5. BIMBINGAN KHUSUS PRESTASI (Coaching Performance)

Coaching pada kebanyakan masa memberi maklum balas positif mengenai

sumbangan staf. Pada masa yang sama, coaching yang kerap akan menarik

perhatian staf kepada isu-isu kecil berkaitan prestasi dan membantu mereka

membetulkannya. Matlamat coaching performance bukan bertujuan untuk

membuat staf berasa bersalah, atau untuk menunjukkan betapa mahirnya

penyelia. Matlamat coaching adalah untuk bekerja bersama staf untuk

menyelesaikan masalah-masalah prestasi dan menambahbaik kerja staf,

pasukan dan jabatan.

5.1 What is coaching compared with counseling?

Workplace counseling is often confused with coaching. Counseling

usually deals with the underperformance by resolving a particular

problem such as stress, anxiety, poor quality work, absenteeism and

frequently missed deadlines. So the purpose of counseling is to get

problem employees to recognize the gaps between their actual and

desired performance, identify the source of problem and develop action

plan to address it.

Coaching on the other hand, is a process of continual development by

which employees gain the skills and abilities they need to develop

professionally and personally and perform better at work and in their

personal lives. If counseling look for causes, coaching emphasizes new

competencies and new actions and if counseling is need-based, coaching

involves an initial ongoing contract of three to six months.

5.2 What is coaching compared to training?

Training is implanting new skill and knowledge and then transfers them into

measurable performance improvement (or putting the skills into practice). The

agenda is fixed by the trainer, thus changes come from outside. In coaching, it is

the individuals that set the agenda. It is not fixed but can be fluid and flexible. If

training results in changes coming from outside, coaching works with the client to

clarify values and enhance intrinsic motivation. Training normally reinforce

traditional, hierarchical style of management, where as coaching is a more

democratic, collaborative process. Sometimes the roles of training and coaching

overlap especially when the following principles are adhered to:

a) Emphasize learner independence and choice

b) Emphasize and develop intrinsic motivation

c) Encourage and develop natural curiosity

d) Develop higher order abilities.

5.3 Coaching compared with Consulting

Aim of both consulting and coaching is to support organizational change. But

consultants tend to be expert within a specific industry or business, where as

coach’s expertise is in the domain of (strong in) conversation, communication,

interpersonal skills and emotions. The coach does not have to be an expert in the

business field. So, if consultant’s services are information based, coach’s

service revolves around relationship. Consultants are frequently expected to

provide or prescribe answers, where as coach evokes answers from the

individual. So in one sense, all coaches are consultants, where as few

consultants are coaches.

5.4 Coaching compared with Mentoring

Mentoring is also frequently confused with coaching. Mentoring is normally

described as a natural way of passing knowledge, skills, and experience to

others by someone who is usually older and wiser with a broad life

experience and specific experience. Therefore mentoring is a hierarchical

relationship involving a wise senior who dispensed wisdom, knowledge but

based on mutual and collaborative learning alliance. In this way, mentoring

invents a future based on the expertise and wisdom of another, where as

coaching is about inventing a future from the individual’s own possibilities.

6. PERANAN COACHING DALAM PENINGKATAN PRESTASI STAF

Self-knowledge and self-awareness play a crucial role in being a successful

coach and a successful business person. Coaching is about developing

character, personal maturity, ethics and vision. It is about an individual becoming

the best human being possible. The foundation of the business coaching

experience lies in the coacher’s discovery of his or her true self and building a

sense of community within a company and with clients. Applying such wisdom to

business is likely to result in good client and employee relationships, as well as

increased market share and productivity. Business coaching can play a vital part

in transformational changes and can result in:

Increased staff performance

A happier, more creative work environment

Highly satisfied customers

A trusting supportive climate

The following lists are most frequently called on to carry out coaching

interventions:

Strategic planning

Goal-setting and action-planning

Identifying and coaching ‘hidden employees’: in the Information Age,

increasing numbers of ‘invisible’ technical and support people are vital to

many organisations. Coaches can assist managers to identify and reward

such workers, foster a sense of appreciation, belonging and worth, and

develop leadership principles that encourage commitment and motivation

among them.

Managing in the computer age: previous styles of leadership were based

on the control of information. However, in an age when employees have

assist managers to develop skills and competencies to meet the

challenges of the Information Age, such as working with or as part of a

virtual team, sharing information and acting as a resource person.

Networking and sharing ideas and resources.

Identifying and eliminating procedures and systems that stifle staff.

Improving negotiation skills with both internal staff and external clients and

customers.

Assisting with effective time management by improving an individual’s time allocation and encouraging them to become more focused and organised.