2.7.B Skill in coaching supervisors and managers on methods and approaches for supporting employee development. Flashcards
Liz, a manager, wants to provide regular feedback and coaching to keep her employees engaged. Which of these best practices would you suggest to her as she plans her employee coaching initiative?
A. Get to know each employee individually to understand each employee’s strengths and career goals.
B. Make a point of stopping by each employee’s desk at the same time each day to tell employees what a great job they’re doing.
C. Ask employees to write something nice about each of their co-workers to share at the weekly team meeting.
D. Connect an employee’s performance and accountability measures to their individual development plans.
A. Get to know each employee individually to understand each employee’s strengths and career goals.
Liz should get to know each employee individually to understand each employee’s strengths and career goals and provide DAILY feedback & coaching.
Employees who receive daily feedback and coaching are 3 times more likely to be engaged.
A talent development professional is developing a program to enable first-time managers to be effective coaches. As a part of the program, which of these behaviors should the talent development professional encourage to help managers become effective coaches?
A. Avoid including team members while setting goals for the team members.
B. Keep team members’ performance separate from individual development plans.
C. Create accountability among team members by holding regular progress reviews.
D. Replace a learning culture with a training culture.
C. Create accountability among team members by holding regular progress reviews.
For managers to be effective coaches, it is important to create accountability by holding progress reviews several times a year with team members. To be effective coaches and keep team members engaged, it is important for managers to include team members while setting goals.
Managers should connect a team member’s performance and accountability measures with individual development plans. This helps in keeping employees engaged. Additionally, managers should empower team members and avoid micromanaging.
In which step of the C-O-A-CH conversation process should a manager define coaching goals, desired results, and measurable objectives?
A. “C”
B. “CH”
C. “O”
D. “A”
C. “O”
In the C-O-A-CH conversation process, the second step, O, or objectives, involves managers defining coaching goals, desired results, and measurable objectives to team members.
A project manager observes that one of the team members is working on a challenging project and has been facing difficulty in meeting deliverables. The manager sets up a meeting with the team member to discuss different ideas and ways to meet the deliverables.
Which step in the C-O-A-CH conversation process is the project manager performing?
A. Alternatives
B. CHoices
C. Current situation
D. Objectives
A. Alternatives
The manager is focusing on the ‘alternatives’ step of the C-O-A-CH conversation process. The step involves discussing alternative approaches and ideas on how to fulfill the established objectives.
The current situation, objectives, and choices steps don’t focus on the discussion of different ideas and ways to meet deliverables.
A talent development professional is working closely with newly appointed managers to help coach team members effectively. The manager shares with the talent development professional that a few of the team members recently underwent classroom training but were unable to apply the learning in day-to-day work.
The talent development professional recommends that the manager should conduct informal training for the team members. Which of these is the talent development professional likely to be recommending?
A. Seminars
B. Stretch assignments
C. Workshops
D Off-site trainings
B. Stretch assignments
Stretch assignments are an example of informal learning. Such assignments could include tasks that are assigned to an employee, even though the tasks are beyond the employee’s existing experience or skill level.
Seminars, off-site trainings, and workshops are examples of formal learning.
A talent development professional is conducting a learning program for team members on developing effective communication skills. The talent development professional understands that it is important to involve the team members’ managers in the learning program.
During the course of the training program, how should the talent development professional involve the managers?
A. Ask the managers to determine key expectations from the program.
B. Familiarize managers with the skills that the team members would need to practice.
C. Discuss with managers the metrics that would have an impact on the learning program’s success.
D. Invite the managers to visit the program at a time that supports the learners’ goals.
D. Invite the managers to visit the program at a time that supports the learners’ goals.
Talent development professionals can involve managers during the training program by inviting the managers to visit the program at a time that would supports the learners’ goals.
Discussing the metrics that would have an impact on the learning program’s success and asking managers to determine key expectations from the program should be done before conducting the learning program.
Familiarizing managers with the skills that team members would need to practice can be done after the learning program is conducted.
T/F: Coaching will not solve performance problems due to obstacles such as lack of resources, unrealistic expectations, or too many responsibilities.
True
What do the letters C-O-A-CH represent in this Conversation Process?
C= Current situation
O= Objectives
A= Alternatives
CH=Choices
