Learning and Development Practice Essay Example for Free

Learning and Development Practice Essay1. Directive Is where the coach offers the coachee solutions, tools and techniques for abject forward. The coachee whitethorn like to be offered solutions however the danger is that the solution may not be appropriate for the coachees situation and consequently may not feel fully committed to the solution provided. 2. Non-Directive Is coaching job job in the true sense of the word where the coach simply asks the coachee questions to allow the coachee to find your own solutions. A non-directive coach will 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 observe instruction- You decideStarr, J. 2008 . The Coaching Manual. Person Education LTD. Pg20. Although I have given an idea of what directive and non-directive coaching styles are. These styles can be seen on a slide 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 other but can slide up and down the scale to enhance the coachees answer and gain clarity where needed, or dependent on the have intercourse of the coachee. With the ultimate aim that the coachee leaves empowered to move forward with action points to achieve goals. 1.2 How coaching differs from other LD methods adviseCounselling 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 establish a round action related issues and not personal. (Beevers, 2010).1.3 How coaching can meet organisational objectivesCoaching can meet organisational objectives byStaff engage and have a greater awareness of organisations objectives. Implemented agreed actions during coaching process show recorded outcomes which means the organisation has measurable results of learning within ply PDPs. Shows an organisation has a learning culture investing in their people. If coach is line manager they will enhance management capabilities within the organisation.1.4 Coaching rolesThe Coaches roleEstablishes the boundaries, e.g. frequence and length of sessions as well as the session structure. Explains what coaching is and is not, and asks permission to explain when issues go beyond what is permissible in coaching. Helps the coachee set goals through questions. screening interest, activity listening, being 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 judicious 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. ordain 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 both 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 prison term to discuss own performance and ownership on how to improve it. Better understanding of their contribution within their role related to the organisations objectives.OrganisationMotivated staff leadi ng to better staff retention throughout the organisation. Improved 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 External 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 teeny-weeny scale (Beevers, 2010). External coaches are more likely to be brought to coach executive level management (Beevers, 2010), or to train up in-house coaches who can wherefore 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 c oaching a large hands 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 due to lack of trust of confidentiality. contravention 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 workload 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. 5th 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 Available at Accessed 31/09/13.