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Integration of Digital Coaching in Training Programs for Complex Organizations
Abstract
The paper is focused on how digital coaching supports learning and development processes in organizations.
Blending the benefits of training with the ROI of coaching, complex organizations can improve performance (building critical basic skills and advanced learning with their employees).
The purpose of training is to transfer knowledge and change behaviours, thus helping organizations to look into a bright and profitable business future. Coaching supports change of behaviour and its better understanding.
Coaching improves corporate culture, support knowledge management and generate leadership for employees with managerial responsibilities.
To understand how to drive real change in managers and to adjust to the new “digital” generation, learning programs combine the power of technology with the best of human resources.
Digital coaching – technology does not replace the coach. Instead, the coach operates through technology (video conferences, platforms, online resources, etc.), allowing deep, mobile and flexible learning experiences.
Why digital coaching? How much technology in coaching? Will the coach be replaced by artificial intelligence in the future? Coaching and training together?
These are only a few questions to be answered in the new digital context.
... An effective leader-coach has the following characteristics: a sense of usefulness, less need for control, empathy in dealing with others, openness to personal development and receiving feedback, a high standard, the desire to help others to grow (Hunt, Weintraub, 2002). For leaders to understand how to implement real changes and to adapt the forms of work and behaviour of the new "digital" generation, modern-day learning programs apply power technologies like on-line coaching and online training (Tudoran, 2017). A recent survey conducted by Google (which interviewed 10,000 Managers) detected a relatively surprising fact: to be an effective leader, he/she must "be a good coach", which is the first characteristic of eight (Sneider, 2017). ...
Over the past few decades, psychological approaches to leadership supported by quantitative research have emerged. However, these approaches often show narrow perspectives. As a result, in this decade new multidiscipline approaches to leadership with broader perspectives and qualitative research methodologies have been developed, but only a few scholars have as yet managed to conduct studies within this framework. Recent research has shown that imagination, inspiration, innovativeness, ability of improvisation, spontaneity, presentation, relationship and flexibility are among the most required attributes in leadership. What type of leadership styles will enable the development of innovations and speed up the implementation of added values in the company? What is the magical formula for anticipating business in the future? All these are questions in which managers and leaders in the profit and non-profit sector are looking for valuable answers. Business is no longer a rational process in which decisions are made only on the basis of exact facts, knowledge and information. Innovative leadership believes in the power of human creativity. Only those leaders who can respond creatively to the everyday unexpected situations in the future will survive and last. This paper is the result of deeper analyze of the role of innovative leadership in the process of organizational change, as well as a qualitative research – in depth interviews with thirty Millennials’ leaders on the topic of creativity, value, integrity and purpose, teamwork conducted from September till November 2017 in the Republic of Serbia. © 2019, SRAC - Romanian Society for Quality. All rights reserved.
There is a constant pressure to achieve targets, to reach higher performance levels, and to ensure that the employee's effort supports and fosters the organization's goals. To ensure that activities are aligned with the organization's strategy, vision, mission and values, the organization needs to concentrate on what the employees are actually doing. The organization does this through performance management. Performance management process is not feasible without the feedback culture in the organization. The feedback system involves different ways of achieving feedback, both at the employee’s as well as at the organization’s level. The objective of this paper is to present the result of the survey on the importance of fostering feedback as a management tool in strengthening the organization. The survey was conducted in the beginning of 2019 in a non-profit organization. Some of the results show that effective feedback requires that the employee has a goal, takes action to achieve the goal, and receives goal-related feedback on his or her actions. The employee goals and performance, coupled with organization goals and performance, are directly linked to the key success factors. The paper shows, apart from the importance of conducting regularly feedback, how feedback could encourage good relations between management and employees motivating them to do their best.
https://www.srac.ro/calitatea/en/arhiva/2020/2020-04-Contents.pdf
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