How do you coach employees after training?

It’s a worthwhile exercise to work out, who will be the coach right up front. For example, will it be the trainer, the learners line manager, or will it be peer to peer coaching. The reason I say this is because it takes a time commitment from the coach, so they need to be aware of this and what is involved before they enter into a coaching relationship with the learner.

I like to start by first understanding the ambitions and needs of our employees. It's not just about teaching what benefits the company for them to perform their roles better, but also about aligning with our employees' professional growth interests. For me, the initial step is to conduct a preliminary assessment of our employees' real needs before beginning a course that might not interest them or that they won't use later on.

Setting clear expectations from the onset is critical to coaching employees after training. > Demonstrate a commitment to employees learning and professional growth. > Communicate the importance of coaching. Clearly articulate the value of training and development to your team. > Encourage Continuous Learning by fostering a culture where learning is seen as a lifelong pursuit. > Observe, assess and provide feedback to employees after training. > Develop action plans to attend to issues observed, seeking lasting solutions > Monitor and evaluate coaching processes, providing support to employees along the way, enhancing their ability to transfer learning to their work tasks. Thank you

In my experience, what works best is set expectations at the start of the program: the participants to be curious and implement the learning into day to day activities and situations; and their managers to be a coach and discuss the challenges and learning with the participants so that they can develop further; the program facilitator is available to support and partner with both. The ongoing partnership the participants and their managers have will make the learning experience invaluable. Ask the participants to own the relationship and report back on what they’ve learned will add accountability.

I often get hired as an Executive Coach to support the learning of employees after - or during - participation in a leadership development training programme. Having individual or group coaching to complement the training has been shown to make the learning from the training to have more 'stickability'. The brain-friendly coaching that I deploy helps the client to debrief their learning, apply it at work (and at home!) and make new neural connections in their brain. This helps to make new maps of learning in the brain, and repetition and positive feedback are important for embedding and hardwiring those connections. Holding the coachee accountable for the commitments and actions that they set to deepen their learning maintains momentum.

It is absolutely paramount to know the end goal, clear picture of expectations and it must be measurable and timed. In this way employees will be automatically driven into right direction, it removes unnecessary procrastination and confusion. Main purpose of coaching is a success of all operation, so appropriate feedback especially in the beginning is very important as well as motivation and personal positive example.

In my own opinion, not all training and/or coaching falls under the responsibility of an HR Team. Often, when there appears to be a deficiency of coaching within an organization, fingers tend to point towards under-performing HR teams rather than at the process itself. An organization is a living organism that should be capable of self-sustainment, including the involvement of Team Members in the perpetuation of skills, talents, development, cultural humility, etc. So, standing up for a coaching environment is what we should be doing and what we should be expecting. With this mindset, our organizations should be hungry for coaching and requesting such. Thus, in my programs, we talk about coaching, we assign coaches, and we measure compre...

Critical to know the difference between “coaching”, direction, support, delegation and feedback. “Coaching” post a learning experience ensures individuals get the opportunity to practice and apply what they learned on the job with a regular cadence. As a coach you hold up the mirror so they can reflect on what they’re doing well and identify and prioritize what area they might need further development in so you can co-create a sustainable action plan forward. As a coach, ask powerful questions and acknowledge their contributions, theirs strengths and values so they can continue to pull that forward regardless of the goal or task.

After training, set clear expectations to guide employee coaching effectively. Define specific performance goals aligned with training outcomes. Communicate feedback mechanisms and timelines for progress evaluation. Encourage open dialogue to address concerns and reinforce the importance of ongoing development. Clear expectations foster accountability and empower employees to apply new skills confidently, driving continuous improvement.

Clearly communicate your expectations regarding how the newly learned skills or knowledge should be applied in their roles. This sets the stage for focused coaching. Adult learners need to understand what is in it for them. How will they use this knowledge? Does it meet their goals?

A true leader always stays on top of the progress that their team is making. We have to spend time in order to see if the coaching and expectations we have given are being followed and worked on. What most leaders miss though, is jumping in and assessing when they are not being met. So make sure and course correct as soon as you see that opportunity.

Observe and assess - is the best way to identify how clear were instructions given and how clear employees understand the training provided. It can also give an amazing insights on what should be added to the training or perhaps, removed. The other point - by observing others doing a task we can discover new better ways to perform it! Innovation, new ideas and speeding up the process of achieving set goal can be another valuable result of it.

A huge part of this step is identifying a baseline BEFORE you train. In order to assess how well they applied their skills, you need to be able to identify what their skills were prior to the training. That could be a self evaluation, manager feedback or other assessment to gauge their experience and knowledge.

Set clear expectations. What do you want the person to learn or be able to do after the coaching? Be specific and measurable. Provide regular feedback. This doesn't mean you have to give feedback every day, but you should check in regularly to see how the person is doing and offer suggestions for improvement. Be supportive and encouraging. Coaching is about helping people learn and grow, so it's important to be positive and supportive. Be patient. It takes time to learn new skills and behaviors. Don't expect the person to be perfect overnight. Be flexible. Things don't always go according to plan, so be prepared to adjust your coaching approach as needed.

Don't forget to train the observers. This is especially important in large, distributed workforces where multiple people will observe and provide feedback on performance for the same employees/roles. Make sure all coaches are working from the same playbook - same expectations, same behaviors, same definitions of what "good" looks like. Check in on coaches regularly to ensure consistency and effectiveness.

Incorporating practical application activities into the training can help make sure employees know how to tie the information back to their tasks before they leave the classroom.

Once your team members have identified 2 or 3 items they are going to focus on, be on the lookout for these new activities or behaviors in use. When you see them in action take a moment to acknowledge their effort and encourage them to do more. Be on the lookout for what is going right and help encourage them to keep up the good work.

This suggestion is, essentially, a level three evaluation, which supports, confirming skill, knowledge, and ability transfer back to the workplace.

I found that hands on coaching in the work environment, after classroom training, is most valuable. I would make certain that myself or a member of their direct management team was available for half days, at minimum the first week in the workplace, to sit with the employees and go over the processes and procedures to ensure the employee has a complete working knowledge of what they learned in the classroom. Especially when you have controlled processes (FAA, Hazardous Materials handling/shipping, airline rules and regulations). More often than not, this training post classroom can save the company fines or process errors before they happen. It also gives the employees a sense of support that proves invaluable.

The feedback sandwich becomes a disaster because those using it are not efficiently trained to do so. As well, those receiving feedback can see right through the approach. Instead, provide feedback that is balanced and centers on what is most effective to the individual. Leave the sandwich in the kitchen.

Gone are the days when the "feedback sandwich" was an effective approach, it didn't work then and it doesn't work now. Catch people doing something right, be specific ("Good or Great" doesn't mean anything), shine the light on the strength they use and celebrate it - then people know what they're doing well so they start to elevate that strength and use more of it. Consider re-framing "feedback" to sharing your reaction to something instead. For example: During the presentation, I was really interested in what you were saying because you kept our attention by asking us questions about the data and how it related to us! This gives space for people to invite more of your reaction or input.

Feedback is the most critical part of this excercise and the Coach should have a martix designed to give valid, tangable feedback based on observations and facts rather than assumptions. The coach also needs to build a rapport with the Coachee so as to be able to impart absolute honest feedback with encouragement and no pain.

Employees need pat on their backs by their seniors. Asses them in such a way that even if they are not performing as per your expectations, appreciate them, make them participative, make them feel valued by giving positive feedback for their performance.

The word feedback can at times be misperceived by employees in a negative fashion. Delivery of feedback must have a tactful approach with accurate and articulate suggestions moving forward to add the most value. Your employees must know that your feedback is a process in their growth path and never meant to be discouraging, but encouraging. Posturing an appropriate tone and delivery message, as mentioned above makes a world of difference for the recipient.

Explain - show - evaluate, and follow/repeat the required KPIs. Tell them what was excellent, what was good, and what requires improvement (and why). Go together through the whole procedure again. Then, let the other person perform the task again.

Feedback is more than just a tool for improvement—it's a gateway to self-awareness and growth. By delving deep into the nuances of our reactions to feedback, we can uncover valuable insights about our mindset and approach. It's vital to not only listen to the feedback but to reflect on how it resonates within. This introspective process can lead to profound professional and personal transformations

Feedback is such a critical part to help us increase perceptiveness and appreciate the facets of our skills and behaviours. It enables us to grow, to clarify our own thoughts and feelings, to look from different perspectives. Simply put, it enables us to grow. Giving and receiving constructive feedback can seem like a daunting task. But don’t forget that if it's approached with the good intention of making improvements and creating better situations, its positive input with bring beneficial results on both sides. To receive constructive feedback is to receive it in a non-defensive manner. That’s why empathy and positive reinforcement are crucial.

If you have something positive to share, say it without delay. Similarly, if there is a need for corrective feedback, have the conversation. Putting off a difficult conversation won't make the discussion any better, and it is disrespectful to someone who you would like to see do better. Being transparent, fair in your assessments, and focused on future improvement will lead to better results than simply pointing out shortcomings. It will also increase the respect your employees have for your leadership and improve the likelihood that they will embrace the corrective direction you provide.

Action plans are great - but what should have come first are development plans - both in role and career! It is a proactive way to ensure your employees are meeting expectations and a way to avoid the need for a negatively perceived action plan. Having said that - if you are at the action plan stage - work together with your employee and use this method: WHAT/HOW - WHAT needs to be accomplished - if the list is long, limit each action plan to 3 action items. Then HOW will it be accomplished. Don't abandon your employee - this is a partnership, you should meet consistently to check in to make sure they are on track and to offer any specific support required to ensure their success. Make sure the action plan is time bound, don't let it drag!

Collaboratively set Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals for the employee to work towards. These goals should be tied to applying the newly learned skills effectively.

I can't stress enough the importance of utilizing career development plans with staff on an ongoing monthly basis. They help the staff see how they are progressing, which in turn, helps to keep them engaged and motivated in their roles. The best way to use the plans are to allow the employee to share a favorite accomplishment from each month with the team, but don't force them to, and have them share their key goal(s) for the following month in order to offer support and garner team support to the individual to set an achievable path to goal success. Allowing them to take the lead in way that best suits their individual needs, fosters a sense of ownership and commitment.

Once the goals are defined, the coach and coachee collaborate to develop a strategic plan. This plan outlines the necessary actions, resources, and timelines required to achieve the desired outcomes.

SMART objectives and action plans should be implemented into each individual employees Performance Development Plan. This will assist in the ongoing development of each individual whilst ensuring key performance indicators remain constant (ie sales targets or customer feedback scores.). The employee will feel valued by the business and more likely to show loyalty and commitment over the longer term.

You may want to phase that plan so that the employee builds up the competence and confidence over time . This also helps to ensure that the learning is sustained and the skills not forgotten.

One of my favorite tools is giving them permission to fail. So often we put so much pressure on training and mentoring and trying certain tactics. I always finish our plan with try it and see if it works. If it’s a disaster, come back with some thoughts and we will rework it. Knowing the expectation allows room for mistakes gives freedom to try and try again with full knowledge that we will work through it.

Specific Action Plan has to be designed for every individual as same stitch doesnt fit all. This should ideally be discussed and finalised with the coachee with timelines after the first round of observation and feedback has been completed. ( As Coach at this time will have better prespective about the capabilities of the Coachee)

Following up and monitoring progress post-training is crucial for effective employee coaching. Maintain regular communication to assess implementation of new skills and address any challenges. Monitor performance against set goals, providing support and guidance as needed. Offer encouragement and recognition for achievements, reinforcing the importance of ongoing development. Adjust coaching strategies based on feedback and performance insights to ensure continued growth. This proactive approach fosters accountability and maximizes the impact of training initiatives on individual and organizational success.

Schedule regular check-in meetings to discuss their progress. These meetings should be a safe space for the employee to share their challenges and successes. Acknowledge and celebrate their achievements and progress. Positive reinforcement boosts morale and motivation. If the employee faces challenges in applying the training, work together to identify solutions. It might involve further training, altering workflows, or providing additional resources. Remind employees that learning is an ongoing process. Encourage them to seek new challenges and continue building their skills. Regularly ask employees for their feedback on the training and coaching process. This creates a feedback loop that can improve coaching practices over time.

Regular 1:1 meetings are an important responsibility for all leaders. Yes, you are busy and so are your employees. These do not have to be lengthy meetings, and ideally are more of an opportunity for you to listen and learn and for them to share their challenges, ideas, questions, and roadblocks. Here are two simple questions to get you started: 1) What's going well that you would like me to know about? 2) What challenges can I help you address? Ask your question and then stop talking and listen carefully to understand their perspective. Additional dialogue will likely flow from there.

The monitoring timeline and intervensions should be fixed but sometimes; they would need reduction ( when coachee learns faster than your plan) or extension (when coachee isn't able to match up your action plan) The Coach should be able to match up to the learnability of the Coachee. The style of coaching should also be varied based on Coachees temperament if they prefer the Professional or Personalised approach.

“Follow up and monitor” connotes the idea of supervision. It suggests that the employee lacks initiative nor motivation to improve. Too often the notion of coaching has been seen as a one-sided fix for some issues, challenges or problems. It paints the picture of a reluctant employee being coerced to subscribe to coaching. High achievers engaged coaching because they want to stay at the peak of their work. They take the lead to provide progress update on their next-steps. They engage the coach proactively as and when they need advice or improvement sessions.

Coaching is essential to effective application, behavior change, business results and ROI. Build coaching into the training plan from the start. Find out who is responsible for coaching behaviors related to the training topic. Gain an understanding of existing coaching practices. Align your training strategy with these practices rather than asking coaches, managers, trainers, etc. to adopt something new for this specific program (unless absolutely required). Generate data and insights coaches can use to reinforce key behaviors.

It depends on the objective of the training. If simple 'awareness' was the goal, coaching may be as simple as a few check-ins to ensure awareness exists. If the training goal was more complex, behavioral change, coaching might properly be more involved, frequent, and enduring. In these I suggest coaching include: - reminder/reinforcement of training lessons learned - ID'ing post-training behavior/performance success & gaps - Recognition of situational realities impacting success/gaps (individual commitment to the change; external factors, etc.) - Structured dialogue to help person discover opportunities / path forward - Reinforcing wins & enabling resolve to keep driving on to improved performance Be well my friends. Keep up the fire!

Coaching requires the ability to simulate real-world conditions as closely as possible. Athletes train in similar conditions as they are going to play, and it should be no different in business. Put them under pressure, but not so much pressure that they cannot learn. It will be uncomfortable, but in the end, they will get the most out of it (and they almost always appreciate it but only AFTER the fact).

I think nothing beats peer to peer cross training. Break down the training into modules and have people present training to each other focused on specific modules. Explain that this training will be an expectation for the team following the training. This can lead to long term coaching and mentoring based on the training modules.

I would add that it's really helpful to give them the skills and resources to be more self-sufficient in coaching themselves. John Hattie's research shows the power of self-reflection and analysis of our own work and performance is speeding up learning and development in children (and so in adults too). Developing the skills for individuals to do 'forensic analysis' on themselves and driving forensic reflection conversations with their managers will help to achieve this. AI pocket coaches trained on the content of the training can further extend the work of the trainers/coaches from during the live learning events too.

We offer and encourage 3 (1-hour) follow on team coaching sessions with the key influencers in the training. In the team coaching the "influencers" work with their coach to set goals of how to implement the learnings (moving from theory to practice) and influence others to do so as well. This process impacts the ROI through the "influencers" implementing and cascading how to use/leverage the training outcomes internally. It makes a tremendous difference.

After any training (webinar, LMS, off-site, etc) the manager should ask follow up questions such as: 1. Share with me your key take-aways from the training you attended. 2. What are 3 skills/behaviors you learned that you want to develop over the next 30-60-90 days? 3. How do you want to be held accountable for your development? Once defined, then everything else mentioned can work seamlessly.