process, as well as the varied skills, styles and techniques that would be fit for the context of the occurrence of the coaching.

Organizations may choose to incorporate in house coaching where the coach is an employee of the organization in question. The key advantage of in-house coaches lies in their enhanced availability. This means that the coaches can always refer to them when they need answers on various issues (Wilson, 2007). In addition, in house coaches are seen as less expensive than external coaches. It is worth noting that the coaches are also well-versed with the various features of the organization such as the company culture, politics and history, in which case the coachees will be well-versed with hands-on knowledge of the organization (Clutterbuck & Megginson, 2005). However, in-house coaching may have the disadvantage of being unable to bring in new strategies that would propel the organization to higher heights of success. In addition, there are instances where in-house coaches may have a conflict of interests and even have problems maintaining confidence in the affairs of the organization (Wilson, 2007).

Nevertheless, there are various coaching models that are used in organizations. Two of the most popular models of coaching are CLEAR and OSKAR. CLEAR is an acronym for Contracting, Listening, Exploring, Action and Review. In contracting, the coach assists the coachee to establish the outcome that they want to achieve from the coaching. In addition, the coach would be establishing the coaching scope and setting the rules for working. Listening gives the coach an opportunity to listen to the coachee empathetically so as to understand their situation (Wilson, 2007). Exploration helps the coach understand the personal impact that the situation has on him, and challenges the coachee to look through the possibilities in resolving the situation. In action, the coachee is assisted in choosing the best solution while review revolves around reinforcing the ground covered, value added and the decisions made (Wilson, 2007).

OSKAR, on the other hand, is an acronym for Outcome, Scaling, Know-how, Affirm and action, and Review. In the Outcome, the coach determines the desired achievement and the future perfect. Scaling involves determining the position of the individuals in relation to the desired outcomes. At the Know-how stage, the coach determines the skills, attributes and knowledge that the coachee currently holds that would prove helpful in the attainment of the goal. This knowledge is used in building up the confidence and awareness of the coachees to allow for achievement of the desired outcome. At the Affirm and Action stage, the coaches provide positive reinforcement by reflecting back on the positive comments pertaining to the key attributes and strengths that the coachee revealed. Action revolves around assisting the coachee to determine the small actions that they can now take so as to achieve the organizational goals.

Coaching plays a fundamental role in enhancing the growth of the organization, as well as the individual. First, it allows for the exploration of the motivations, needs, desires, thought processes, and skills of an individual, that would assist the coachee to make lasting change in his behavior and put him in the path of development.  In addition, coaching allows for the maintenance of a positive regard for the workers as the coach must, at all times, be non-judgmental and supportive of the worker, aspirations and lifestyles (Clutterbuck & Megginson, 2005). On the same note, coaching encourages workers to persistently or continuously improve the competencies, as well as establish new alliances of development where necessary so as to achieve their goals.

The organization benefits from increased productivity of the coachee in the execution of his duties. This is bound to enhance on the productivity of the organization in the long term. In addition, coaching allows for the identification of the unique strengths, skills and capabilities of the workers and, therefore, use them as the foundation  to enhance their growth and development. Coaching also allows for the inspiration of the worker to carry out “best practice” and “best thinking”. Coaches are always updated on the most appropriate practices in the workplace, in which case they would not allow the worker to go on a path that is faulty or unfriendly. The organization also benefits from the teaching and direction provided by coaches especially in instances where competency and experience are deficient (Clutterbuck & Megginson, 2005). This ensures that the o.............