| Are you an experienced human resource | | | | in return and provides advice about alternative |
| professional? Then, probably for you, business | | | | actions, which could improve the critical situation. But |
| coaching is just another concept that you have | | | | generally, people have different reactions to the |
| known for long now, isnt it? Helping mangers and | | | | feedback and sometimes, even the most carefully |
| executives increase their potential skills and also | | | | chosen words by the HR professional can create a |
| knowledge about man management are parts of | | | | repercussion. |
| business coaching. If this is your opinion, please think | | | | The HR coach practices a blend of politically deft |
| again! The potential skill of business coaching, which is | | | | observations with frankness that can help the |
| taught nowadays can revolutionize the Human | | | | manager polish his capabilities as a leader to lead |
| Resource relationship between managers and | | | | people and also excel personally. |
| executives of the organization. For this, let us | | | | As per the new coaching rule, the HR professional |
| understand coaching. | | | | now mainly focuses on the managerial development. |
| Coaching- This is a way of providing feedback to the | | | | Only few HR professionals are working in this arena |
| executives and managers, about how they can | | | | and many organizations nowadays, frequently hire |
| achieve their personal best in the organization by | | | | external coaches and consultants. This is actually not |
| developing their leadership role. As a coach, the | | | | necessary if a HR professional is prepared to take on |
| Human Resource professional does everything from | | | | the responsibility. An executive or manager may face |
| active listening to providing results to highlight the | | | | embarrassment admitting his needs to the HR |
| weaknesses and strengths of a manager. | | | | professional, fearing that his incapability may be |
| Usually a business coach works with high caliber | | | | discussed in the organization. The HR professionals |
| managers, whereas, an HR coach works with all | | | | who undertake coaching must be trust worthy and |
| managers and supervisors, at various levels in an | | | | conduct themselves with authority that is easy to |
| organization. | | | | work with. |
| This is what makes the Human Resource coaching | | | | HR professionals cannot coach unless their |
| more challenging. The traditional Human Resource | | | | credentials, reputation and standing in the organization |
| coaching focused mainly on helping managers handle | | | | are proved impeccable. The executive participating in |
| issues and grab opportunities. Talented HR | | | | the coaching program should be able to rely on the |
| professionals always offer feedback on personal | | | | coach and has to feel confident in every interaction. |
| performances and also show the mangers the ways | | | | One of the most important inputs, which an internal |
| to achieve it. | | | | HR brings into coaching, is his knowledge about the |
| Actually, a HR coach projects a managers way of | | | | organization and the impact it would have on the |
| handling critical situations. The HR coach derives | | | | manager, within that environment. |
| answers to all his queries by questioning the manager | | | | |