eerWroclaw University of Technology
Career Coaching. Overview
Author: Petr Gusev
Supervisor: ´ Dr. Wojciech Maluszynski
January 11, 2013
Abstract This article addresses a short overview of career coaching, its evolution, content, purposes and applying indicators in order to provide a brief overlook of the topic. Overview was made as a part of Organizational Psychology curriculum in Wroclaw University of Technology.
Purpose of Career Coaching
The general goal of career coaching is to assist clients’ personal development within the context of work and career so that clients can better identify their skills, make better career choices, and be more productive and valuable workers. Career coaches serve as personal consultants for any work-related concerns such as balancing home and work, learning interviewing skills, developing better managerial skills, executive personal and career development. Career coaches help their clients get more of what they want out of life, whether it be business success, ﬁnancial independence, academic excellence, personal success, physical health, interpersonal relationships, or career planning. Therefore, career coaches have been described as sounding boards, support systems, cheerleaders, and teammates combined into one and as consultants who mentor their clients through career challenges and motivate them to achieve realistic goals.
Content of Career Coaching
• it consists of one-on-one counseling about work-related issues • its focus is on providing managers with feedback on both their strengths and weaknesses • its goal is to improve employees’ work eﬀectiveness in their current positions
Career coaching has three key elements :
Although various coaches tailor their counseling in difterenl ways depending upon client needs, most coaching relationships go through four phases : • setting the goals for the proposed coaching intervention • collecting data from both the target employee and others with whom he/she regularly comes in contact • providing 360-degree feedback to the focal employee and discussing a variety of approaches for improving job eﬀectiveness
• periodic follow-up and monitoring in the months after the regular coaching meetings have ended In the ﬁrst phase the coach may meet with ihe client a couple of times to build trust, to set realistic expectations of the coaching relationship. During 2nd stage, the coach may either collect 360-degree feedback directly or review previously collected feedback with the client. At this stage, too, some coaches also conduct personal slyle assessments or personality tests. During the next several months, coaches may meet with clients biweekly or monthly to discuss ways of modifying their behavior. Some coaches also have several phone calls with clients between their periodic face-to-face meetings. After the ongoing coaching relationship concludes, coaches may still follow-up with clients periodically to assess progress, to help the client ﬁne-tune behavior.
Career Coaching retrospective
At ﬁrst, career coaching was an expansion of the role of managers to act as coaches to their employees an idea that continues to grow in popularity . In the past, managers often did not recognize career development as a crucial aspect of employee development, and such attitudes were diﬃcult to change. The idea of incorporating career development into the process of employee development slowly began to take hold. New concepts of both the career development process and the people who would play key roles in this process emerged in the business setting. The role of managers in the career development of employees continues to increase. Employees with issues such as career transitions and how to increase sales ability are relying more and more on their managers for advice and coaching. The teamwork approach between managers and employees may be the best means to facilitate...
References:  Career Coaching: What HR Professionals and Managers Need to Know., vol. 24, 2001.  Career Coaching: Practice, Training, Professional, and Ethical Issues, vol. 52, 2003.  Do you need an executive coach?, 1996.  Just for the Drill of it, 2000.
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