a guide for the human resource professiona phần 8 pps
a guide for the human resource professiona phần 1 doc
... Topics 10 5Chapter 9 Assimilation Coaching 10 7Chapter 10 Executive Development and Coaching 11 1Chapter 11 Multi-Cultural Issues 11 7Chapter 12 Coaching and Diversity 12 3 1 This first chapter addresses ... Coach 15 9Agenda Items for an Initial Discussion Among HR 16 3Professional, Client, Boss, and CoachSample Agreement for Coaching Services 16 5Sample Action Plan 16 9Action Plan Format 17 1Sample ... work has changed drastically. The same forces that are changing our lives in organizations are driving the greater use of coaching (see Table 1. 1). The demands placed onorganizational leadership...
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a guide for the human resource professiona phần 2 pot
... much about the behavioral science aspects of the coach’s education. There are a wide variety of “coaching skills”programs available to people who want to practice coaching as a profession. These ... appropriate action plans andaction behaviors • “Formally contracted” means this is very intentionaland planned. There’s nothing casual about a coachingrelationship. It is a business deal and ... a particu-lar coach. Even if you as the HR professional do much of the screen-ing, the client should participate actively in the choice as well.As one HR professional in a health care management...
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a guide for the human resource professiona phần 3 potx
... may change.ã There may be interim goals as well as long-term goals.ã There may be business and also personal goals, andthey may overlap and impact each other.What Are the Steps in the Coaching ... to a formal evaluation, a number of approachesare possible. The methods used for gathering information during the assessment phase can be used as measurements of performancebetween the initial ... the raters’ email addresses to the survey administrator, the raters receive a web address and a password.When the raters access the website and type in a pre-assigned password, they can take the...
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a guide for the human resource professiona phần 4 ppsx
... help the client set appropriate goals, it isimportant that the coach understand the structure of the organization and the strategic plans that guide the client’sperformance. If the coach can have ... clarified the significant role played by HRprofessionals as “stewards” for coaching in their organizations. Youhave learned more about the three aspects of the HR professionalrole as they relate ... issues at the same time. The HR professional needs to be sure that the coach under-stands the climate and culture as they exist now as well aswhat the organization intends them to be in the future,...
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a guide for the human resource professiona phần 5 pot
... reports and to whom?As stated in Chapter 4, when a more formal evaluation isdesired, there are a number of approaches that the coach and the client may want to take. If assessment data such as multi-rater ... case for change. A related task is for the boss to become reasonably sure that what the employee is being asked to do is achievable. Is the boss comfort-able that the changes can be made? Has the boss ... proper domain. Sometimes the organi-zation has a strong need for related services. Since the coach isalready familiar with the issues in the organization and has estab-lished a level of comfort...
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a guide for the human resource professiona phần 6 ppt
... roles. As a result, they run the risk ofmaking critical and costly mistakes. By applying cross-culturalcoaching, multinational companies can help their managersenhance their global managerial and ... people and big budgets. Their failure to perform meantgreater risk and expense for the organization. Many savvy compa-nies, therefore, realized that a coaching program could assist thesenewly appointed ... participants. At the same time, the coach gains an understanding of the program’spurpose and principles and gets to know the participants. The coachalso has the opportunity to see the interactions...
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a guide for the human resource professiona phần 7 ppsx
... Virtually anyone can and is hanging out a shingle as somekind of coach.How was the decision made to use a particular coach?Throughout my professional life, I have always maintained a personalboard ... major organizational issues to contend with, and having a coachat my side was invaluable in dealing with them.One of the first things I realized about a coaching relationship wasthat a coach helps ... think-ing and decision making; “Am I crazy?” Having my coach to help meanalyze these situations was invaluable, whether he gave me a plau-sible explanation that I had not thought of or simply said,...
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a guide for the human resource professiona phần 8 pps
... EXECUTIVE COACHINGAfter the initial period of six months of coaching conversations, Imade a decision about leaving my company and coaching wasincluded as a part of my “departure” package. That was ... strengths and weaknesses. Only a few yearsafter coaching did I realize that I was dealing with a lot of angertoward my company at the time. The anger was controlling anddirecting me. It was important ... expectations for the coachingengagement. Refer to Chapter 4 for a discussion on an initial four-way meeting.Sample Agreement for Coaching Services. This is a sample of a rel-atively more formal agreement...
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a guide for the human resource professiona phần 9 pot
... raters’email addresses to the survey administrator, the ratersreceive a web address and a password. When the ratersaccess the website and type in a preassigned password,they can take the surveys at ... in the audience washighly favorable regarding the clarity of the message. Performancecould have been improved by demonstrating greater ease andfacility with theQ&Aportion of the presentationFeedback ... what is considered tobe a realistic and desired goal may change.ã There may be interim goals as well as long-term goals.ã There may be business and also personal goals—and they may overlap...
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a guide for the human resource professiona phần 10 ppsx
... to specify the details of an evaluation of the coach-ing program is at the contracting phase. An evaluation process canhelp in establishing clarity at the outset about what the coaching isdesigned ... results for both you and the organization? How doothers perceive the changes that are occurring?Third, the evaluation serves as a recalibration process. It canprovide valuable information for ... Instruments also are usedto obtain information that will serve as a basis for change and to assist inworkforce planning efforts. Paper-and-pencil tests still dominate the instrument landscape with a typical...
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coaching a guide for the human resource professional phần 3 ppsx
... critical. As one HR professional in a health care maintenance organization stated:“Using an external coach promotes a great way of learning. The advantage of using an external coach is that the ... changes that are occurring?Third, the evaluation serves as a recalibration process. It canprovide valuable information for the coach and the client that helpsthem make adjustments in the coaching. ... Implementation and Action Planning The coaching process can move into an implementation andaction-planning phase when:ã The initial goal of the coaching has been determinedã The coaching agreement has...
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coaching a guide for the human resource professional phần 8 doc
... measured?ã What information about the coaching assignment is tobe shared? With whom? At what intervals?Agenda Items for an InitialDiscussion Among HR Professional, Client, Boss, and Coach163 ... that initially the assignment was difficult for both of us. I threw a lot of information at him and vented. It was hard for me to separate the facts from the feelings. My coach got me to talk about ... understand the purpose of the coaching and how it links tobusiness strategy, and so that you can communicate it to othersin the organization. See Chapter 5 for a more complete explanationof the actions...
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a guide for the human resource professional phần 1 ppsx
... Plan 16 9Action Plan Format 17 1Sample Progress Report 17 3“To-Do” List for Managing Coaching Resources 17 5Appendix 17 7Executive Breakaway Section 17 9Bibliography 213 About the Authors 217 Index ... everyday tools to be usedby HR professionals and others. The Appendix contains an executivebreakaway section—material designed for the coaching client. The break-away section, as well as the resources ... our gratitude to Veronika Boesch, Marilyn Dabady,Michael Frisch, Marina Tyazhelkova, and Ann-Caroline vander Ham.We are especially thankful to our editorial team, Matt Davisand Susan Rachmeler,...
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a guide for the human resource professional phần 6 ppsx
... established early for the participants. At the same time, the coach gains an understanding of the program’spurpose and principles and gets to know the participants. The coachalso has the opportunity ... tutorials, clients are given information about the expatriate adaptation cycle, the stages of adjustment, and the possibility of culture shock. Topic areas also include a geographicaland historical ... increasing their efficacy as leaders.Action PlanningVery often the coach is asked to assist the individual in imple-menting the action plans that have been generated in the formalclassroom training....
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a guide for the human resource professional phần 8 ppsx
... is the primary client?ã How can I help the coach under-stand the organization’s strategicbusiness plans and the role that the client plays in those plans?ã What are the key informal rela-tionships ... clarity of the message. Performancecould have been improved by demonstrating greater ease andfacility with theQ&Aportion of the presentationFeedback on Coaching StyleIn the past two quarters, ... ownperformance? The performance of the team? The performance of the business unit?ã How will success be measured?ã What information about the coaching assignment is tobe shared? With whom? At...
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