Competitive Advantage of Training, Coach

COMPETITIVE ADVANTAGE OF TRAINING, COACHING & MENTORING EMPLOYEES : 

COMPETITIVE ADVANTAGE OF TRAINING, COACHING & MENTORING EMPLOYEES Dr. B. YERRAM RAJU Director (Projects & Research) Development & Research Services HYDERABAD (INDIA) yerramr@gmail.com

STRUCTURE OF PRESENTATION : 

30 October 2009 yerramraju@DRS 2 STRUCTURE OF PRESENTATION WHY SHOULD BANKS TAKE TO THE ROUTES OF COACHING AND MENTORING AS IMPORTANT ADJUNCTS TO TRAINING? DOES EXPERIENCE GUIDE COACHING? WHAT DO THESE TERMS COACHING & MENTORING MEAN DISTINCT FROM TRAINING? DO THEY GIVE QUICK COST-EFFECTIVE RESULTS? HOW SHOULD AN INSTITUTION PICK UP THESE COACHES AND MENTORS?

EXPERIENCE? : 

30 October 2009 yerramraju@DRS 3 EXPERIENCE? “PAST EXPERIENCE, IF NOT FORGOTTEN, IS A GUIDE TO THE FUTURE.” Chinese Proverb “THE ONLY FUNCTION THAT ONE EXPERIENCE CAN PERFORM IS TO LEAD INTO ANOTHER EXPERIENCE.” William James, U.S. Philosopher

Slide 4: 

30 October 2009 yerramraju@DRS 4 “YOU HAVE GOT TO BE PASSIONATE LUNATICS ABOUT THE QUALITY ISSUE.” Jack Welch IF A BANK IS IN PROTECTED NICHE MARKETS THERE IS NO COMPELLING NEED TO INTRODUCE COACHING AS A VEHICLE OF TRANSFORMATION.

BANKING INDUSTRY : 

30 October 2009 yerramraju@DRS 5 BANKING INDUSTRY MOST PEOPLE HAVE AVERAGE ABILITIES EXCEPTING TOP EXECUTIVES, THE OLD SCOTTISH BANKERS USED TO RECRUIT ONLY MEDIOCRITY WITH A GOOD HANDWRITING & GOOD ARITHMATIC LIKE IN THE ARMY, THE EMPLOYEES HAVE TO FOLLOW INSTRUCTIONS INNOVATION AND EXTRAORDINARY INTELLIGENCE UNTESTED COULD DAMAGE THE SYSTEM KNOWLEDGE OF LAW & PRACTICE CRUCIAL ATTRITION RATES SHOULD BE WELCOMINGLY LOW.

THE CHANGE : 

30 October 2009 yerramraju@DRS 6 THE CHANGE ARITHMATIC DONE BY THE MACHINE SYSTEM ORDAINS THE ACTION DECISIONS IN SELECT CORNERS ACROSS THE COUNTER CUSTOMER-INTERFACE LIMITED EXCEPT IN SEMI-LITERATE ZONES KNOWLEDGE MANAGEMENT GAINS OVER TACTICS MANAGEMENT PEOPLE MANAGEMENT THEREFORE CRUCIAL

BEST ORGANIZATION? : 

30 October 2009 yerramraju@DRS 7 BEST ORGANIZATION? CONTINUOUSLY LEARNING ORGANIZATION? ONE CAN’T KEEP LEARNING FROM THE MISTAKES HE/SHE COMMITS BECAUSE IT COSTS A LOT FOR THE ORGANIZATION TO ERR IS HUMAN- HOW TO AVOID SUCH ERRORS?

UNIQUENESS (CONTD) : 

30 October 2009 yerramraju@DRS 8 UNIQUENESS (CONTD) IS THERE A CULTURE WHERE LEARNING IS SEEN AS CONTINUOUS AND PART OF EVERYBODY’S RESPONSIBILITY? ARE TRAINING AND DEVELOPMENT OPPORTUNITIES ALLOCATED TO STAFF OBJECTIVELY? DO FAMILY RESPONSIBILITIES COME IN THE WAY OF SOME SECTION OF EMPLOYEES TAKING TO TRAINING INTERVENTION EFFECTIVELY?

UNIQUENESS : 

30 October 2009 yerramraju@DRS 9 UNIQUENESS YOUR ORGANIZATION MAY BE UNIQUE AND HAVE UNIQUE ISSUES – RAISE AND RESPOND TO THESE QUESTIONS ARE PEOPLE ABLE TO ACCESS A RANGE OF TRAINING OPPORTUNITIES? ARE DECISIONS MADE ABOUT EMPLOYEES SELECTED FOR TRAINING TRANSPARENT & GENDER NEUTRAL? HAVE THE TRAINING NEEDS BEEN IDENTIFIED? HAVE YOU SEGREGATED – SUPERVISORY & LEADERSHIP , PEOPLE MANAGEMENT AND TECHNICAL TRAINING? ARE YOU DOING SKILL AUDIT CONTINUALLY WITH THE HELP OF PERFORMANCE REPORTS? DO YOU ALSO INVEST IN PART-TIME STAFF?

A RESPONSE : 

30 October 2009 yerramraju@DRS 10 A RESPONSE PUT IN PLACE TRAINING & DEVELOPMENT POLICY TRANSPARENTLY RECOGNIZE WORK PLACE DIVERSITY ISSUES REVIEW THE OPPORTUNITY MATRIX IDENTIFY THE PEOPLE WHO WOULD GENERALLY LIKE TO SKIP TRAINING AND ANALYZE OBJECTIVELY WHY?

Slide 11: 

30 October 2009 yerramraju@DRS 11 ENABLE YOUR MANAGERS TO CHOOSE OPTIONS FOR ENSURING OPTIMUM PERFORMANCE OF HIS TEAM: -JOB ROTATION -COACHING -MENTORING -DISTANCE EDUCATION & -TRAINING

COACH : 

30 October 2009 yerramraju@DRS 12 COACH SOUNDS LIKE A WELL-INFORMED FRIEND COACHING MAKES ONE-TO-ONE RELATIONSHIP IMPACTS ON THE CHANGE PROCESS ON A CONTINUING BASIS CREATES A SUSTAINABLE VIRTUOUS CYCLE SENIOR EXECUTIVES WITH TALENT TEND TO BELIEVE IN SHARING INSTEAD OF MERE PERFORMING SO THAT ENTIRE ORGANIZATION PERFORMS TO ITS BEST.

TENETS OF A GOOD COACH : 

30 October 2009 yerramraju@DRS 13 TENETS OF A GOOD COACH BELIEVES IN THE INDIVIDUAL’S ABILITY CAN CREATE AND MAINTAIN DIALOGUE CONTINUOUSLY LATERALLY AND VERTICALLY FUTURE OUTCOMES FOCUSED IN THE SHORT TERM CELEBRATE THE RESULTS AND ASKS ‘WHAT NEXT’ REVIEWED CONTINUALLY FOR SHIFTS IN LEARNING PROCESSES.

TYPES OF COACHING : 

30 October 2009 yerramraju@DRS 14 TYPES OF COACHING INDIVIDUAL GROUP FACILITATION USING COACHING TOOLS BUILDING COACHING COMMUNITIES WITHIN THE ORGANIZATION

READINESS FOR COACHING : 

30 October 2009 yerramraju@DRS 15 READINESS FOR COACHING WHEN YOU WANT TO IMPROVE RECRUITMENT, DEVELOPMENT AND RETENTION OF VALUABLE ORGANIZATIONAL MEMBERS WHEN YOU WANT A BETTER CORPORATE CULTURE WHEN YOU WANT PERFORMANCE TO BE SINEWS OF THE ORGANIZATION WHEN YOU WANT TEAM EFFECTIVENESS WHEN YOU WANT SHARED ACCOUNTABILITY FOR THE SUCCESSES

MESSAGE OF COACHING : 

30 October 2009 yerramraju@DRS 16 MESSAGE OF COACHING WE BELIEVE IN YOU WE ARE INVESTING IN YOU WE SUPPORT YOU WE EXPECT BEST EFFORTS AS A RESULT.

STAGES INVOLVED : 

30 October 2009 yerramraju@DRS 17 STAGES INVOLVED FORMULATE THE OBJECTIVES AND TIMING DEVELOP A FOCUS ON FUTURE OUTCOMES RATHER THAN OUTPUTS DECONSTRUCT RESISTANCE OBSERVE THE INTENDED AND UNINTENDED RESULTS CELEBRATE SUCCESS

COACHES HELP IN : 

30 October 2009 yerramraju@DRS 18 COACHES HELP IN MANAGING CHANGE AND TAKING RESPONSIBILITY FOR IT ENHANCING JOB SATISFACTION THRU LEARNING AND GROWTH IMPROVING COMMITMENT TO ORGANIZATION INCREASING CONFIDENCE AND COMPETENCE RESOLVING CONFLICTS AND SUBSUMING POLITICS IN OFFICE LIFE

Slide 19: 

30 October 2009 yerramraju@DRS 19 COACHING, TRAINING, MENTORING

SOME MORE QUESTIONS? : 

30 October 2009 yerramraju@DRS 20 SOME MORE QUESTIONS? WHO CAN BE A COACH IN MY ORGANIZATION? CAN EVERYONE IN THE ORGANIZATION BE COACHED? SHOULD COACHING, MENTORING AND TRAINING BE PARALLEL INITIATIVES FOR COMPETITIVE ADVANTAGE? HOW DO WE DERIVE AND MEASURE COST ADVANTAGE FROM THESE INVESTMENTS?

THE HOW OF IT : 

30 October 2009 yerramraju@DRS 21 THE HOW OF IT DEVELOP AND SUPPORT HIGH POTENTIAL EMPLOYEES RECOGNIZE TALENT FOR TRAINING AND DEVELOPMENT DO GENDER SENSITIVITY ANALYSIS SIMULTANEOUS TO JOB SPECIFICATIONS TRAIN ALL EMPLOYEES ON THE NATURE & PURPOSE OF AN EQUALLY OPPORTUNITY PROGRAMME

Slide 22: 

30 October 2009 yerramraju@DRS 22 WELCOME TO YERRAM’S COACHING CLINIC

Slide 23: 

30 October 2009 yerramraju@DRS 23 THANK YOU WWW.PRMIA.ORG 040-27201592