Formal Vs Informal Onboarding

The induction period reduces some of the stress that people encounter when starting a new job and as such it is an effective way to welcome new members of staff to your organisation. It introduces new members of staff to the existing staff, as well as being a time for existing staff to meet their new colleagues. It is also a time when you can identify the strengths of each new staff member, and the priorities for their future development.

The primary goal of any training program is to prepare trainees to perform effectively on a specific post-training task. The trainer usually determines the training agenda, and trainees must adapt themselves to the process and structure of the training. In coaching the client sets the agenda and determines the goals to be achieved (Druckman.D and Bjork.R, 1991). That having been said, many trainers have excellent coaching skills, and coaches can be

I think it is safe to say that the coach has several roles to perform; with the main objective being to develop the person being coached. This can be achieved by increasing self-confidence, identifying relevant and suitable topics for coaching as well as agreeing the setting of suitable planned tasks to support the learning process.

A coach or mentor can help to give guidance and support as challenges are faced, assisting staff in negotiating challenging situations with increased confidence.

One definition of coaching is “Coaching is unlocking a person’s potential to maximize their own performance.” (Coaching for performance, Sir John Whitmore 1992). Or to expand on this; Simply defined, coaching is one person guiding another through a process, leading to performance enhancement. The applications can vary, support to achieve a specific project, helping an individual to do better what they already do well, or developing a skill they don't yet possess.

* Coaching This is a process that supports and enables an individual to unlock and maximise their own potential, to develop and improve performance. Coaching helps the individual to learn rather than be taught. Coaching believes the individual is best to take responsibility for own actions and solutions with subtle guidance and prompts. This is an excellent way of improving performance through reflection. Enabling control and development to remain with the individual with the coach helping to unlock own potential. The ‘GROW’ model of coaching (Whitmore, 2009) provides a structured model for the coach. G= Goal setting asks questions to encourage the

I am not currently in field so I will discuss my orientation process of my current job. When I begin my employment with the court system a year and half ago I was not given in formal manual on the duties of my job but there was a six-week hand on boarding process. These processes include me shadowing my colleague to learn her process to prepare and conduct court. This extensive onboarding process definitely made me feel prepared to do my job. This onboarding process also help to reassure that while I may have not known the specific policies regarding the courts, I did however have an extensive body of knowledge accumulate through work experiences about substance abuse and dual diagnosed clients.

The use of coaching by individuals and organizations has increased rapidly in last decade. As role of coaching is growing over the time, so has the need to find ways of assuring quality of the coaching services being provided. Coaching supervision is an essential part for continuous professional development of coaches. It’s the essential link between theory and coaching practice, the main source of assuring quality, to mitigate the risks may inherent in coaching. It can also help to increase the return on an investment in coaching and to provide evidence of that return.

Susan M. Heathfield a Human Resource expert states that “the goal of performance coaching is not to make the employee feel badly, or show how much Human Resource professional or supervisor knows. The goal of coaching is to work with the employee to solve performance problems and improve the work of the employee, the team, and the organization.

From the employer’s aspect, the more comfortable and confident the employee is, the more effective they are going to be in their new position, and sooner. From the employee’s stand point, the faster they understand what is expected of them, the quicker they will become effective and the more comfortable and confident they will feel. Employees need to understand not only the specifics for their position, but the overall mission of the firm. Onboarding should help maximize success and be a positive experience for all involved.

What is coaching – “The coach works with the clients to achieve a speedy, increased and sustainable effectiveness in their lives and careers through focused learning. The coach’s sole aim is to work with the client to achieve all of the client’s potential-as defined by the client” The Coaching Manual Starr, J 2008.

First, onboarding is a process of integrating new employees into the organization and equipping them with the necessary resources to become fully engaged. This process usually lasts up to one year. Onboarding begins before hiring the ideal candidate. It starts with the first impression a candidate receives about the organization. Prior to an employee’s first

Coaching is the art of facilitating another person’s learning, development and performance. Through coaching people are able to find their own solutions, develop their own skills and change their own behaviors and attitudes.

It is intended to ensure that new hires get the very basics of what they have and usually includes a lot of paperwork filling out time. It is not very interactive and certainly does not help the new hire after it is over. Onboarding is much longer. It takes place both before and after the hire. It could last weeks or months – the longer the better. It is meant to introduce and ingrain the company culture and way of working. It should reinforce everything the new hire was told in the recruiting phase. It should incentivize new hires to do their best work until they can do better. Then it should incentivize them to do better. It should make them happy with their decision. It should develop, coach and mentor. It should turn a great hire into a great employee.

Depending on how new and experienced the employee is at a certain job, this timing can vary greatly. Along similar lines, a coach needs to recognize what kind of coaching is needed. Does the situation call for you to work side by side with the employee, or do you just need to check in from time to time and wait for the team or a member of the team to come to you? In the case of the emergency department the employees are not brand new, the tasks they are being asked to perform are not brand new either, and the employees have the full skill set needed to complete the job independently. This situation doesn’t call for intense coaching. The employees are skilled and they have the majority of the responsibility for the outcome. The coach should allow the employees to take the responsibility and run with it. You are maintaining a level of coaching that empowers and motivates the employee, but you are not micro-managing. The power of the GROW coaching model is that it leads to a clearly defined end result through four phases. The employees are personally active in identifying problems and generating ideas for solutions. That means that anything that comes out of the coaching session has a chance of being