CHAPTER 4 Employee Development and Coaching

Intended Learning Outcomes

By the end of the learning experience, the students must be able to:
1. Describe the importance and benefits of employee development including a
developmental plan as part of the performance management system;
2. Describe the various short-term and long-term objectives of a developmental
plan;
3. Design a high-quality developmental plan;
4. Learn about the key activities that will help the successful implementation of a
developmental plan;
5. Understand the role that the direct supervisor plays in the design and
implementation of a developmental plan;
6. Implement a 360-degree feedback system with the goal of providing feedback
on and improving performance;
7. Implement an online 360-degree feedback system;
8. Understand the advantages as well as the risks of implementing a 360-degree
feedback system; and
9. Evaluate the quality of a 360-degree feedback system.
10. Define coaching, and describe its major functions.
11. Understand that a manager’s personality and behavioral preferences determine
his or her coaching style.
12. Describe the coaching process and its components.

Employee Development

Employee development is a process for managing person’s professional

growth. Learning building new skills and working to one’s full potential is both
rewarding for the individual and helpful to the organization as a whole.

Development is invaluable for your employees. Frederick Herzberg in his

classic Harvard Business Review (HBR) article One More Time: How Do You Motivate
Employees?’ argues that growth is a powerful intrinsic motivator and can increase
job satisfaction. Job seekers at all level, from recent grades to executives are more
concerned with learning and development opportunities than with another aspect of
a prospective position. And in a study of Millennials in the workplace, professional
services firm PwC found that training and development were the two most-valued
benefits for these workers-even more than money, which ranked third.

Companies whose employees are inspired and equipped to fulfill their

greatest potential yield the best business results overall. And if high-performing
individuals feel that they will be more likely to stay with the organization prepare for
the future; by giving them the training and skills they need, your employees will be
ready to move int the key roles when the opportunities arise. Employee
development, like motivating and coaching employees, should be an ongoing part
of your performance management process. Tailor development offers -which can
include training, temporary “stretch” assignments, mentoring, and coaching, among
other approaches-to the individual, and work with them to determine which ones
are the right fit for their skills and aims.

Supervisor’s/Manager’s Role in Employee Development

While development was once largely considered the domain of HR, it’s
actually every manager’s responsibility to attend to their people’s growth on an on-
going basis. Managers who take employee development seriously are more likely to
lead a team with good morale and high standards, maintain a spirit of continuous
improvement, and achieve better results.

Yet many managers are hesitant to develop their employees. Some argue that they
don’t have the time, especially if there are no challenging or interesting
opportunities currently available for a direct report. Others find the conversations
difficult if their employee isn’t ready for promotion or if the manager doesn’t have a
clear plan of action in mind.

But neglecting development has consequences. Your employees may feel

unsupported, and their morale and motivation may decline. Even your strongest
performers can begin to feel stuck in their careers. And that increases the risk of
them leaving the organization. Worse are the disillusioned, weaker performers who
don’t quit, leaving the organization with a destructive morale problem that can
infect the culture.

Preventing Career Plateaus

Just because someone has strong skills and impressive performance doesn’t mean
they’re happy in their job. In fact, psychologists Timothy Butler and James Waldroop
write in their HBR article “Job Sculpting: The Art of Retaining Your Best People,”
“managers botch career development – and retention – because they mistakenly
assume people are satisfied with jobs they excel at.”

Don’t allow good people to get stuck in career plateaus. As a manager, you have a
responsibility to make sure that the people you value are progressively advancing
in their career paths.

How can you tell when someone is ready for a new challenge? They usually make it
clear by asking or by pursuing development opportunities. But you can also watch
for a few signs:

 Everything they manage has been running smoothly – for a significant period of
time.
 When faced with problems, they jump quickly to solutions.
 They spend time trying to fix other people’s and other department’s problems.
 While they’re still performing well, they’ve been increasingly but inexplicably
negative.

To retain your best performers and maintain their engagement, make an effort to
offer meaningful development opportunities and challenges – and to raise the topic
if they don’t bring it up themselves.

On the other hand, people who are challenges and engaged describe their
development process as exhilarating. When people are energized by learning, it’s
easy for them to stay engaged and perform at their peak. Satisfaction levels rise
alongside challenge.

To be sure investing in your direct reports’ development takes time and thoughtful
effort devoted to discussing and thinking about each of your employees and their
futures. To best help your people develop, you’ll need curiosity about each
individual and patience for the learning process. But your employee will have to do
the hard work of development – starting with taking ownership and embracing
accountability for their own growth. You can’t just hand your direct report a
development plan and expect them to commit and run with it. Each employee’s
drive to grow needs to come from within. “Highly structured, one -size – fits – all
learning programs don’t work anymore,” explains consultant and author Keith
Ferrazzi. “Individuals must own, self-direct, and control their learning futures. Yet
they can’t do it alone, nor do you want them to.”

Personal Development Plan (PDP)

The PDP outlines the developmental initiatives to be taken to improve functional

and managerial competency of the individual. It addresses current needs as well as
future needs using both on-the-job and formal Training methodologies.

Key Features of the PDP

 1. It focuses on 2-3 most important competencies to be developed during the
year.
2. It outlines the activity plan for the year to address those 2-3 competency
needs.
3. It creates alignment in the thinking between the individual and the superior
and makes both their developmental responsibilities clear.
4. It makes menu of Development activities available on PDP Toolkit.
5. Under PDP the HR manager/line manager guides in selecting the most
appropriate development option.
6. It provides greater support to help people in their learning

PDP Implementation Process

1. Discussion between superior and subordinate

2. Managerial and Functional Need Identification
3. Both off-the-job and on-the-job development

Responsibility
1. Superior facilitated (by HR)

Compliance and Monitoring

1. Regularly by superior
2. Mandatory Review by

HR Timelines
End February

A good PDP should have operational and tactical focus and compliance.

Employee development is a crucial aspect of organizational growth and success,

linking closely with the performance management system to ensure both individual
and company objectives are met.

1. Importance and Benefits of Employee Development

Employee development encompasses a range of learning opportunities and growth

experiences designed to enhance an employee's skills, knowledge, and abilities.
Integrating a developmental plan into the performance management system offers
several benefits:

 Enhanced Employee Performance: Targeted development efforts lead to

skill improvements, directly impacting job performance.
 Increased Engagement: Employees who feel the company invests in their
growth are more engaged and motivated.
 Retention: Development opportunities are a key factor in employee retention,
reducing turnover costs.
 Succession Planning: Developing employees prepares them for future
leadership roles, ensuring business continuity.
 Adaptability: A well-developed workforce can better adapt to change,
fostering innovation and maintaining competitiveness.

2. Objectives of a Developmental Plan

Developmental plans should have both short-term and long-term objectives:
 Short-term Objectives:
Address immediate skill gaps to enhance current job performance.
Foster a culture of continuous improvement and learning.
Build foundational skills for future roles and responsibilities.
 Long-term Objectives:
Prepare employees for future roles and leadership positions.
Ensure the organization has a pipeline of skilled talent.
Support career growth and satisfaction, aligning individual aspirations with
organizational needs.
3. Designing a High-Quality Developmental Plan
 A high-quality developmental plan is personalized, strategic, and measurable.
Here's an outline:

1. Assessment: Evaluate the employee's current skills, performance, and

career aspirations.
2. Goal Setting: Define specific, measurable, achievable, relevant, and time-
bound (SMART) objectives.
3. Learning and Development Activities:
On-the-job training
Formal courses and workshops
Mentoring and coaching
Job rotation and shadowing
Self-study and online learning
4. Support and Resources: Determine what support the employee needs,
including time, budget, and materials.
5. Timeline: Establish a realistic timeline for achieving the goals.
6. Evaluation: Define how progress will be measured and reviewed.

4. Key Activities for Successful Implementation

 Regular Check-ins: Frequent meetings between the employee and supervisor to

discuss progress, obstacles, and adjustments.
 Feedback Loop: Constructive feedback from multiple sources, including peers,
managers, and mentors.
 Adjustments and Flexibility: Being willing to revise the plan as needed based on
feedback and changing circumstances.
 Recognition and Reward: Acknowledging achievements and milestones to
motivate continued growth.

5. Role of the Direct Supervisor

The direct supervisor plays a pivotal role in both the design and implementation of a
developmental plan:

 Facilitator: Helps to identify development needs and appropriate learning

opportunities.
 Coach: Offers guidance, feedback, and encouragement throughout the process.
 Advocate: Supports the employee in obtaining necessary resources and
opportunities.
 Evaluator: Assesses progress towards goals, providing constructive feedback
and adjustments to the plan.

Employee development is a key driver of organizational and individual success,

requiring careful planning, support, and involvement from both the employee and
the organization, especially the direct supervisor. A well-crafted developmental plan
not only aids in achieving current performance goals but also prepares the
workforce for future challenges and opportunities.

360-degree Feedback or 360-degree Appraisal

Traditionally, in most performance evaluations a supervisor evaluates the

performance of subordinate. Recently, a new approach has been enunciated by the
western management gurus, which is known as 360-degree appraisal – a
performance management in which people receive performance feedback from
those on all sides of them in the organization.

360-degree feedback is also known as ‘multi-rater feedback’, as it is the most

comprehensive appraisal where the feedback about the employees’ performance
comes from all the sources that come in contact with the employee on his job.

360-degree respondents for an employee can be his/her peers, managers (i.e.

superior), subordinates, team members, customers, suppliers/vendors – anyone
who comes into contact with the employee and can provide valuable insights and
information or feedback regarding the “on-the-job” performance of the employee.

360-degree appraisal has four integral components:

1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal

Self appraisal gives a chance to the employee to look at his/her strengths and
weaknesses, his achievements, and judge his own performance.

Superior’s appraisal forms the traditional part of the 360-degree performance

appraisal where the employees’ responsibilities and actual performance is rated by
the superior.

Subordinate’s appraisal gives a chance to judge the employee on the

parameters like communication and motivating abilities, superior’s ability to
delegate the work, leadership qualities etc.

Also known as internal customers, the correct feedback given by peers can help
to find employees’ abilities to work in a team, cooperation and sensitivity towards
others.

Self assessment is an indispensable part of 360-degree appraisals and therefore

360-degree Performance appraisal have high employee involvement and also have
the strongest impact on behavior and performance. It provides a “360-degree
review” of the employees’ performance and is considered to be one of the most
credible performance appraisal methods.

360-degree performance appraisal is also a powerful developmental tool because

when conducted at regular intervals (say yearly) it helps to keep a track of the
changes others’ perceptions about the employees. A 360-degree appraisal is
generally found more suitable for the managers as it helps to assess their
leadership and managing styles. This technique is being effectively used across the
globe for performance appraisals. Some of the Indian organizations following it are
Wipro, Infosys, and Reliance Industries etc.

Many American companies are now using this 360-degree feedback. Companies
that practice 360-degree appraisals include Motorola, Semco Brazil, British
Petroleum, British Airways, Central Televisions, and so on. Barring a few
multinational companies, in India this system of appraisal is uncommon.

This form of performance evaluation can be very beneficial to managers because it

typically gives them a much wider range of performance-related feedback than a
traditional evaluation. That is, rather than focusing narrowly on objective
performance, such as sales increase or productivity gains, 360-degree often focuses
on such things as interpersonal relations and style. Of course, to benefit from 360-
degree feedback, a manager must have thick skin. The manager is likely to hear
some personal comments on sensitive topics, which may be threatening. Thus, a
360-degree feedback system must be carefully managed so that its focus remains
on constructive rather than destructive criticism.

Advantages of 360-degree Appraisal

For Employees
1. Can uncover hidden lights and blind spots.
2. Feedback coming from a number of different people is more likely to be
accepted.
3. Helps individuals gain a realistic view of how others perceive them.
4. Inspires people to take ownership of their own learning and development.
5. Provides feedback in a quantifiable form on a structured range of behaviors.
For the Team
1. It helps people understand how their behavior influences both their own
personal effectiveness and how they impact the smooth running of the
organization.
2. Supports teamwork by involving team members in the development process.
3. Increases communication between team members.
4. Higher levels of trust and better communication as individuals identify the
causes of breakdowns.
5. Increased team effectiveness.

For the Organization

1. Better career development planning and implementation for employees.
2. Improves customer service by having customers contribute to the evaluation
process.
3. Reinforced corporate culture by linking survey items to organizational
leadership competencies and company values.
4. Helps with training needs analysis.

How 360-degree Feedback System adds Value?

360-degree feedback enables an organization to focus on developmental efforts, at

the individual and group level, in the present business environment where the
success of the company depends on continuous revolution, which is possible
through organizational development. 360-degree feedback facilitates the alignment
of individual capabilities and behaviors with organizational strategies. It adds value
to the organization indifferent ways:

1. 360-degree feedback provides a better understanding of individuals

performance at work.
2. 360-degree feedback provides a multifaceted view about the employees from
different sources.
3. 360-degree feedback provides a better understanding of employed
developmental needs.
4. 360-degree feedback provides increased the understanding about one’s role
expectations.
5. 360-degree feedback provides increased the understanding of competence
and competency in various roles.
6. 360-degree feedback extends better morale to those who perform and
contribute well to the organization.
7. 360-degree feedback reduces training costs by identifying common
development needs.
8. 360-degree feedback increases the team’s ability to contribute to the
organization’s goals.
9. 360-degree feedback helps everyone to work for a common standard and
institutionalize performance management.
10.360-degree feedback ensure better interpersonal relationship and group
cohesiveness.
11.It promotes self-directed learning and provides a road map for employee’s
development planning.
12.It promotes better communication within departments.
13.360-degree feedback Increases the team’s ability to contribute to the
organization’s goals develop better bottom line through boosting the
capability of the organization to meet its objectives.

Pitfalls of 360-degree Feedback

1. A detailed plan of action, which ensure the transparent and clear

implementation of appraisal with employee accountability.
2. Effective follow-up is the prime requirement of 360-degree feedback. Failure
in follow-up may cause more harm than good.
 3. The 360-degree feedback is time consuming and cost consuming assessment
process. Without having adequate resource to implement the process, it will
end up nowhere and develop financial burden to organization.
4. The trust and confidence on the employees who undergo this feedback
assessment process is a determinant factor in its outcome. Many consider
this appraisal as tool for downsizing.
5. The process involves a lot of paper work.
6. There are high chances of subjectivity from the management and employee
part in the feedback assessment.
7. Many times the confidentiality of the appraisal cannot ensure from the HR
department.
8. Since the assessment is based on qualitative data many times it cannot
ensure unambiguous, clear, specific and, observable and quantifiable
formats.

A 360-degree feedback system is a comprehensive performance appraisal tool

that gathers feedback on an individual from a variety of sources, including
supervisors, peers, subordinates, and sometimes clients. This method aims to
provide a well-rounded view of an employee's performance, strengths, and areas for
development. For a 360-degree feedback system to be effective and considered
good, it should exhibit the following characteristics:

1. Anonymity

The responses from participants should be kept anonymous to encourage honest

and candid feedback. Anonymity reduces the fear of retribution or the desire to
overly please, leading to more accurate and useful results.

2. Confidentiality

The overall feedback should be handled confidentially, ensuring that the data is
shared only with the individual concerned and possibly with a designated coach or
HR professional who can facilitate development discussions.

3. Constructive and Balanced

Feedback should be both positive and constructive. A good system encourages

participants to provide balanced feedback that highlights strengths as well as areas
for improvement. This approach helps in building the confidence of the employee
and in identifying clear paths for development.

4. Comprehensive

The feedback questions and categories should cover a comprehensive range of

competencies and behaviors, including technical skills, interpersonal skills,
leadership qualities, and more. This ensures that the feedback is holistic and covers
all aspects of an individual’s performance.

5. Relevant

The competencies and behaviors included in the feedback should be relevant to the
individual's role, responsibilities, and the organization's goals. Irrelevant feedback
can be confusing and demotivating.

6. Specific

Feedback should be specific rather than general, providing clear examples or

situations. This specificity makes the feedback more actionable and understandable
for the recipient.

7. Integrated with Development

A good 360-degree feedback system is not just about collecting data but is also
integrated with a broader employee development plan. Feedback should be used as
a basis for setting development goals, identifying training needs, and planning
career paths.

8. Supported by Training

Both feedback providers and recipients should receive training on how to give and
receive feedback effectively. This training can help in ensuring that the feedback is
constructive and that recipients can use the feedback productively.

9. Regular and Consistent

Implementing the feedback process on a regular and consistent basis, such as

annually or bi-annually, helps in tracking development over time and keeps the
focus on continuous improvement.

10. Follow-up Mechanism

There should be a structured follow-up mechanism in place to ensure that feedback

leads to actionable development plans and that there is accountability for progress.
Follow-up discussions can provide an opportunity to clarify feedback, set goals, and
discuss support needed.

A good 360-degree feedback system is designed with care to ensure that it is

constructive, supportive, and focused on the development of the individual. When
implemented effectively, it can enhance self-awareness, promote personal and
professional growth, and ultimately contribute to improved performance and job
satisfaction.

Coaching

Effective coaching depends not only on the skills of the coach and the receptiveness
of the person being coached, but also on the conditions outlined above being
present (clarity about success criteria, usable feedback, etc.) in the work setting, at
the same time, when managers start to coach, if they are working effectively there
is a better chance of the surrounding conditions being improved. Coaching
conversations may lead to increased clarity about job expectations, for instance,
and may provide regular feedback and the opportunity to think through standards
and criteria for success. There is a close two-way relationship between effective
coaching initiatives and a favorable learning climate, each enhancing the other.

The concept of coaching remains most easily associated with sports coaching where
the purpose of the coach is to help the person they are coaching to reach their
personal best. Interestingly, the nature of sports coaching is undergoing basic
changes-ones which are, to some degree, mirrored in organizations. There was a
time when the coach was the person who drove the athlete on, forced the pace and
continually instructed. Increasingly coaches are now moving to an approach which
involves accurately targeted questioning to help the athlete become increasingly
aware of ‘what works’- for instance, the environment in which he or she performs
best, how this feels, and what the obstacles are to achieving this repeatedly.
Despite this changing emphasis, some traditional aspects of coaching remain-for
example, the coach also celebrates victories and supports the athletes through bad
times.

In the same way, the manager who is coaching subordinates finds a way of getting
them to reflect on their performance, become aware of what they are doing and
how they are doing it, so that each individual in the end learns to monitor his or her
own performance. At the same time, the manager provides essential information
and knowledge where there are gaps that need to be filled. While doing this, they
are working to develop a climate where learning and innovation– as well as
achievement–are expected and rewarded. The coaching approach challenges the
manager to think about the nature of the roles of the people they may be coaching,
and this is a developmental experience for the managers. Many HR functions are
devolving some other their management development responsibilities to the line,
and the concept of ‘manager as coach’ is seen as part of this trend.

Skills and Activities of Coaching

There are many possible approaches to coaching. They may involve watching what
a person does and giving feedback on what you notice; working on problems with
someone and learning together; asking stimulating open-ended questions; taking
through your own thinking processes aloud, and encouraging the other person to do
the same encouraging analysis of what really works for individuals; finding your own
way of seeing the work and the learning from the other person’s point of view; and
using questioning as a way of helping a person understand their own thought
processes.

Coaching can be thought of as two kinds of conversation: mapping-related and

performance related.

Mapping-related conversations may focus on:

1. The organizational setting or culture – ‘what works around here?’, where does
this project fit into the overall strategic plan?
2. Identifying problems and possible causes – ‘what exactly is going wrong?’,
‘has this happened before?’
3. Establishing overall desired outcomes – ‘what are you trying to achieve?’,
‘what is the general purpose here?’

Performance-related conversations may focus on:

1. What the person is doing-‘what exactly did you do?’, ‘how are you going
about this?’
2. Comparisons-‘is this different from what you did last time?’, are other people
doing the same thing?’, ‘can you learn from them?’
3. Questions about thinking-‘how are you thinking this through?’, ‘what
evidence are you looking for?’, ‘what assumptions are you making?’, ‘do they
need checking?’
4. Questions about resources-‘what it help to organize your resources
differently?’

Managers as coaches face a number of common pitfalls in their conversation s, for

any of the following reasons:

1. Having moved into coaching before establishing a certain amount of rapport

and trust;
2. Being unclear in their own minds about what they are trying to achieve by
engaging in the conversation;
3. Not listening properly because they are too busy deciding whether what they
are saying is right or not;
4. Only using questions which demonstrate their knowledge;
5. Avoiding questions to which they don’t know the answer;
6. Answering their own questions;
7. Not picking up signals as the conversation goes along about how useful it is
for the other person.

These pitfalls can be avoided by keeping in mind the purpose and desired outcome
of the coaching activity.

Coaching to Improve Unsatisfactory Performance

A further and more skillful area of coaching is in the area of challenging or

confronting for performance improvement. When a person is not delivering the
performance required, he/she may have a variety of emotional reactions such as
despair, resistance, self-justification, or even complete unawareness.

The coaching approach in this situation is to deal with these by focusing on clear
expectations. Often these expectations have not been properly mapped out or
clearly understood.

Gathering information and agreeing where the problem lies are essential next steps,
at the same time as staying aware of the other person’s reactions.

In dealing with underperformance, the following pattern, for a coach, can be useful:

1. Get clear in your own mind what the situation is: what is the current
performance, and what it is expected to be;
2. Lay aside feelings of blame and irritation and gather information about how
individuals are reacting, their awareness of the performance shortfall, and
what they see as the problems.
3. Get the person being coached to share in identifying the problems, adding
their own perspective and ask them for possibilities to resolve them. This is a
stage where it is particularly important to maintain a positive and clear
relationship, focusing forward on next steps and change.
4. Establish a process whereby the employee will set up a plan for informing the
coach/ manager of progress against clearly stated goals.

Learning to Coach

The value of coaching is that it establishes an effective and dynamic working

relationship in difficult and changing situations.

In many cases, managers are encouraged to coach by ‘manager as coach and

developer’ initiatives. Theses may take the form of workshops or of elements of
management development programs. As training and development responsibilities
are being developed more and more to line managers, the pressure on them to
work in this way increases. Lack of time or other priorities often get in the way, with
the widespread feeling that in current working conditions it’s quicker just to tell
someone how to do things or, alternatively, to let them get on with their job, rather
than taking time to coach. Because of this, there is often a certain amount of
resistance to adopting a coaching style of management in the first instance; this
resistance may also be in reaction to the hype that is in some cases connected with
approaches to coaching.

Resistance may be overcome by starting the coaching from the top. The managers
who are expected to move to a coaching style may themselves need to be coached.
This experience helps them to understand the value of coaching at first hand, and
to get an intuitive sense of how to do it themselves.

Understanding the influence of a manager's personality and behavioral preferences

on their coaching style is crucial for effective leadership and employee
development. Each manager brings a unique set of traits and tendencies to their
role, which can significantly impact how they coach and mentor their team
members. Recognizing and adapting these personal styles can enhance the
coaching process, making it more effective and tailored to the needs of individual
employees.

Influence of Personality and Behavioral Preferences on Coaching Style

 Directive vs. Supportive: Some managers have a more directive style, focusing
on giving specific instructions and closely monitoring progress. Others may
adopt a more supportive role, emphasizing guidance and encouraging self-
discovery among their team members.
  Analytical vs. Intuitive: Managers with an analytical approach might rely on
data and structured methods in their coaching, while those with an intuitive
style may place more value on instinct and personal experience.
 Task-oriented vs. Relationship-oriented: Task-oriented managers prioritize
achieving specific outcomes and may focus their coaching on improving
performance metrics. In contrast, relationship-oriented managers might
concentrate on building strong, trusting relationships, believing that this
foundation leads to better performance.
 Risk-averse vs. Risk-tolerant: A manager's tolerance for risk can affect their
coaching by either encouraging innovation and experimentation or preferring
more conservative, proven methods.

Understanding and adapting one’s coaching style to better fit the needs of their
employees can lead to more effective development and performance improvement.

The Coaching Process and Its Components

The coaching process is a structured approach to developing employee skills,

enhancing performance, and encouraging personal and professional growth. It
typically involves several key components:

1. Establishing the Relationship: Building trust and rapport between the

coach (manager) and the coachee (employee) is fundamental. A positive,
respectful relationship sets the foundation for effective coaching.
2. Assessment: Identifying the coachee's current skills, strengths, weaknesses,
and development areas. This might involve feedback from various sources,
self-assessment, or observation.
3. Setting Goals: Collaboratively defining clear, specific, and achievable goals
that align with both the employee’s career aspirations and the organization's
objectives. These goals should be SMART (Specific, Measurable, Achievable,
Relevant, and Time-bound).
4. Planning and Action: Developing a plan that outlines the steps, strategies,
and resources needed to achieve the set goals. This includes identifying
learning opportunities, assigning tasks, and establishing milestones.
5. Ongoing Support and Monitoring: Providing continuous support,
encouragement, and feedback as the employee works toward their goals.
This involves regular check-ins, adjustments to the plan as needed, and
overcoming any obstacles.
6. Review and Evaluation: Assessing progress towards the goals, evaluating
the effectiveness of the coaching process, and recognizing achievements.
This step also involves identifying new development areas, setting future
goals, and possibly starting the process anew.

The coaching process is dynamic and personalized, requiring the coach to adapt
their approach based on the evolving needs of the employee and the context in
which they operate. Effective coaching fosters a culture of continuous learning and
development, ultimately leading to enhanced individual performance and
organizational success.