Employee Coaching Employee Coaching Introduction In both personal and professional coaching, there exist numerous definitions of coaching, owing to the divergent contexts under which the term is used. ICF defines employee or professional coaching as an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. From ICF’s definition, we can deduce that its the coaching procedure enables clients being coached to increase their learning, raise the efficiency of their performance and standards of living (Maynard, 2006, pp. 24-63). Besides ICF, Kilburg defines coaching as an assisting relationship created to attain a mutually identified set of objective, showing that the coach and client relationship is an association founded more on reciprocity than for the primary intention of seeking or providing consultancy services.
Both definitions lay emphasis on realizing individual and professional goals. This widens the contexts under which the definitions can be used. But Belf described the coaching procedure as structured and continuous, laying emphasis on action, performance improvements and individual learning and development (Maynard, 2006, pp. 24-63). Becoming more specific, Frisch described coaching as a one-on-one intervention engineered to enhance professional development within the confines of an organization, and should be distinct from other general consultative responsibilities offered by internal consultants and human resource experts since it is focused at the personal level (Maynard, 2006, pp. 24-63).
The most famously cited definition is Kilberg’s, describing employee or executive coaching as a helping relationship formed between a client who has managerial authority and responsibility in an organization and a consultant who uses a wide variety of behavioral techniques and methods to help the client to achieve mutually identified set of goals to improve his or her professional performance and personal satisfaction, and consequently, to improve the effectiveness of the client’s organization within a formally defined coaching agreement (Maynard, 2006, pp. 24-63). It is worth noting that Kilberg meant contract when he was talking about a formal agreement.
When employee an organization outsources employee coaching services, privacy with regard to other employees can be assured. But if the coaching agreement is formed within the organization between an employee and an in-house coach, secrecy is at greater peril.
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