Training and Coaching At Workplace-Free-Samples for Students

Question: Discuss about the Training and Coaching At Workplace. Answer: Introduction It has been seen often that employees value having opportunities to enhance their performance through the development of new and professional skills such that they can fit into further challenging roles (Silberman and Biech 2015). In fact, training and coaching opportunities within the professional space provides the employees support and demonstrates an organizations endeavors towards the personal and professional growth of the employees. This in turn enhances the sense of purpose inherent within the employees (Goff et al. 2014). This paper aims at evaluating the importance of training and opportunities at the workplace with its focus to the banking sector. The first section of the paper discusses on the importance and the ways to provide necessary training at the workplace and especially the banking sector. The second section of the paper discusses on the importance and ways to provide coaching to an employee within an organization with close reference to the banking sector. Discussion Identifying Training Needs in the Banking Sector The banking sector has now and again demonstrated the importance of training of the employees especially in the operational paradigms of customer service as well as in the organizational behavior. These needs can be identified through various methods of analysis. Primarily among them is the organizational needs analysis that determines the major goals of the organization or the banking industry in this context. Organizational analysis mainly considers the goals, strategies and objects of the organization (Ford 2014). This kind of analysis determines the problems as faced by the organization in the accomplishment of its goals and seeks to provide solution to the training needs required in the mitigation of the problem. The second method is the analysis of the professional needs that determine the gap in the professional skills, attitude and knowledge of the employees in carrying out certain professional operations (Silberman and Biech 2015). The third method involves the identificatio n of training needs on an individual level to realize the professional needs of particular individuals (Tyler, Dymock and Henderson 2016). Such a method identifies individuals who require effective training for the efficient operation of their job. Training Techniques to be Implemented in the Banking Sector There are various training techniques that can be applied on the employees in the banking sector. First among these is on-the-job training that stands for a training method that enables employees to learn professional skills while doing the job. On-the job training can be of various types. The method of planned progression enables an employee to learn the professional skills of his senior while doing his job. This helps the employee in case of a promotion. The method of under study allows an employee to work closely under the supervision and orders of a senior enabling him to observe and learn in the process (Silberman and Biech 2015). Off-the-job training requires employees to gain knowledge on professional skills outside the job. Under this category of training fall various methods. The classroom method requires a group of employees who are trained through interactive lectures and conferences various theoretical aspects. The simulation method requires the creation of a mock work en vironment based on the original workplace (Kulkarni 2013). This trains the employees in handling pressure and stress while providing the employees practical work experience. These techniques can prove beneficial in the training of the employees in the banking sector. How Knowledge of Various Learning Style can be Helpful in Training It is necessary to gain knowledge on the various learning styles before providing training to the employees. The employees of the banking sector need to be trained thoroughly in customer service. However, it must be remembered that no two persons are the same and that each person has different susceptibility to different modes of learning (Willingham, Hughes and Dobolyi 2015). In this context, the trainers in the banking sector can use the Visual-Aural-Reading-Kinesthetic (VARK) method for training their employees. This type of training includes methods for all sorts of learners visual, aural, reading and kinesthetic (Prithishkumar and Michael 2014). The employees who can better receive knowledge through visual training prefer the visual learning style. This group of learners can benefit from training that involve graphical and visual contents like videos, pictures, symbols which can be presented through handouts, charts and graphs. The aural learners require an aural learning style that involves training through videos, voice-overs, and recordings (Willingham, Hughes and Dobolyi 2015). The learners who prefer reading learning style are best receptive to words. This group respond best to the training that involve text materials, textbooks, manuals and presentations. The group of kinesthetic learners learn best through experience and senses. These employees can benefit from training that involves a simulated scenario and physical tasks giving them in-hand experience. How to Evaluate the Training Effectiveness in the Banking Sector The effectiveness of the training programs can be evaluated by the widely used model of Kirkpatricks Four Levels of Evaluation. The model demonstrates four levels of evaluation reaction, learning, behavior and results (Grohmann and Kauffeld 2013). The reaction level finds out the feedback of the employees regarding the training program. The learning level evaluates the extent to which the employees have improved in their professional skills and attitude. The behavior level determines the extent of practical behavioral change of the employees in the workplace. The results level determines the benefits that has been accomplished from the training on the organizational level (AlYahya and Norsiah 2013). This method of evaluation can be applied in the banking sector for evaluating the effectiveness of training. For example, the effectiveness of the training program on customer service of the banking sector can be determined using the above-stated model. First is to be determined the react ion of the bank employees towards the training program. Second is to be determined the improvement in the employees in their treatment and promptness of service towards the customer. Third is to be determined the behavioral change in the banking employees in the workplace towards the customers as well as their approach to the work. Fourth is to be determined if the bank has benefitted from the training such as good customer feedback and attraction of customers. How to Maintain Training Records in the Workplace Records of training can be efficiently maintained through a few steps. The first step includes digitalizing the records, as that would reduce the labor invested in maintaining the records ensuring better understanding of the goals and objectives of the training programs (Penn and Pennix 2017). The second step requires organizing the records in a categorical structure, which will make the records easily accessible. The thirds step requires validating the training records by audit trails. It should also be noted that it is necessary to keep hard copies of training records as well in case the digitalized version is tampered with. In the banking sector, the above approaches should be used towards maintaining training records. The training records should be maintained according to the needs of the employees ensuring that the training offered is beneficial and relevant to the recipient. Coaching Identification of Coaching Needs for Individuals In the Workplace Coaching in the workplace enables the development of individuals on the job. The need for coaching an individual can be realized by close observation of the individuals in the performance of the task (Grant and Hartley 2013). The coaching needs of an individual can be understood with the help of the GROW model. The acronym GROW stands for Goal, current Reality, Options and Will (Passmore 2015). The Grow model helps in deciding the journey of the coaching and how one should go about. It first requires for the establishment of the goal. The second step is to determine the present condition or the current reality. The third step is to explore the different options available that would help in accomplishing the set goal. The fourth step requires the establishment of will that ensures commitment and readiness for the journey and the obstacles in the way. To implement the GROW model in the banking sector, the individual who requires training must be observed closely spotting the desired be havioral change which serves for the goal (McCarthy and Milner 2013). The present situation of the bank employee must be realized keeping in mind the desired goal and that serves for the current reality. On determination of current reality of the employee, the possible and available options of coaching the employee must be determined. On completion of all the above steps, the best way can be identified to accomplish the desired coaching for the individual and the will can be established. How to Plan Coaching for an Individual in the Banking Sector There are four steps to planning an effective coaching program for employees especially in the banking sector. The first step includes evaluating and categorizing the employees based on their performance. The analysis of the performance of the employees will help to realize the performance gap among the bank employees and the reason behind their performance gap. This will lead to the identification of the individuals who require coaching. The next step requires laying down the objectives of each coaching session for the individuals and planning the process of interaction as well as predicting the obstacles and ways of overcoming them (David 2016). The third step involves the establishment of an interactive conduct with the individual through the sharing of dialogues, insights and perspectives as well as the exploration of options to reach the desired results. The fourth step involves documenting of the coaching plan and observing the progress of the individual (Arnold 2016). This ste ps require setting of smart and measurable goals, establishing an agreement with the individual on the process and steps of the coaching and finally establishing a commitment towards attainment of the goals. For example, while coaching an individual towards better customer banking, the first step would be identify the performance gap of the individual in the said context. The second step would be to establish the objectives of the coaching sessions for the individual as to enhance customer service. The third step would be to be conduct an interactive session with the individual in which perspectives will be shared regarding the importance of effective and efficient customer service. The final step would be to establish an agreement with the individual on the coaching process and to observe the individuals progress in providing effective customer service. Importance of Feedback in Coaching at the Workplace Feedback in coaching in the banking sector is particularly important, as it offers a significant and specific understanding of the coaching program and enables the employee to examine the plan of action thoroughly (Theeboom, Beersma and van 2014). Specifically, the employee is enabled to recognize the challenges in the working environment or on an individual level and in encouraged to explore his own solution to the challenge providing him a sense of accountability (Goff et al. 2014). Furthermore, it creates in the individual a sense of trust given to the fact that his or her opinion is accounted for. Finally, feedback boosts up the morale of the individual bring within the employee a sense of self-discovery leading to growth and improvement in organizational performance. How to Evaluate Effectiveness of Coaching in the Workplace The effectiveness of coaching in the banking sector can be realized in various steps. the first includes determination of behavioral change in the individual through interviews and psychological assessments (Theeboom, Beersma and van 2014). The second includes determining the organizational benefits as a result of the coaching program. This includes determining the organization growth is terms of the goals and objectives as set as the desired end result of the coaching. The third includes conducting surveys to find the improvement in the areas of soft skills of the individual like communication due to the coaching (Goff et al. 2014). The fourth step includes comparing the end results of the coaching program on the individual with a non-coached control group of individuals making the changes and improvements in the coached individual more prominent. Conclusion In conclusion, it can be stated that training and coaching is an important requirement not just in the banking sector but in every organization. Training and coaching programs enables the employees to enhance their professional skills contributing towards better organizational performance. It is therefore, important that organizations especially in the banking sector develop policies of training and coaching programs that would appropriately identify the needs for training and coaching and will provide effective training and coaching to the employees. Moreover, it is also necessary to measure the effectiveness of the training and coaching programs to determine the degree of success of the programs and to identify the areas that need improvement. 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