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:
- 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.