The monitoring stage of coaching involves checking to confirm the learner is able to apply their new skills and knowledge in their day-to-day work. It is the results of monitoring that will determine whether the coaching process is complete or not. Monitoring is also an opportunity to provide the employee with ongoing support and, if necessary, to recommend further coaching.
Monitoring can take many forms, including those already identified as assessment tools. Other examples include:
- a checklist completed by a supervisor, the coach or the employee
- recording changes in results such as sales figures
- collating comments on client satisfaction surveys.
To ensure the overall picture of skill development is accurate, you should use a variety of monitoring techniques; you should make allowances for variables that may impact on the employee’s performance, including illness, anxiety and distractions.
Ideally the coaching relationship should come to a natural end when the coachee achieves their goals or feels confident they are able to do so independently. In reality, coaching may end for other reasons. It may be that only a predetermined number of sessions could be held within the time constraints imposed by the organisation, or the coach or coachee may have commitments that need to take priority. Regardless of the reason coaching has come to an end, making time to evaluate the outcomes and planning for the future will prove to be valuable. A tripartite meeting between the coachee, the coach and the manager could be arranged to discuss goals, achievements and the way forward.
Evaluate coaching experience
The coaching experience should be evaluated from three different perspectives. Evaluation should examine the:
- impact of coaching on the individual
- impact of coaching on the organisation
- effectiveness of the coaching.
Unlike assessment and monitoring, these outcomes may not be immediately measurable or tangible, but the benefits will still be evident.