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Human Resource

Management Coaching Protocol

I. Assumptions:

  1. Many managers and front line supervisors are promoted due to their excellent performance in meeting the production, sales or service goals of the organization.
  2. Irrespective of any internal or external training workshops or programs, those who benefit most from coaching have little formal preparation in the application of management or leadership techniques to their current position.
  3. The coaching candidate is motivated to improve his or her skill set for this position.
  4. On the job coaching is the most cost-effective and practical approach for addressing the coaching need.
  5. The direct report of the coaching candidate has little time to devote to help the manager/supervisor develop his or her skills.

a. Most direct reports tend to be enthusiastic about their new manager/supervisor.

b. In some instances especially if time has passed without improvement, the direct report may not be convinced that the coaching candidate is capable of developing sufficient management and leadership skills to get the job done.

c. Although not the EAP’s preference, the coaching program may be a “make or break” proposition for the direct report.

II. 21st Century EAP Approach:

  1. The basic program is a 5 meeting model. Each meeting is between 1.5 and 2 hours long depending upon the individual situation. While the interval between the first session and the second one may vary between 2 weeks and 1 month, all subsequent sessions are typically about 1 month apart. The last session or 2 could be scheduled over a long period if that accomplishes the purpose of the coaching engagement.
  2. The coaching candidate may be asked to take an on-line individual job assessment instrument to gain objective information of the strength and weaknesses associated with the skill set required for the position.
  3. The initial session is intended to sign an agreement that gives the coach permission to work with the coaching candidate and clarifies the nature of the coaching engagement. It also is designed to review the job position, the background of the candidate and to draft an individual development plan.
  4. The subsequent sessions are designed to examine specific ways in which the skill set can be strengthened.
  5. Each meeting following the initial one includes discussion of coaching candidate’s actual on the job efforts to implement new or different supervisory/managerial techniques.
  6. While specific discussions with the coaching candidate are confidential, the individual development plan and interim feedback from the direct report are desirable steps needed to insure that the program is addressing the needs of the coaching candidate. Special written permission is required to insure clarity of limits of discussion outside of the coaching sessions.