Coaching / Inplacement
The employee should recognise his or her strengths and weaknesses, skills and potential, be focused on (further) developing them and making optimal use of them with a view to maximising both motivation and efficiency in his or her current work environment and/or in view of a potential or planned new position.
The aims are formulated clearly at the outset. Intermediate goals and interim reports will be created and discussed and any needed adjustments justified.
With inplacement, the employee is supported in preparing for a new position within the same or a specific (planned) company. The aims of inplacement are not as broad as with outplacement and correspond for the most part with those of coaching.
With coaching and inplacement, an appraisal is carried out initially, similar to the one for an assessment, although it is not essential that this be undertaken in one sitting, but rather may be spread out over several days or meetings. This is in contrast to an assessment, after which usually only a feedback meeting (with the candidate and with the employer if necessary) is planned, after the creation and presentation of the report to the employer and/or the supervisor. The results and the impressions gained from the coaching are discussed in detail with the coachee, followed by questioning and the establishment of necessary steps based on agreements and objectives, which are then followed up and optimised during a planned time period. All further development is noted and compared with the agreed-upon intermediate objectives. Furthermore, both challenges (difficulties and problems) and successes can be discussed as they occur, with priorities being set and solutions being pursued in the short, medium, and long-term.
The length and intensity (content, depth) of the meetings can either be set beforehand (e.g. to achieve short or medium-term objectives) or analysed during the course of the further development and adjusted as needed. More intensive meetings are usually planned for the beginning stages of the collaboration. The goal is to "help people to help themselves," using a highly professional, constructive-critical, independent external view instead of merely providing undifferentiated "long-term care." Depending on the initial situation and the objectives, the collaboration can be ended on a predetermined date or after a predetermined number of meetings, or continued according to need. Often, the time between meetings is increased, and a review including an analytical appraisal and discussion of further steps is also possible after several years have passed.
The foundation for all of this is mutual trust and extreme professionalism. The objectives are either prescribed by the employer or, for the most part, discussed between the client (coachee) and the coach. Detailed information as well as the content of the discussions remain, however, a matter of trust between the coachee and the coach. Only objectives and agreed-upon intermediate objectives are either formulated by the coachee and coach together in the presence of the employer, or they are shared and/or commented on by the coach with the employer at specific times established beforehand. In this case, the coachee will, however, be fully informed of the details by the coach. The completed steps and the process are discussed regularly and adjusted as needed.
After the coaching comes to an end, a final report is usually compiled and discussed by the coachee and the coach, often in the presence of the employer as well, or in a final meeting with all involved. It is possible and - for the purpose of quality assurance - advisable to review long-term development after several years as well.
The decision to make use of coaching services enables the individuals in question to receive independent, honest, and professional yet personal feedback, to further develop specific skills, and to work more efficiently as an employee and more persuasively as a person, and thus visibly increase their motivation and success.
A detailed description and further information about the course of action and methods: From Potential to Expertise and Motivation - Assessment and Development.