Coaching Model in the Telecommunications Industry


The current corporate structure of organizations focuses on employee development and improving team-based performance. This is achieved through the implementation of select coaching strategies that fit the organizational structure and operational objectives. The coaching model is used to optimize performance management and develop leadership. Each organization develops the strategic process on a systemic level in order to maintain effective staff performance. A massive organization in the telecommunications industry uses coaching strategies as part of employee training and team development to maintain quality customer service which is key to fulfilling the vision of innovation in all aspects of the operation.

Organization Approach

The selected organization has developed a systematic, proactive coaching model to be utilized in all facets of operations. As a telecommunications enterprise, it needed to build a customer base and actively increase revenue. The growing company development led to certain business needs such as providing customer service and support along with the expanding organizational strategy and integration.

The coaching model was helpful in managing productivity, sales metrics, and product cycles in the business aspect of the organization. It also took a strategic approach to investing in internal professional development and talent through focusing on identifying potential and leadership in employees.

The organization has a developed coaching and training network for both new and existing employees. It is considered one of the leading corporations in performance management coaching. For lower level positions, it utilizes internally hired coaches that lead training seminars and work with employees individually. The continuous introduction of new products and services means that information must be relayed to staff effectively so that they can coherently introduce it to the customer base. Methods such as mock scenarios and analysis of customer interaction are used to develop certain skills.

There are also external coaches for specialized or management roles. In addition, external companies are hired to audit and measure performance metrics. The human resource department of the organization utilizes a scorecard for employees to focus on measurable performance. Coaching managers and human resources are evaluated as well on their ability to provide quality training. This allows for the frequent evaluation of the training or coaching approaches and their effect on performance.

If certain core aspects of performance fall in a specific role or there are overwhelmingly poor employee responses to training, coaching managers, and human resources may choose to modify the system. This is known as a training evaluation model which evaluates participant reactions, learning, behavior, and results. The selected organization has developed the coaching model to provide a significant return on investment necessary for its business function.

Practices to Improve Performance

Coaching and training are critical components in creating consistency within a company to develop organization and order within the structure. Professional development includes an analytical approach to the team or department needs and linking them to the established goals and strategies. Meanwhile, personal growth includes utilizing individual performance metrics and learning techniques.

Using these parameters, a coaching manager can develop solutions to effective mentoring. Coaching is essential for developing strategic performance and creating a cultural paradigm shift within the company (innovation and changing cultural norms may require the company to adapt to the customer needs). Continuous coaching helps employees to address issues and provide opportunities for acquiring new skills and credentials to motivate professional development (Poluka & Belal, 2015).

Private sector organizations invest in the performance management approach which identifies individual and collective weaknesses. The focus on correcting the weak link and emphasizing a continuous improvement helps business efficiency and strategic goals of the company. The telecommunications industry focused on providing quality customer service demands dedication and diligence to its employees.

Therefore, the staff requires positive feedback, recognition, and potential reward. Proper coaching and training help to increase the overall organizational productivity as the structure of the company is systemic. Effective practices of coaching management contribute to boosting quality, productivity, and employee morale (Gautam & Jain, 2016).

Telecommunication companies evaluate performance based on measurable metrics and achieved objectives. According to Smither and London (2009), there are several strategies that manager coaches can implement to improve the overall performance of the organization. Insight is instrumental in manager-coach communication with employees. It allows setting expectations and factors leading to success.

This can serve as the basis for further feedback and discussion about performance and behaviors in the workplace. In a telecommunication corporation, this is important to ensure the operational process so that each employee recognizes the expectations of their job and acts accordingly. Clear communication helps to avoid misunderstandings by employees of how their performance is reviewed and its effects on career development within an organization.

Motivation is fundamental in defining personal and professional goals by relating them to the current job. It helps to emphasize how an employee benefits the team and organization through their personal performance and development. Many lower level positions in telecommunications are emotionally draining as employees begin to feel discouraged by customer complaints and repetitive job functions which result in lower productivity. Manager- coaches must recognize such instances and provide appropriate motivation as a method to improve performance. Finally, accountability is strongly encouraged within the industry.

Progress, which is measured by metrics, should be continuously evaluated and enhanced. Teams must meet certain objectives, both in training and performance statistics. Reflecting on and improving weaknesses is crucial for career development. Using these techniques manager-coaches can maintain productivity and provide constructive feedback to the employees which helps to optimize the overall organizational performance.

Practices to Maximize Team-Based Performance

Despite evidence that collaboration within teams has a positive effect on team-based performance, there is no relevant focus in coaching programs and literature. Many coaching managers do not incorporate team learning processes or communication techniques amongst co-workers into training. If coaching practices maximizing team-based performance are implemented within an organization, they should closely coincide with the company mission and values. The selected telecommunication organization emphasizes values of communication both external and internal as well as innovation.

The first technique would be to improve team communication which includes more cooperative projects or events. Communication with managers would be open, allowing information and feedback to go in both directions. If such open channels of communication are established, it will be easier to relay critical information if the need arises. Second, employees should be challenged to address differences, issues, and opinions.

The corporate culture and fear of retribution cause many people to stay silently dissatisfied with their jobs. Managers should emphasize the critical thinking and expression of alternatives to various operational processes, which may result in their improvement and optimization. Team cooperation on issues helps to develop performance on future team-based projects. Modern telecommunication companies utilize virtual support teams for unique purposes.

However, virtual teams are often challenged by a lack of cohesiveness and unity in their cooperative tasks, resulting in disarray and conflict. The majority of these workers indicate that the lack of reliable communication tools impacts their performance factors. An effective method to improve virtual team performance for the company is to create a unified and reliable communication and project tool. In addition, training competent leaders who understand the intricacies of virtual team performance will help to establish order within the groups (Saafein & Shaykhian, 2013). All these techniques completely fall in line with the company’s mission to promote communication amongst its employees.

Another technique in developing team-based performance is to implement a shared leadership technique when appropriate. Teams maintained by the management of one person lack effectiveness in their performance and development. A shared or group leadership design distributes the role amongst individual contributors to the team. The group becomes dynamic and progressive in implementing its ideas. This type of leadership allows supervisors to focus on more important aspects besides micromanaging while giving the employees freedom to utilize their ideas collectively. Certain projects or situations may benefit the team performance from this type of behavioral shared leadership (D’Innocenzo, Mathieu, & Kukenberger, 2014).

Finally, the last technique is to encourage the learning and skill development of employees outside of their job position or department. Many people have talents and desire to acquire skills outside their immediate job functions. Creating an organization-wide program to allow workers to explore new skills will increase employee satisfaction and versatility within an organization. Both techniques fall in line with the selected organization’s mission of innovation. The proposed methods are unique and innovative approaches to leadership and development, not commonly practiced within the telecommunication industry.

Conclusion

Telecommunication industry organizations are complex multi-layered systems focused on training employees to fulfill objectives and provide customer service. The selected company utilizes a proactive coaching model that is focused on specific business needs. Performance improves through the use of management coaching techniques such as motivation, real-world practice, and accountability. Employment in a large telecommunication company requires efficient team-based performance within departments. There are practices which focus on maximizing teamwork which helps to accomplish individual and organizational goals while fulfilling the company’s vision of communication and innovation, including in its training and coaching models.

References

D’Innocenzo, L., Mathieu, J., & Kukenberger, M. (2014). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, 20(10), 1-28. Web.

Gautam, A., & Jain, S. (2016). Performance management system in telecom industry: Comparison of Indian public and private sector undertakings. International Journal of Research in Commerce, IT and Management, 6(12), 1-6. Web.

Poluka, L., & Belal, K. (2015). Performance coaching within the telecommunications industry. The Journal of Applied Management and Entrepreneurship, 20(4), 49-65. Web.

Saafein, O., & Shaykhian, G. (2013). Factors affecting virtual team performance in telecommunication support environment. Telematics and Informatics, 31, 459-462. Web.

Smither, J., & London, M. (2009). Performance management: Putting research into action. Hoboken, NJ: Pfeiffer.