Phase 4: Follow-Up

The fourth step of the Four-Step Coaching Method is Follow-Up. During this step you will:

• Have the employees work alone.
• Designate “helpers” for the employees.
• Reconfirm that the employees understand the task.
• Evaluate the coaching procedures.

Follow-up may occur in conjunction with the try-out. In many cases, though, the employees will work alone, without observation, after the try-out has been completed, and the employee will conduct the follow-up later. When follow-up occurs later, it should be a two-way process in which the employees contract the coach for help, as needed, and the coach checks to see how they are doing.

As another part of follow-up, a coach should measure the effectiveness of the coaching procedures, to determine whether any changes are needed in the content before the next on-the-job coaching session is conducted. This includes a self-evaluation and requesting evaluations from employees.

Have Employees Work Alone

One of the best ways to build confidence in employees is to tell them that you believe they can work alone. Before you turn them loose, however, it is good to review the tasks with them once again. Have them explain the key points and show you the correct way to perform the tasks. This also is a good opportunity to provide positive feedback, encourage them to continue to do the job right, and remind them about avoiding unhealthy habits.

Do not back away completely from your employees. The whole idea of follow-up is checking back after the learners have been working alone for a while to see how they are doing. Check often at first, as this is the time when questions and problems will occur.

The follow-up covers many of the same activities as the try-out. When you check back, make it a point to observe employees performing the task and look for errors. Be prepared to provide feedback during the observation. Recognise successes when employees perform correctly. But do not ignore mistakes. If you find problems, correct mistakes in a supportive manner. Step in, when necessary, and help or re-coach.

Gradually reduce the frequency of your contacts with them. There are no hard-and-fast guidelines for when the process should be stopped. Each employee is different. Some may require only one or two follow-up sessions, while others may need several sessions.

Designate “Helpers” For Employees

Before ending the follow-up, find “helpers” for the employees. The employees need someone who will be available to answer questions or solve problems. You may appoint yourself, or you may decide to find another person.

Benefits of Designating Yourself

In most cases, you are the best person for the employees to contact, since you have established a relationship with them.

You know their strengths and weaknesses.

You may take a more personal interest in the employees.

You are a “neutral” person who will provide answers to their training-related problems, if you are not the employees’ supervisor.

You understand the task that the employees are trying to incorporate into their jobs and will be able to provide them with solutions.

Benefits of Designating Others

There are situations when another person would be a better helper.

You may not be available to help the employees because you are coaching other employees or have demands on your time.

Employees may be reluctant to admit to you that they are experiencing problems.

Employees may prefer to go to their supervisor or another person in their work area.

What to Consider When Delegating Others

If you decide to ask another person to help the employees as on-the-job helpers, be sure of the following:

• They have a good relationship with the person, especially if the helper is a supervisor. Employees may be intimidated by some people in authority.
• They have the time and patience to work with employees who are still learning a task and may make mistakes.
• They have a thorough understanding of the tasks and can answer questions.
• They have good people skills and can interact with the employees without creating problems or having personality clashes.

When you appoint helpers, give them direction in how to offer follow-up to the employees. Provide them with a checklist of the areas to watch when working with the employees. This may be a general checklist to which you add comments about each employee. Establish a procedure for what the helpers are expected to do when working with the employees. Do they tell you what they did? Do they tell the employees’ supervisor? Does the interaction remain confidential between the employee and the designated person?

Reconfirm That Employees Understand the Task

The follow-up is the final opportunity to ensure that the employees understand exactly what they must do and why. Depending on when the follow-up occurs and the nature of the task, you may not be able to see the employee perform every part of the job.

The process used during the follow-up step is the same as the one used during presentation/demonstration.

Since you are not in the presentation/demonstration mode, you will need to take a slightly different approach during follow-up than what is outlined in the method. As you are observing, ask, “Why is that an effective way to do the job?” or “How were you trained to do that part of the task?” If they do not understand, review only the specific areas that you know are crucial to carrying out the task correctly. Do not review the entire coaching programme.

Avoid playing “twenty questions” with the trainees. You do not want to grill them; you are there to help. Your questions should ensure that the trainees understand the key concepts and give them confidence in their new skills. Your ability to accurately evaluate their understanding of the tasks will enable you to make the decision about when follow-up should be complete.