Developing a Coaching Protocol

Jeanne Farrington
From HPT Notes No. 33, August 7, 2001

Employees who are new to a specific job must often learn at least some aspects of their new responsibilities. They must learn how to run a machine, assemble a product, or follow new rules, norms, or procedures. Often, classroom or self-study training (like learning on the web) is impractical. As an example, new employees may come on board in small numbers, even one at a time. Their jobs may consist primarily of interpersonal interactions, be loaded with rapidly changing content, or require numerous hands-on actions. Having new employees watch or work with an experienced person to learn how to do a new job is a common approach in such cases. Assembly workers, customer service representatives, etc., are sometimes told to watch Bob for awhile. Bob is told to show them around. This can be a hit or miss kind of approach, depending on Bob’s workload, motivation, or ability to help the new employee learn what is required. Some people are much better at doing a job than at showing someone else how to do it.

Managers often request training in such cases. However, consider a more structured approach to on-the-job training (a big step up from watching Bob). This requires developing objectives, a schedule of what will be taught when, and a mechanism for testing or confirming that the new employee can accomplish the basic skills required. It also requires using coaches, who must be fully able to do and explain the work. Coaches should be taught how to coach—what will help the new employees learn and how to administer the coaching protocol. Supporting documentation for both the new employees and the coaches will help. And, essential to the success of the program will be making coaching an important part of the coaches’ performance goals. Without this last element, coaches may be too involved in other work to pay adequate attention to their coaching tasks.

The many benefits of developing a structured coaching protocol include helping new employees reach basic competency sooner, with the ability to do their jobs faster, more accurately, or more knowledgeably. Managers may find this a helpful way to deal with building a department and with turnover—either because people stay in their jobs longer or because it is easier to bring replacements on board. Developing a coaching protocol requires the following:

• Tailoring it to the system within which the new employee will work
• Assistance from one or more people who can perform the job well
• Strong management sponsorship
• Strong skills in coaching and instructional design
• Identifying and focusing on the essential things the new person must be able to do

The benefits of implementing a coaching protocol can make its development more than worth the effort.