5.

BIMBINGAN KHUSUS PRESTASI (Coaching Performance) Coaching pada kebanyakan masa memberi maklum balas positif mengenai sumbangan staf. Pada masa yang sama, coaching yang kerap akan menarik perhatian staf kepada isu-isu kecil berkaitan prestasi dan membantu mereka membetulkannya. Matlamat coaching performance bukan bertujuan untuk membuat staf berasa bersalah, atau untuk menunjukkan betapa mahirnya penyelia. Matlamat coaching adalah untuk bekerja bersama staf untuk menyelesaikan masalah-masalah prestasi dan menambahbaik kerja staf, pasukan dan jabatan. 5.1 What is coaching compared with counseling?

Workplace counseling is often confused with coaching. Counseling usually deals with the underperformance by resolving a particular problem such as stress, anxiety, poor quality work, absenteeism and frequently missed deadlines. So the purpose of counseling is to get problem employees to recognize the gaps between their actual and desired performance, identify the source of problem and develop action plan to address it.

Coaching on the other hand, is a process of continual development by which employees gain the skills and abilities they need to develop professionally and personally and perform better at work and in their personal lives. If counseling look for causes, coaching emphasizes new competencies and new actions and if counseling is need-based, coaching involves an initial ongoing contract of three to six months.

5.2 What is coaching compared to training? Training is implanting new skill and knowledge and then transfers them into measurable performance improvement (or putting the skills into practice). The agenda is fixed by the trainer, thus changes come from outside. In coaching, it is the individuals that set the agenda. It is not fixed but can be fluid and flexible. If

training results in changes coming from outside, coaching works with the client to clarify values and enhance intrinsic motivation. Training normally reinforce traditional, hierarchical style of management, where as coaching is a more democratic, collaborative process. Sometimes the roles of training and coaching overlap especially when the following principles are adhered to: a) Emphasize learner independence and choice b) Emphasize and develop intrinsic motivation c) Encourage and develop natural curiosity d) Develop higher order abilities. 5.3 Coaching compared with Consulting Aim of both consulting and coaching is to support organizational change. But consultants tend to be expert within a specific industry or business, where as coachs expertise is in the domain of (strong in) conversation, communication, interpersonal skills and emotions. The coach does not have to be an expert in the business field. So, if consultants services are information based, coachs service revolves around relationship. Consultants are frequently expected to provide or prescribe answers, where as coach evokes answers from the individual. So in one sense, all coaches are consultants, where as few consultants are coaches. 5.4 Coaching compared with Mentoring Mentoring is also frequently confused with coaching. Mentoring is normally described as a natural way of passing knowledge, skills, and experience to others by someone who is usually older and wiser with a broad life experience and specific experience. Therefore mentoring is a hierarchical relationship involving a wise senior who dispensed wisdom, knowledge but based on mutual and collaborative learning alliance. In this way, mentoring

invents a future based on the expertise and wisdom of another, where as coaching is about inventing a future from the individuals own possibilities.

6. PERANAN COACHING DALAM PENINGKATAN PRESTASI STAF Self-knowledge and self-awareness play a crucial role in being a successful coach and a successful business person. Coaching is about developing character, personal maturity, ethics and vision. It is about an individual becoming the best human being possible. The foundation of the business coaching experience lies in the coachers discovery of his or her true self and building a sense of community within a company and with clients. Applying such wisdom to business is likely to result in good client and employee relationships, as well as increased market share and productivity. Business coaching can play a vital part in transformational changes and can result in:

Increased staff performance A happier, more creative work environment Highly satisfied customers A trusting supportive climate

The following lists are most frequently called on to carry out coaching interventions:

Strategic planning Goal-setting and action-planning Identifying and coaching hidden employees: in the Information Age, increasing numbers of invisible technical and support people are vital to many organisations. Coaches can assist managers to identify and reward such workers, foster a sense of appreciation, belonging and worth, and develop leadership principles that encourage commitment and motivation among them.

Managing in the computer age: previous styles of leadership were based on the control of information. However, in an age when employees have assist managers to develop skills and competencies to meet the challenges of the Information Age, such as working with or as part of a virtual team, sharing information and acting as a resource person.

Networking and sharing ideas and resources. Identifying and eliminating procedures and systems that stifle staff. Improving negotiation skills with both internal staff and external clients and customers.

Assisting with effective time management by improving an individuals time allocation and encouraging them to become more focused and organised.