Sources of Data for Coaching Program

This document discusses the various sources of data that were identified for the coaching program in TELSTRA, including direct observation, focus groups, assessment and surveys, and records and reports. It also explores the components of the coaching strategy that worked best, the stakeholders involved, the monitoring techniques used, and the collaboration of stakeholders in the development and implementation of the program. Additionally, it covers organizational support, coaching models used, inclusion of inducted resources, coaching agreement excerpt, compliance requirements, coach selection and recruitment process, methods of promotion, concerns during the start of the training program, new coaching tasks to make the program effective, professional development activities, and monitoring of coaching relationships. The document concludes by highlighting the reason to continue promoting the coaching program in TELSTRA.

Part D
Sources of Data that identified the need for the coaching program
The different sources of data that were identified for the particular need of the coaching
program are as follows;
a. Direct Observation- Direct observation by the upper level management of TELSTRA
b. Focus Groups- The identification of the focus groups or the disabled people who are
totally deviated from the modern means of telecommunication.
c. Assessment and Surveys- The assessment and surveys of the target groups also revealed
the need for the creation of the action plan which in turn created the need to start a
coaching plan for the employees of the business enterprise
d. Records and Reports- The records and reports of the surveys were also taken as the
source of the coaching program by the TELSTRA management
Which Components of coaching strategy worked best and what is this based on
The best components of the coaching strategy include the likes of;
a. Good Observation Skill
b. Good Communication Skills
The components of the coaching strategy in the case of TELSTRA are thus based on
information from the different business sources.
Identification of two stakeholders in the coaching strategy
Two different stakeholders in the coaching strategy of TELSTRA are namely;
a. The employees involved in the coaching program are involved in the total program and
are responsible for the successful implementation of the program.
b. The stakeholders of TELSTRA will have to invest in the coaching program and will have
to appoint the coaching staff and also choose the employees who will be undertaken the
program

The monitoring techniques used by TELSTRA in the following case has been the proper
recording of the feedback process and also the proper monitoring of the employee performances
after the implementation of the coaching program.
Collaboration of the Stakeholders in the development and implementation of the coaching
program
The stakeholders of the organization collaborate together and manage the coaching
program according to the needs. The mix up of effective expertise of the coaching staffs and the
proper financing and monitoring of the program by the stakeholders helped to make the coaching
program a great success.
Organizational Support
Full scale support with both technical and financial support
Coaching Models used to provide coaching to trainees
The GROW Model and the FUEL Model were used to provide coaching to the trainees.
Inclusion of the Inducted Resources
The inclusion of inducted resources like proper technologies, machineries and other items
were all provided according to the time schedule. The use of the models were seen to achieve the
goals and solving different kind of problems within the organization.
Coaching Agreement excerpt
The TELSTRA coaching agreement excerpt is as follows;
 The coaching agreement can be terminated at any given point of time however, a prior
notice of at least 5 days in advance must be given to the company or the coach in similar
cases
 Coach agrees to maintain the ethics and standards of behavior established by the
International Coach Federation

Identification of legislation, regulations or other compliance requirements
The requirements include different process like;
a. Avoidance of plagiarism
b. Security of the information
c. Requirements of Licensing
d. Ensuring the competency standards
Description of Coach Selection and Recruitment process
The coach selection process will be done by means of five different steps;
a. Step 1- Advertisement of the position with the criterion
b. Step 2- Resume the screening process
c. Step 3- Interview face to face
d. Step 4- Assessment and job shadow
e. Step 5- Reference checking and offering the job
Methods of Promotion
The main method followed by the management of TELSTRA to promote coaching
techniques are differentiating the coaching program from the other programs existing in the
market and also by asking for expertise referrals from different sources.
Concerns during start of the Training Program
Most of the employees do not tend to abide to the new coaching techniques. However,
the issue can be resolved by presenting the employees with extra perks and incentives.
New Coaching tasks to make the program effective
The coaching tasks can be made more effective in nature when the issues will be present
in the organization and will create problems for the Company.
Three professional development activities
Three types of professional development activities are as follows;

1. Honing a learning mindset
2. Reading regularly
3. Writing on a regular basis
Monitoring of coaching relationships
The monitoring of the coaching relationships includes the likes of the;
 Regular checking- The regular checking of the coaching activities can help make the
coaching program more effective and productive in nature
 Regular performance checking- Performance checking of the employees who have been
taking the coaching program can be another means of regular checking
Reason to continue promoting coaching program
The reason to continue the coaching program is the need of the employees of TELSTRA
to develop and innovate new methods in order to develop the network for the disabled persons
which is the new project of the organization.