Coaching And Mentoring Paper

Coaching and Mentoring When new hires have successfully completed their first week, it is the supervisor’s role to further develop the work team and each individual employee’s skill set and competencies by developing a coaching and mentoring plan of action. As part of attaining goals, the supervisor should make certain the team is comprised of diverse skill abilities and competencies to perform the necessary tasks to be successful. This is also an important strategy that closely ties into effective staffing and employee development processes. The role of the supervisor should classify developmental strategies together with each employee to establish improvement actions and opportunities. The identification of developmental goals

HR and Coaching The HR department plays an important role in coaching and mentoring to assist supervisors when addressing concerns and cultivating organizational opportunities. In addition to, the HR department is involved in offering feedback to supervisors regarding behaviors and actions toward employees during coaching and mentoring, among other situations. HR will assist in behavior guidance and offer more effective solutions when dealing with complicated situations that greatly impact employees and foster potential negative reactions (Heathfield, 2018). Additionally, offering guidance and feedback to the supervisor will further improve the potential to delegate actions and coaching appropriately. The HR department must emanate knowledge on feedback strategies to help advance the supervisor throughout his or her career. These strategies includes goal setting, communication, and follow up, and serves as a

Union leadership should be included in the coaching process initially to ensure concepts that the HR department is building with supervisors are not concealed and oppose any agreements made through the collective bargaining process. At times, joining coaching workshops are an effective tool to ensure agreements are practiced appropriately to union standards. There is a strong difference between discipline and coaching a union employee, regarding union involvement. Coaching is a process that supervisors perform daily to ensure each employee achieves personal and organizational goals, and oftentimes does not involve union leadership. In many instances, coaching an employee to improve his or her skill set in certain areas to possess the competencies performed in job functions can lead to disciplinary action. If the employee does not oppose the coaching strategy and demonstrates the willingness to improve, union leadership or representation shows little to no involvement to help solve the problem. If the employee is unresponsive to coaching and the disciplinary process progresses, union representatives will attend coaching meetings to ensure the employee improves behaviors and adheres to the coaching plan.