A Guide for Coaching Employees
The Island Resort and Casino or as referred to in the its employee Handbook as Island Resort and Casino & Hannahville Bingo, is the choice for developing an administrative guide for management (Legal Department, 2008). Managers and supervisors are increasingly being expected to coach their employees, a change in role which can create tensions (Grace McCarthy, 2013). The training manual will provide a system in which management and supervisors can monitor and provide feedback for security guards. This will benefit the corporation known as the Hannahville Indian Community/Gaming Enterprise.
The recommended coaching model/process will address the needs of supervisors who manage up to ten employees per shift within the security department. The security department operates three shifts and is overseen by an assistant manager. The Assistant Security Manager provides each supervisor a handbook called the “Supervisor manual” (Halfaday, 2019). The processes by which each supervisor will manage security guard employees can be included with this manual for leaders of team projects as well.
The process will involve the “Leading with Insight Model”, a model which is an empirically derived model forged from the experiences of coaching and the formal evaluation of coaching engagements for large organizations. This model is proven to deliver strategic value for individuals and their organizations. The basic idea is turning personal insight in to action through personal reflection. Leading with Insight features four levels of insight: reflective, emotional, intuitive, and inspirational (Anderson, 2005) Using this model can improve the relationship between supervisors and employees (guards) along with others within the organization. The process is built on strategic value for the gaming enterprise and employees to address issues and an avenue to provide and evaluate feedback.
Feedback is information about past behavior that is given with the goal of improving future performance. Feedback can cover a multitude of areas. The text suggests that:
These are important factors that can be addressed when considering feedback options. As with any system of human behavioral change processes there can be negative repercussions when administering change programs. It is imperative that leaders who are coaching should avoid practices that have not worked in the past.
Establishing a long-lasting change program has been practiced in other industries and some come with potential pitfalls to avoid in coaching. Suggested pitfalls to avoid when implementing coaching programs can be:
Pitfall 1 – Acceptance of Poor Performance
Pitfall 2 – Failure to get message through
Pitfall 3 – Performance standards are unrealistic or unfair
Pitfall 4 – Negative affective reactions
Pitfall 5 – Failure to consult human resources
In conclusion the supervisors in all areas operated by the Hannahville Indian Community/Gaming enterprise can benefit from implementing such a model to coach and guide leaders in the throughout the organization. The organization must remember that coaching is an investment and principals need to prepare for long-term commitments to programs like Level of Insight to guide leaders in their respective departments and operations.
Aguinis, H. (n.d.). Performance Management (3rd ed.). MBS Direct.
Anderson, D. L. (2005). Coaching that Counts. Amsterdam: Routledge.
Grace McCarthy, J. M. (2013). Managing coaching: challenges, opportunities and Training. Emerald: Journal of Management Development, 768-779.
Halfaday, T. (2019, August 3). Lead Security Officer 2nd Shift. (L. Wandahsega, Interviewer)
Legal Department, H. I. (2008, October). Employee Handbook. Island Resort and Hannahville Bingo. Hannahville Indian Community, Michigan, United States: Legal Department.