Coaching Employee Engagement Training

Peter R. Garber

Sujets

• Efficacité professionnelle
• Efficacité
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 15 décembre 2011
• Nombre de lectures: 0
• EAN13: 9781607287636
• Langue: English

Extrait

Coaching Employee Engagement Training is written for managers and other leaders who, regardless of their level of experience, wish to facilitate and support the development of truly engaged employees within their organization. Using clear suggestions on improving employee coaching skills, Coaching Employee Engagement Training focuses on the fundamentals of successful employee coaching, and delivers powerful, pragmatic lessons within an easy-to-use, highly efficient workbook format. With its comprehensive approach to teaching employee coaching, Coaching Employee Engagement Training is a valuable resource for everyone interested in creating a more engaged workplace environment.
Some of the topics covered in Coaching Employee Engagement Training include:
• creating and presenting highly effective training materials and methods
• tailoring your training to your specific audience
• choosing and implementing appropriate, applicable program formats
• utilizing the detailed lesson plans and user guides included in the book
• understanding the three levels of coaching communication
• deploying specific, detailed role-playing scenarios and suggestions
• objectively assessing and evaluating your training and coaching programs.
More than just a manual, Coaching Employee Engagement Training is a complete resource offering in-depth lessons, suggestions, exercises, worksheets, and evaluation forms. Coaching Employee Engagement Training offers managers and leaders at every level of experience and organizational rank the tools needed to create and maintain a high degree of meaningful, organic employee engagement.

© 2011 the American Society for Training & Development
All rights reserved. Printed in the United States of America.
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ASTD Press is an internationally renowned source of insightful and practical information on workplace learning and performance topics, including training basics, evaluation and return-on-investment (ROI), instructional systems development (ISD), e-learning, leadership, and career development.
Ordering information for print edition : Books published by ASTD Press can be purchased by visiting ASTD’s website at store.astd.org or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2011943177 (print edition only)
Print Edition ISBN: 978-1-56286-819-2 PDF e-book edition ISBN: 978-1-60728-763-6 2011-1
ASTD Press Editorial Staff: Production Manager: Larry Fox Community of Practice Manager, Human Capital: Kristin Husak Developmental Editor: Mark Morrow Associate Editor: Heidi Smith Copyeditor: Heidi Smith Indexer: Linda Buskus Proofreader: Kim Husband Interior Design and Production: Abella Publishing Services, LLC Cover Design: Ana Ilieva Foreman Cover Illustrator: Ken Condon, www.illustrationsource.com
The ASTD Trainer’s WorkShop Series


The ASTD Trainer’s WorkShop Series is designed to be a practical, hands-on road map to help you quickly develop training in key business areas. Each book in the series offers all the exercises, handouts, assessments, structured experiences, and ready-to-use presentations needed to develop effective training sessions. In addition to easy-to-use icons, each book in the series includes a website with PowerPoint presentations and electronic copies of all supporting material featured in the book.
C o n t e n t s

Preface Chapter 1 INTRODUCTION: HOW TO USE THIS BOOK EFFECTIVELY Why a Coaching Approach Utilizing This Workbook Definition of Terms Content of the Training How the Book Is Organized Icons What to Do Next Chapter 2 ASSESSING THE NEEDS OF LEARNERS Why Use Assessments The Right Questions to Ask Using the Training Objectives Matrix Resource Commitment Participant Training Objectives Matrix Rating Guide Other Assessment Methods What to Do Next Chapter 3 DESIGNING AND FACILITATING ENGAGEMENT TRAINING Design a Learner-Centered Training Program Basic Adult Learning Principles Factors That Drive Successful Training Present the Right Subject Matter 10 Tips for Better Presentations and Facilitation What to Do Next Chapter 4 EVALUATING EFFECTIVENESS Why Evaluation Is Important Benefits of Evaluation Classic Training Evaluation Levels A Few Four-Level Details What to Do Next Chapter 5 SHORT PROGRAM TRAINING—2.5 HOURS Training Objectives Choosing the Content Step-by-Step Instructions What to Do Next Chapter 6 HALF-DAY TRAINING Presenting Longer Programs Training Objectives Choosing the Content Step-by-Step Instructions What to Do Next Chapter 7 1.5-DAY TRAINING Presenting Longer Programs Training Objectives Choosing the Content Step-by-Step Instructions What to Do Next Chapter 8 2-DAY TRAINING Presenting Longer Programs Training Objectives Choosing the Content Step-by-Step Instructions What to Do Next Chapter 9 USING THE CONTENT MODULES The Modules Using the Modules Content Module 9.1—The Importance of Communication Content Module 9.2—Coaching Communication Model Content Module 9.3—Listening for Better Coaching Content Module 9.4—Silent Messages Content Module 9.5—Phrases That Kill Ideas Content Module 9.6—3 Levels of Coaching Communication Content Module 9.7—Communicating Assignments Quiz Content Module 9.8—Rumors Content Module 9.9—14 Commitments for Effective Coaching Content Module 9.10—Basic Coaching Principles Content Module 9.11—Engaged Coaching Content Module 9.12—The Real Experts Content Module 9.13—Helping Employees Contribute Content Module 9.14—Spending Time With Employees Content Module 9.15—Supervisor Ask/Tell Model Content Module 9.16—Positive Conflict Content Module 9.17—Causes of Conflict at Work Content Module 9.18—Conflict Strategies Content Module 9.19—Conflict Management Matrix Content Module 9.20—Conflict Comfort Zones Content Module 9.21—Conflict Role Play Content Module 9.22—Dealing With Upset Employees Content Module 9.23—Definition of a Complaint Content Module 9.24—No Complaints Content Module 9.25—Unsettled Complaints Content Module 9.26—Complaint-Handling Quiz Content Module 9.27—Resolving Employee Complaints Content Module 9.28—Causes of Poor Performance Content Module 9.29—5-Step Performance-Correction Process Content Module 9.30—Setting Performance Standards Content Module 9.31—Discipline Role Play Content Module 9.32—Documentation Content Module 9.33—Documentation Role Play Content Module 9.34—Performance-Improvement Process Plan Content Module 9.35—Performance-Improvement Process Plan Role Play Content Module 9.36—A World Without Feedback Content Module 9.37—Formal and Informal Feedback Content Module 9.38—Coaching Time Content Module 9.39—Coaching Tips Content Module 9.40—Performance-Appraisal Role Play Content Module 9.41—Recognition Content Module 9.42—Recognition Role Play Content Module 9.43—When Teams Are Most Effective Content Module 9.44—Reaching Consensus Content Module 9.45—Synergy Content Module 9.46—Designing Engagement Into Your Organization Content Module 9.47—Helping Teams Get Things Done Content Module 9.48—Dealing With Difficult Team Members Content Module 9.49—Characteristics of an Engaged Team Player Content Module 9.50—Creating a Team Project Plan Chapter 10 ASSESSMENTS AND TRAINING INSTRUMENTS Assessments and Training Instruments Assessment 10.1—Communicating Assignments Quiz Assessment 10.2—Conflict Comfort Zone Assessment 10.3—Complaint-Handling Quiz Chapter 11 STRUCTURED EXPERIENCES Structured Experiences The Handouts Structured Experience 11.1—The Rumor Structured Experience 11.2—Spending Time With Employees Structured Experience 11.3—Conflict Strategies Structured Experience 11.4—Conflict Role Play Structured Experience 11.5—Discipline Role Play Structured Experience 11.6—Documentation Role Play Structured Experience 11.7—Performance-Improvement Process Plan Structured Experience 11.8—Performance-Improvement Process Plan Role Play Structured Experience 11.9—Performance Appraisal Role Play Structured Experience 11.10—Synergy Structured Experience 11.11—Creating a Team Project Plan APPENDIX Using the Online Materials Content of the Website Computer Requirements Printing From the Website Adapting the PowerPoint Slides Showing the PowerPoint Presentation For Further Reading About the Author Index
P r e f a c e


We hear a great deal about employee engagement today, but the concept is not always clearly understood. Simply, employee engagement means that employees feel a sense of ownership for their work and their contributions to the organization as a whole.
The effectiveness of the leadership in the organization plays a very significant role in creating and maintaining this workplace culture of employee engagement. Each of the lessons and activities in this Training WorkShop has been designed to help create a workplace supportive of employee engagement and to help participants become more effective coaches in their supervisory roles, regardless of their experience leading others.
Those who lead others today have one of the most important and challenging jobs in the organization. The future success of the organization depends largely on the ability of these individuals to motivate employees. The climate and culture of the organization are dependent on their ability to create a work atmosphere that is supportive of the concepts of employee engagement.
To create such a