The main goals of the benchmarking and coaching system are to equip first-line managers with the essential knowledge and skills to:

  • Develop, lead and inspire productive workplace teams.
  • Ensure that all team members are engaged, and involved.
  • Improve operational efficiencies.
  • Implement improvements.
  • Implement corrective actions
  • Strengthen / establish an internal system for coaching of first-line managers by their immediate managers.

The coaching process is an ongoing process, and aims to give guidance, opportunities, and support. It is done in the workplace in a formal, as well as an informal manner. The focus of a coaching process will always be to ensure performance improvement.  It introduces or reinforces knowledge and skills in three areas, namely:

  • Operational.
  • Mini-business management.
  • People management.

The focus of the process is on:

  • First-line managers (coachees), and their immediate managers (coaches).
  • All functions in the organisation (production and support functions).
  • Both operational, and people management issues.
  • The initial assessing of people on key skills required.
  • Re-assessments and progress reviews (based on initial assessments).
  • Establishing/strengthening an internal system, for coaching of first-line managers by their immediate managers.

For coaching to begin, first-line managers are benchmarked, using checksheets in the following areas, to determine their level of competence.

Profile scoring is done as follows for each of the areas benchmarked:

The rating is plotted, and regularly reviewed on a chart to continue with development and coaching.  This is not a performance evaluation, but an opportunity for both the line manager and the first-line manager to learn and to develop.  Based on the benchmarking scores, an overall development plan is developed for each first-line manager. To track development, the benchmarking score is done on a regular basis, and plotted on a graph.