Download - Managers as coaches
![Page 1: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/1.jpg)
Coaching in Indian context
10DM-007 Aditya Agarwal 10HR-001 Aastha Garg 10HR-013 Geetanjali Negi 10HR-020 Monishita Chandra 10HR-030 Ritu Kumar 10HR-041 Taapshi Sharma 10HR-045 Vijay Motwani
![Page 2: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/2.jpg)
Objective of the Study
To analyze the importance of various competencies required in coaches .
To identify latest trends in coaching
To compare the differences in the Coaching Methodology of▪ Indian Companies & MNCs▪ Manufacturing & Service Sector
![Page 3: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/3.jpg)
Coaching
Coaching is an interactive process that helps individuals and organizations to develop more rapidly and produce more satisfying results.
Coaching helps employees to set better goals, take more action, make better decisions, and enable them to fully use their natural strengths.
![Page 4: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/4.jpg)
Methodology
![Page 5: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/5.jpg)
Questionnaire
Questionnaire
Training Employees
Career Counselling
Confronting Performance
Mentoring Employees
Enhancing Employees' Self-Esteem
Rewarding Performance
Competencies included in the questionnaire:
![Page 6: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/6.jpg)
Scale
The questions in the survey asked the respondents about the coaching behaviour of their managers.
1 2 3 4 5
Never Always
![Page 7: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/7.jpg)
Companies approached for the Survey
![Page 8: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/8.jpg)
Respondents of Survey
No of companies= 35
![Page 9: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/9.jpg)
Comparison
• Indian Companies vs. MNCs
AverageRanks
• Manufacturing Sector vs. Service Sector
AverageRanks
![Page 10: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/10.jpg)
Analysis Methodology
AVERAGES
Averages for each competency for different companies.
Sectoral averages Indian and MnC
average
RANK
Total Score: 150 Range used:
0-20, 20-60, 60-70, 70-80, 80-90 and 90-100
Percentage of companies lying in these range.
![Page 11: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/11.jpg)
Comparison between Indian Companies and
MNCs
![Page 12: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/12.jpg)
Average Score
17.739 14.04 17.3 15.72 17.173 17.68
100
19.833 18.833 19.916 19.75 19.91 20.5
118.75
Indian MNCs
Problem Ar-eas
![Page 13: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/13.jpg)
Ranks
0-20 20-60 60-70 70-80 80-90 90-1000
5
9
5
2 2
0 0
3
4
1
2
Indian MNC
![Page 14: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/14.jpg)
Comparison between Manufacturing & Service Sector
![Page 15: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/15.jpg)
Average Scores
Trai
ning
Em
ploy
ees
Caree
r Cou
nsel
ling
Confro
ntin
g Pe
rform
ance
Mento
ring
Empl
oyee
s
Enha
ncin
g Em
ploy
ees'
Self-
Este
em
Rewar
ding
Per
form
ance
Tota
l
17.25 14 15.66 15.66 17.33 17.16
97.08
19.08 16.56 19.52 18.08 18.52 19.52
111.3403
Manufacturing Service
Problem Area
![Page 16: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/16.jpg)
Ranks
0-20 20-60 60-70 70-80 80-90 90-1000
4
2
4
2
00
2
9
5
3
4
Manufacturing Service
![Page 17: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/17.jpg)
Inferences
![Page 18: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/18.jpg)
Coaching Practices ( Sectors)
• Philips – Regular coaching & feedback sessions for action planning
• GE – Special sessions on coaching
Manufacturing Sector
• TCS – Recognition of potential leaders
• Infosys – Three-tier mentoring process
Service Sector
Special Sessions
conducted
More of a continuous process – being ingrained in the culture
![Page 19: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/19.jpg)
Coaching Practices ( Companies)
• Accenture – Provide internal coaches or people with stretch roles
• HSBC – Unique mentoring & coaching skills
MNCs
• Mahindra & Mahindra, Aditya Birla, TCS & Titan
Indian Companies
Coaching practices -
already existing & clearly defined
•Have started training their top people as coach•No coaching budget
![Page 20: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/20.jpg)
Some more Findings…..
0%5%
10%15%20%25%30%35%40%
40%
20% 20%
Coaching Approaches
Only 1/3 rd of companies in India and 60% MNCs have formal coaching programme
Only 31% organizations considered peer coaching.
Most of the organizations reported that internal coaches were used for manager and supervisors whereas external coaches for executives
![Page 21: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/21.jpg)
Challenges for coaching in IndiaInfancy stage
Attract people
Plan coaching interventions
Lack of collective focus
Budget constraints
Poor quality of content
Lack of professionalism
Peer coaching is not is place
![Page 22: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/22.jpg)
Recommendations
Company should have a formal Coaching Programme to make it more effective.
Peer Coaching should be introduced.
Indian Organizations should focus on counselling, mentoring and rewarding performances.
Internal and external coaches meet to share learning or develop common skill-sets beyond the three-or four-cornered contract for an individual coaching relationship.
![Page 23: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/23.jpg)
Limitations of the Study By its very nature, coaching is personal.. It is
tailored to the uniqueness of each student; a prescription, if you will, for their healthy growth.
Subjectivity creeps in .
Employee may become dependent on the coach.
Sample Size is itself limitation
![Page 24: Managers as coaches](https://reader035.vdocuments.mx/reader035/viewer/2022081414/54c002ba4a7959333a8b45e1/html5/thumbnails/24.jpg)
Thank You!