Learning and Development Practice Essay

1. Directive Is where the coach unfolds the coachee solutions, tools and techniques for moving preliminary. The coachee whitethorn like to be offered solutions to a greater extentover the danger is that the solution may not be appropriate for the coachees function and consequently may not feel fully committed to the solution provided. 2. Non-Directive Is coaching job in the true sense of the sacred scripture where the coach simply asks the coachee questions to allow the coachee to find your own solutions. A non-directive coach leave not offer the coachee advice and rarely even give the coachee suggestions, although through skilful questioning they will help the coachee to see their situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold the coachee accountable to their actions.Directiveness ScaleDirective Non-Directive I know how You know how I tell you You tell me You follow instruction- You decideStarr, J. 2008. The Coachi ng Manual. Person fostering LTD. Pg20. Although I have given an idea of what directive and non-directive coaching styles are. These styles can be seen on a sliding scale. A tool for the coach to use, dependent on the situation and where the questioning leads. The coach my not always use one style over an different except can slide up and down the scale to enhance the coachees answer and gain clarity where needed, or dependent on the experience of the coachee. With the ultimate aim that the coachee leaves empowered to move forward with action points to pass on goals. 1.2 How coaching differs from other L&D methodsCounsellingCounselling a therapeutic intervention usually around a personal deep rooted issue from a persons past that is affecting a person in the present. Counselling provides intervention strategys to cope with the personal issue by delving into the persons past. Coaching although can bring out emotions from the coachee, tends to be forward looking and is based around execution of instrument related issues and not personal. (Beevers, 2010).1.3 How coaching can meet organisational objectivesCoaching can meet organisational objectives bystave engage and have a greater awareness of organisations objectives. Implemented agreed actions during coaching process set up recorded outcomes which means the organisation has measurable results of acquirement inwardly module PDPs. Shows an organisation has a learning refinement investing in their people. If coach is line manager they will enhance management capabilities within the organisation.1.4 Coaching placesThe Coaches roleEstablishes the boundaries, e.g. Frequency and length of sessions as well as the session structure. Explains what coaching is and is not, and asks liberty to explain when issues go beyond what is permissible in coaching. Helps the coachee set goals through questions. Showing interest, activity listening, beingness non-judgmental. Shows confidence in coachee to find own solutions . Helps coachee gain insight through questioning, listening and challenging them. Encourages forward movement and thinking.Helps coachee set SMART goals and feedback on those goals.Holds coachee accountable for his/her own progress and does not own the actions.The Coachee roleCommits to the coaching process and be an active part.Takes ownership of their progress.Is honest, open and shares information with the coach.Willing to discover more self awareness.Takes ownership and willingness to move forward with agreed actions to achieve goals. Understands that the coach is only human and that mistakes from twain the coachee and the coach may be made along the journey.1.5 The benefits of coachingIndividualIncreased Confidence and self awareness from developing own solutions and goals (ILM,2007). Dedicated time to discuss own performance and ownership on how to improve it. Better understanding of their contribution within their role related to the organisations objectives.OrganisationMot ivated rung leading to better staff retention throughout the organisation. cleansed communication and relationships between management and staff. Improve business knowledge and skills in specific areas related to the organisation (ILM, 2007).1.6 How to implement a coaching culture within an organisation Bringing in external coaches would be dependent on cost orthogonal coaches are costly, although may be more dependent and more reliant to complete agreed actions, but are more likely to be used short term and small scale (Beevers, 2010). international coaches are more likely to be brought to coach executive level management (Beevers, 2010), or to claim up in-house coaches who can then coach at lower levels of management and/or line managed staff within the organisation as part of the development process (Harrison, 2009). 1.7 Developing in-house coachingAdvantagesCoach will have existing knowledge of the organisation and understands the organisations objectives. Can be more cost effective when coaching a large workforce in comparison to bring in an external coach. As a manager/coach can offer immediate coaching to team members when issues arise.DisadvantagesCoachee may not be willing to open up to coach about issues, especially is coach is their line manager ascribable to lack of trust of confidentiality. Conflict of interest if coach is a manager They have their own targets to achieve which might affect the aims or outcome of the coaching session. Costs of training, supervising and time from normal work load to coach if internal employees are trained to become coaches (Harrison 2009).ReferencesBeevers, K and Andrew, R., 2010. Learning and Development Practice. CPID. Harrison, R. 2009., Learning and development. fifth edition. CIPD. ILM. May 2011., Creating a coaching culture. ILM.Starr, J. 2008., The Coaching Manual. Person Education Ltd.Advantages and disadvantages of different types of coaching relationship Online uncommitted at Accessed 31/09/13.