Job Based Coaching

Job-based coaching starts with identifying the key accountabilities of the job with input from the manager to confirm that these key accountabilities truly identify why the job exists. Once they are written and prioritized, you are ready to identify the development issues that lead to job-based coaching.

So let’s look at a typical key accountability for a sales job: To effectively prospect, qualify, demonstrate and close the sale according to company guidelines to ensure sales goals are met while maintaining the company’s integrity and brand image.

Now let’s look at this key accountability and ask:

1. What is the behavior that needs to be exhibited to successfully deliver on this key accountability?
2. What knowledge is required for prospecting and qualifying potential customers?
3. What knowledge is required about customers that will lead to successful demonstrations?
4. What are the competencies required to be a superior performer as it relates to just this key accountability?
5. What is the intrinsic reward that the person will receive when they accomplish this key accountability?
6. What positive attitude will assist in meeting this key accountability?
7. What knowledge must be mastered with regard to integrity and brand image?
8. What knowledge and activities are needed to prospect effectively?

You may think these are tough questions; however, they are critical to job-based coaching. Most coaches are not trained to be focused on the job’s key accountabilities. For example, the answer to question No. 4 should lead to identifying skills such as persuasion, presenting, personal accountability, time management, self management, goal orientation, customer service and interpersonal skills.

Some may argue that personal development coaching will lead to improved job performance. That may be true in some cases. However, starting with job-based coaching will return a better ROI. Also job-based coaching will hold people accountable to build the skills necessary for superior performance.

It's Not Just Gen Y, 65 and Older Workers is the Next Trend

There’s another trend besides Gen Y out there. Several industry reports show that the 65 and older group is the fastest growing category of job changers. (Newest buzzword: “re-careering.”) Interesting finding according to Trend Letter: they care less about pay and prestige. Growing fields in nursing, education, and social services already have an above average percentage of these folks.

Later-life career change appears to be an important part of the retirement process. Many older workers who change jobs, and especially those who change careers, downshift into part-time work that involves less stress and responsibility and more flexible work schedules than their previous jobs. More older job changers say they enjoy their new jobs than say they enjoyed their former positions, despite the fact that the new jobs do not pay as well and are less likely to offer benefits such as health insurance. Many older workers appear to place a high premium on escaping from the 9-to-5 grind that their flexible new positions often provide, even if it means a pay cut.

Additionally, many late-life career changers appear to be pushed into new lines of work involuntarily following job layoffs or business closings. Many older displaced workers who become reemployed suffer substantial pay losses and benefit cuts on their new jobs.

What does this mean for employers? This demographic offers a great deal of experience and productivity to the economy along with a willingness to learn and adapt to career changes. Employers need to be aware, however, that the 65 and older workforce wants flexibility for schedules and a work environment that encourages self management. For older adults with limited skills or little workforce experience, expanding public workforce development initiatives could improve their employment options. More training for older adults with limited education could give them the skills and confidence they need to move into new careers, enabling them to extend their working years, increase their retirement income security, and improve the quality of their lives.