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Performance Coaching Model and Methodology: An Evaluation

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Performance Coaching Model and Methodology: An Evaluation
S2E2 Performance Coaching Model

STUDY

STANDARDIZE

EDUCATE

EVALUATE

Performance Coaching Methodology

Study Top Performers + Business Team Inputs

MI Inputs Best Practices

Document Org * Way of Doing things

Performance Tracking

Evaluate Current Performance

Refresher programs

Project Team of Org*+ MI

Educate Everyone on the Org* Way of Doing Things

Audit, Evaluation and Reporting

Update on the Product and Process Knowledge

Supervisor Training and Skilling

Customized On the Job Coaching

Sensitise on the Skills Required

Legend: 1. Study 2. Standardize 3. Evaluate 4. Educate

4 Important Dimensions of the COACHING Methodology:
1. Study : Study includes the following Steps a. Study and Document the Work Habits of Top Performers. Methodology: Interview & Field Observation i. Also take inputs from relevant teams from the Client Organization. Methodology: Interview with Top Performers, Supervisors & Team head / Business Head b. Study and Incorporate Industry Best Practices Methodology: MI Team to study Best Practices nationally and internationally through KM within the company, client reference, Information collection, Industry Analysis, Competition mapping, Web search etc., 2. Standardize: a. Finalize and Document Client Organizational Way Doing it. Document to have details like: 1. Context 2. Step wise Content 3. Each Step Success Criteria 4. Guidelines, Do’s and Don’ts. 5. Formats to be used with info on how to use them 6. Reporting Structures Evaluate: Evaluation is a important process helping ongoingly fine tune the various activities and strategies during the Performance Coaching Project. The 3 Evaluation aspects are: a. Organizational, Departmental and Individual Performance Analysis in the beginning of the Project. Current Performance Evaluation: Should give details on the gaps, as well as the strengths to leverage and the weakness to be compensated / dealt with. b. Audit, Evaluation and Similarly at

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