Reference no: EM132988951
Case Study
As Front Office Manager at 'The Righteous Inn' you have been heavily involved with training staff in the introduction of a new computerised front office management system.
While the main training was provided by the software supplier as part of the installation and commissioning contract some three months ago, your job since then has involved you in providing lots of on-the-job coaching to front office staff as they rotate through their shifts and various rostered days on.
Fortunately, you are well-placed to provide this coaching as the system that has recently been introduced was recommended by you on the basis of your experience with it at previous properties where you have worked.
Reflection on your coaching sessions coupled with feedback from staff and individual participants leads you to believe they have been quite successful and effective but there is nonetheless now a need to undertake certain scheduled reports and address a few performance problems and difficulties you believe some front office staff are still experiencing with the new system.
In particular you need to:
- Prepare a quarterly report on your on-the-job coaching of employees on the new system.
- Follow-up with those you have coached in a more formal manner to determine any issues they might have or be experiencing with the new system.
- Detail the challenges you have faced in delivering the coaching you have provided.
Address identified individual lack of competency with the system for the front office team.
Questions
Q1. Give 3 reasons to illustrate the need to monitor progress of the front office staff you have coached.
Q2. What are 3 ways you might obtain data or information to use as the basis for monitoring the progress of those you have coached?
Q3. What are 3 things you can do to ensure the ongoing assistance you give those you have coached is seen as being genuinely supportive of their efforts to achieve competency with the system?
Q4. What are 5 keys to the provision of supportive assistance to people you are coaching in the workplace?
Q5. What are the 3 most common methods used to report on coaching progress?
Q6. When reporting on the progress of coaching for a particular individual, what are 5 examples of topics that could be addressed
Q7. When reporting on the general progress of coaching for groups of learners what are 5 topics that could be addressed?
Q8. What are 5 actions you can take to address problems with your coaching delivery caused by a breakdown in communication with the learner?
Q9. What are 3 actions you can take to address problems with your coaching delivery caused by inappropriate circumstances for coaching?
Q10. If a person being coached complains they are not receiving sufficient opportunity to practice new skills you have coached them in, what are 3 actions you might take to address this situation?
Q11. What are 3 ways you might address language or cultural barriers that are causing workplace coaching to have less than optimal results?
Q12. What are 3 actions you might take to optimise your coaching of a learner who is shy or lacks confidence?
Q13. List 5 performance problems or difficulties you might refer to a designated other person when following-up after coaching sessions you have delivered.
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