Coaching Line Managers Course

Overview

Coaching is also referred to as “one-on-one workplace training” and involves a process of working alongside individual learners/employees to improve their skills in a defined area of application (task). If you want to understand how to select and coach first-line managers, then the coaching line managers course‚Äč is the right course to help you grow professionally.

Completing this course will help in:

Who is the course for?

This course targets managers in all economic sectors. These managers would typically be second level managers such as heads of department, section heads or divisional heads, who may have more than one team reporting to them.

Training Outcomes

  • An analysis is conducted of the job profile to determine the key performance areas for the first-line management position.

  • Selection and weighting criteria for the Key Results Areas of the first-line management position are described based on the job profile.

  • Liaison with the recruitment function of the entity is undertaken to ensure understanding of the requirements of the position.

  • Interviewing, desk checking and/or other techniques are used to arrive at a shortlist of the candidates who applied for the position.

  • Decisions are taken and offer made to the selected manager in accordance with organisational policies and procedures.

  • A coaching plan and schedule is drawn up according to identified priorities in a unit.

  • Records of expected performance against the manager’s Key Results Areas are prepared to serve as a basis for discussions with the selected manager.

  • A system is implemented for recording the decisions, commitments made and other relevant information from the discussions.

  • The purpose, content and schedule of the coaching process are explained to the selected manager in order to reach an agreement on the coaching process.

  • During the coaching sessions, the selected manager’s performance is discussed against the Key Result Areas and recorded for future reference.

  • Identified gaps and actions to close them are agreed upon and recorded in the coaching action plan.

  • Feedback given to the manager is honest, constructive and supportive.

  • Actions agreed to at a coaching session are monitored at the times agreed to during the coaching session.

  • Positive feedback is given to the selected manager for accomplishments against the coaching action plan.

  • Corrective actions agreed upon are recorded in areas where requirements in the coaching action plan have not been met.

  • Follow up action taken on the basis of the manager’s response to the coaching is in line with organisational policies and procedures.

  • Line managers are encouraged to use the coaching process with people reporting to them after explaining and agreeing with a system with them.

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