Coaching ( + book week 6)

What is the working alliance in coaching? What contributes to outcomes of a w-a?

What is the working alliance in coaching? What contributes to outcomes of a w-a?

~ the equivalent to the therapeutic relationship in therapy

three elements of w-a

i. goals ~ is the goal given by the coachee or by the coach?

ii. tasks ~ actions, activities, tools

iii. bond ~ trust, respect

→ scoring higher on w-a correlates w/better outcomes of the coaching

What are the four elements contributing to successful intervention/effectiveness of coaching/therapy?

i. client variables + extra-therapeutic events (40%)

ii. expectancy and placebo effects (15%)

iii. therapeutic relationship (30%)

iv. models and techniques (15%)

→ therapeutic relationship can account for quite a piece of the effectiveness => idea is that it is the same for coaching

Is it more important what the coach or the coachee think about the working alliance?

choachee ~ when they perceive the w-a as higher/better, their self-efficacy, goal attainment, self-reflection & insight are better

→ only their perception is linked to the outcomes (coach needs to know how they perceive it so that they can work w/it)

What is the WAI-S questionnaire?

~ questionnaire about how the coachee perceives the working alliance (questions measuring both tasks and bond)

→ Working Alliance Inventory - Short

How can working alliance be improved?

not yet so clear in research

~ discuss the goals again, the tasks, &/or what could increase the trust between them

What is coaching?

~ many definitions w/some shared aspects

i. one-on-one relationship (also possible to do team coaching though)

ii. aimed at non-clinical population

iii. learning and change (behavioural change)

iv. increasing self-awareness

v. improved performance

vi. non-directive (coach is a facilitator, coachee decides)

What is coaching not and why?

is not

i. advising ~ has expertise and knowledge about a topic and gives advice based on that → comes up w/a solution => a coach doesn’t do that

ii. mentoring ~ expertise about a topic that they share w/someone new to it, provides guidance

iii. therapy ~ aimed at more severe psychological problems (sometimes said that therapy is aimed more at the past and coaching at the future → depends on what kind of therapy)

What are the competencies one needs to become a coach?

i. self-insight

ii. focus on self-development

iii. handling expectations (should be able to explain to the coachee what they can expect from the coaching)

iv. working alliance ~ working on the relationship

v. providing insight so that the coachee can discover the solution themselves

vi. goal and action focused

vii. use (ideally evidence based) methods and techniques

viii. evaluation of their coaching

How do companies select a coach?

~ don’t really look at whether or not they are certified, rather on their referrals, recommendations and experience

How do you find/become a coach?

have to have/be

i. received a coaching training

ii. supervision/intervision sessions

iii. qualification for competencies

iv. bound ethical standards

→ professional organisations for coaching (can help you find and/or register a coach)

What is solution-focused coaching?

~ rather than focusing on the problem, the focus should be on the solution (focusing on the problem doesn’t make ppl feel better, focusing on small things that are going well/solutions leads to better performance and improvement of the situation)

→ derived from solution-focused therapy

→ solution-focused questions (what have you already done that has helped you improve, how come this situation is getting worse, etc.) vs problem-focused questions (how long have you had this problem e.g.)

→ solution focused que increase self-efficacy and action planning

What is rational emotional behaviour coaching?

~ thoughts and thinking are important in shaping behaviour (non-constructive thoughts can be replaced by more rational and helpful thoughts to help us get to goals)

→ helpful in improving quality of life or health behaviour

What is acceptance and commitment training (ACT)?

~ acceptance of thoughts for what they are (mindfulness and being aware of our values are important aspects)

→ can lead to decrease of burnout and stress rates

What is motivational interviewing?

~ exploring the advantages and disadvantages of a specific behaviour and of the change of that behaviour

→ effective esp w/behavioural change esp when the behaviour is not very beneficial for the person but they still do it (e.g. smoking)

Why do organisations coach employees?

a. want for better performance

b. improvement of job satisfaction

c. improvement of leadership and management skills

What are the different types of coachnig?

a. internal vs external coaching

- does it happen between people from the company or is there an external party doing the coaching?

b. team coaching

- coach coaching a group of ppl who share goals

c. peer coaching

- colleagues coaching each other

d. manager as a coach

- for their own employees

- can be problematic since they also have to evaluate their employees (which coaches do not do plus there is no such hierarchy in the coaching relationship) → can lead to less disclosure by the employee

- more coaching skills in managers, however, showed to lead to better job satisfaction and higher job commitment

e. coaching culture

- employees trained to become a coach (usually do not coach a colleague but smb from another department e.g.)

What is coaching culture?

~ use of coaching in a more holistic form, making use of all of the different types of coaching not only once in a while but regularly

What is the effectiveness of coaching?

effectiveness → increase in self-efficacy, goal attainment, resilience, well-being, and leadership skills (long-term outcomes)

What is evidence-based coaching?

~ derived from evidence-based medicine, with the idea that coaches make the best possible decisions based on the best available knowledge at that time

→ uses evidence from different topics and fields (combines the experience of the coach w/the empirical evidence)

Is coaching proved to increase performance/decrease stress/increase satisfaction or self-awareness?

~ no, scientifically there are contradicting findings (e.g. because measuring performance is difficult)

what is a job analysis and what are the different aspects of it?

~ method used to describe jobs and the personal attributes necessary for doing the job

i. systematic procedure ~ specified in advance and stuck to

ii. describing the components of the job rather than it as a whole

iii. leads to a report

How are job-oriented and person-oriented approaches different?

~ job-oriented focuses on the nature of the job, describing the tasks and their characteristics while person-oriented approach deals with the KSAOs needed to successfully do the job

five levels of tasks (hierarchical from broadest to narrowest)

i. position

ii. duty

iii. tasks

iv. activities

v. elements

What is a competency system?

~ rewarding emplyoees based on getting the knowledge and skills needed to improve performance and/or to be promoted

How is performance appraised?

~ criterion(s) are developed (what are the major components of the job that need to be evaluated?) → assessed based on these

critical incidents ~ part of the behaviour-focused perf. appraisal → collect instances of specific behaviour representing different levels of job performance

Who provides information for job analysis? Who is a SME?

~ job analysts, job incumbents, supervisors, or trained observers

SME ~ subject matter expert (incumbent or supervisor)

What are the methods of job analysis?

a. Job Components Inventory (JCI)

- list of KSAOs to tell whether a person is suited for a job and/or if they need additional training

- five components → use of tools and equipment, perceptual and physical requirements, mathematics, communication, decision making and responsibility

b. Occupational Information Network (O*NET)

- computer-based, lists KSAOs needed to perform the job and characteristics of job tasks

- six domains → experience requirements, worker requirements, worker characteristics, occupation requirements, occupation specific information, and occupation characteristics

c. Position Analysis Questionnaire (PAQ)

- used to analyse and compare different jobs on common set of dimensions/KSAOs

- six main domains further divided into subdomains

d. Task Inventory

- questionnaire listing specific tasks relating to a job w/one or more rating scales for each task

e. Combination Job Analysis Method (C-JAM)

- makes use of questionnaires and interviews to get a detailed picture of the KSAOs of the job/tasks performed

How are job evaluation and job analysis different?

~ job evaluation is different in that it determines the salaries for different jobs in a mathematical way based on the information that is collected in job analysis (kind of, simplified)

point method ~ compensable factors given by a panel of ppl → panel judges the degree to which each job has these compensable factors → points are summed (~ the higher the total score, the higher the salary should be) → plot the actual salaries against these points to see if there is a discrepancy (if it is fair, plot should be straight)

What is comparable worth?

~ different but comparable jobs should be paid the same

what is a merit pay system?

~ raises are tied to the job performance

how are theoretical and actual criterions different?

theoretical ~ theoretical construct of what a good performance is

actual ~ how the theoretical construct is assessed, often giving only an estimate due to

i. criterion contamination (part of the actual criterion reflecting smth else)

ii. criterion deficiency (actual criterion inadequately covering the theoretical one ~ content validity)

iii. criterion relevance (to what extent does the actual one assess the theoretical one ~ construct validity)

is performance stable over time?

~no, best performers do not necessarily stay the best over time

what is contextual performance?

~ extra voluntary things employees do to benefit the organisation/co-workers

How are subjective and objective job performance measures different?

subjective ~ employees job performance is rated by ppl who should be knowledgeable about it

i. halo effect → giving the same rating across the dimensions based on the first one(s) even though there are performance discrepancies

ii. true halo → when a person actually performs the same across the dimensions

objective ~ counts of employee behaviour (absences/accidents/incidents/…) and the results of their behaviour (productivity)

What are the different errors raters (can) make?

i. distributional errors ~ tendency to rate everyone the same

ii. latency errors ~ when everyone is rated at the good end

iii.severity errors ~ everyone rated at the unfavourable end

iv. central tendency errors ~ everyone rated around the middle

RET → rater error training (knowing errors & trying to avoid them)

Frame of reference training ~ understanding of the rating task

what are integrity tests?

~ predict whether an employee will engage in counterproductive/dishonest behaviour on the job

a. overt integrity test → attitudes and behaviour via obvious assessment of honesty and integrity

b. personality integrity test → personality characteristics predictive of counterproductive behaviour w/o disclosing the purpose

What is a self-directed search test?

~ associates six personality types (realistic, investigative, artistic, social, enterprising, and conventional) to a particular family of occupations

What is a work sample?

~ assessment requiring ppl to show how well they can perform a task under standardised conditions

How are in-basket exercise and leaderless group exercise different?

~in-basket requires the individual to pretend the situation is real and deal w/it appropriately while in leaderless group, people are given a problem to solve (either competitive or cooperative)

what are the four factors that attract people to jobs?

i. perceived fit between the job and the person

ii. anticipated treatment by the organisation

iii. anticipated quality of relationships w/coworkers

iv. prestige and reputation of the organisation