Comprehensive Management Report: TELSTRA Coaching Strategy Evaluation

This report presents a comprehensive analysis of a student's work on a management report focused on coaching strategies within the telecommunications company, TELSTRA. The report delves into the definitions of coaching, differentiating it from mentoring, and explores various coaching techniques and ethical considerations. It includes case studies, process descriptions, and the identification of storage methods for coaching data. The report also features a detailed timeline for a coaching strategy implementation, along with recommendations for improvement and methods for evaluating the success of coaching programs, including the TELSTRA Coaching Evaluation Framework. The student has also developed a coaching strategy document for TELSTRA, tools for matching participants, complete coaching activities, monitoring and evaluation data, and outlined rewards and professional development for coaches. The document is available on Desklib, which provides past papers and solved assignments for students.

Running head: MANAGEMENT
Business management
Name of the student
Name of the university
Author Note:

STUDENT NAME:
STUDENT ID:
Table of Contents
Part A...............................................................................................................................................6
Formative Activity 1........................................................................................................................6
Research and Analysis of 3 different definitions of Coaching....................................................6
Difference between Coaching and Mentoring.............................................................................6
Formative Activity 2........................................................................................................................7
Case Study.......................................................................................................................................7
Main Issue with the case Study...................................................................................................7
Handling the Issue.......................................................................................................................7
Activity to be undertaken in case of the CEO not changing the expectations.............................7
Obtaining support........................................................................................................................7
Formative Activity 3........................................................................................................................7
Process or procedures..................................................................................................................7
Formative Activity 4........................................................................................................................8
Listing and Description of different kinds of two basic coaching techniques.............................8
Identification of the different kinds of procedures and processes needed to support the
Technique....................................................................................................................................8
Formative Activity 5........................................................................................................................9
Identification Process...................................................................................................................9
Unit Code: | DATE: 2

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Recommendations to improve coaching in Telecommunication Company..............................10
Formative Activity 6......................................................................................................................10
Outline of two storage methods for coaching data or information............................................10
Risks Associated........................................................................................................................10
Formative Activity 7......................................................................................................................11
Description of two methods of reporting on coaching programs..............................................11
Figure 1: TELSTRA Coaching Evaluation Framework............................................................11
Identification of the key factor for all reporting methods..........................................................11
Description of two methods of evaluating the success of the coaching programs....................12
References......................................................................................................................................13
Part B.............................................................................................................................................14
Question 1......................................................................................................................................14
Answer to Question 1................................................................................................................14
Question 2......................................................................................................................................14
Answer to Question 2................................................................................................................14
Question 3......................................................................................................................................15
Answer to Question 3................................................................................................................15
Question 4......................................................................................................................................15
Answer to Question 4................................................................................................................15
Question 5......................................................................................................................................16
Unit Code: | DATE: 3

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STUDENT ID:
Answer to Question 5................................................................................................................16
Question 6......................................................................................................................................17
Answer to Question 6................................................................................................................17
Question 7......................................................................................................................................18
Answer to Question 7................................................................................................................18
Question 8......................................................................................................................................18
Answer to Question 8................................................................................................................18
Question 9......................................................................................................................................18
Answer to Question 9................................................................................................................18
Question 10....................................................................................................................................19
Answer to Question 10..............................................................................................................19
References......................................................................................................................................20
Part C.............................................................................................................................................21
Activity 1.......................................................................................................................................21
Documented Coaching Strategy for TELSTRA........................................................................21
List of Supported Material and data sources.............................................................................21
Completed Matching Coach to trainee tool...............................................................................21
Developed recruitment process for coaches and trainees..........................................................21
Example of Induction and training tools and resources.............................................................22
Examples of Strategy Promotion...............................................................................................22
Unit Code: | DATE: 4

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Example of Documented coaches support procedure and process............................................22
Mission Statement for the program...........................................................................................22
Evidence of facilities physical Location....................................................................................22
Evidence of Method or mode of interaction..............................................................................22
Documented roles and responsibilities and Compliance analysis.............................................22
Timeline.....................................................................................................................................23
Checklist....................................................................................................................................24
Activity 2.......................................................................................................................................25
Documented Evidence...............................................................................................................25
Tools Developed for matching participants...............................................................................25
Complete Coaching Activities...................................................................................................25
Monitoring the Coaching activities and evaluation of data.......................................................25
Review of results.......................................................................................................................25
Report outlining the outcomes and future improvements to the strategy..................................25
Rewards.....................................................................................................................................26
Professional Development activities to coaches........................................................................26
Bibliography..................................................................................................................................27
Unit Code: | DATE: 5

STUDENT NAME:
STUDENT ID:
Part A
Formative Activity 1
Research and Analysis of 3 different definitions of Coaching
There are no such single definitions that can describe coaching in detail. The chartered
Institute of Personnel and Development describes coaching as a non-directive form of
development which basically concentrates on the improvement of the performance of the work
done by someone and also helps him to improve his skills related to the profession in which the
coaching is undertaken. According to Laura Whitworth, Coaching is defined as the method that
helps others to improve, develop, learn new skills and find personal success to achieve the aims
and manage the changes and challenges to be faced in a life. Another definition of coaching by
Robert Hangrove describes coaching as the one which involves the expansion of people’s
capacity to take effective action.
Difference between Coaching and Mentoring
As said earlier, the term coaching and mentoring are often referred to be the same ones
although both of them differ from each other totally. Mentoring is most often defined as a kind of
professional relationship where an experienced person helps another person in the development
of a set of particular knowledge and skills that are related to their profession whereas coaching
refers to implement new skills, help in the development of such skills to find personal success.
As said by, Vemireddy et al. (2017) Coaching is too much task oriented and focuses on concrete
users whereas mentoring is relationship oriented as it provides a safe environment where the
mentoree shares all kind of problems and issues faced by him to make sure that the mentor is
able to help him eradicate all the problems.
Unit Code: | DATE: 6

STUDENT NAME:
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Formative Activity 2
Case Study
Main Issue with the case Study
The main issue within this particular case study is the stubborn attitude of the CEO of the
retail company. The idea of not considering any other alternatives or not listening to the ideas of
the other people can lead to future problems for the business organization.
Handling the Issue
The issue can be handled by a strategic thinking and staying cool and calm. In this
particular case it will be better to respect the decision of the CEO and make some
recommendations within the proposal tabled by the CEO.
Activity to be undertaken in case of the CEO not changing the expectations
The stubborn attitude of the CEO may force him to not change his decision and he might
not accept the recommendations. In such a case it will be better to accept the decision of the
CEO and train the employees according to his expectations.
Obtaining support
The strategy of the CEO can be changed by analyzing it and showing the future outcomes
to the CEO. The coaching strategy can be initialized by making the CEO and others understand
the need for the implementation of such strategy and also ensuring that integration of such a
strategy can help the business organization to gain a competitive edge in the market.
Formative Activity 3
Process or procedures
The code of ethics followed in the business coaching is as follows;
Unit Code: | DATE: 7

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1. Working with the clients of the business- Working with the clients by adhering to all the
rules and regulations of the business code of ethics
2. Professional conduct- Acting professionally which includes professional decision
making
3. Excellent practice- Practicing proper techniques
Formative Activity 4
Listing and Description of different kinds of two basic coaching techniques
Two of the most important coaching techniques are as follows;
a. Being fully present and focused
b. Using the power of writing
Identification of the different kinds of procedures and processes needed to support the
Technique
a. Being fully present and focused- The coaching personnel or the coach must ensure that
once they start with the coaching process, they stay fully calm and concentrated towards
the program. They must avoid any kind of distractions (Baghurst 2017). Such kind of
activity ensures that the coach is genuinely interested and cares for the people who work
under his coaching.
b. Using the power of writing- The writing down of the plans and the goals of the coaching
course makes the coaching program a reality for the individuals. This must be especially
done when the coaching program is shared in between a large number of individuals. The
process of writing enhances the power of observation for the client. According to, Lancer
Clutterbuck and Megginson (2016) the writing technique is also beneficial for the client
as it help-s them to focus on the change and the development process. Another important
achievement of the following process is that it helps the individual to reduce or eradicate
the stress level and achieve the goals set out by the coaching process regularly. Writing
can thus be said to be an effective technique that helps in the achievement of sustainable
results in coaching.
Unit Code: | DATE: 8

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Formative Activity 5
Identification Process
The coaching strategy timeline for TELSTRA has been provided below;
Task Name Duration Start Finish
Project TELSTRA Coaching Strategy 155 days Wed
2/13/19
Tue
9/17/19
Selection of the Coaching Strategy by
TELSTRA
5 days Wed
2/13/19
Tue
2/19/19
Meeting with the stakeholders of
TELSTRA
2 days Wed
2/20/19
Thu
2/21/19
Conducting a market analysis to
determine whether the strategy fits or
not
10 days Fri
2/22/19
Thu
3/7/19
Advertisement to recruit coaching
expert and also providing the required
criterion for the selection
1 day Fri 3/8/19 Fri 3/8/19
Interviewing the experts 15 days Mon
3/11/19
Fri
3/29/19
Selection of the best expert 5 days Mon
4/1/19
Fri 4/5/19
Establishment of the coaching
Agreement by TELSTRA
2 days Mon
4/8/19
Tue 4/9/19
Collection of the assessment data and
feedback
60 days Wed
4/10/19
Tue 7/2/19
Implement measurable action plan 20 days Wed
7/3/19
Tue
7/30/19
Provide progressive review and
feedback
15 days Wed
7/31/19
Tue
8/20/19
Deliver post coaching follow up 20 days Wed Tue
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STUDENT NAME:
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8/21/19 9/17/19
As seen in the above table, the training program for TELSTRA employees will undertake
more or less 5 months starting from the selection of the training strategy and ending with the
assessment of the program by the management of the telecommunications company.
Recommendations to improve coaching in Telecommunication Company
Some of the important recommendations for the coaching strategy are as follows;
a. Improvement in the use of the latest technologies can be cited as a good technique for
TELSTRA. Use of the latest technologies like training the employees on 5G technology
will help make the employees aware and capable to handle the technology once it is
allowed for commercial use
b. The selection of the most able experts are essential for the business as because it helps the
organization to coach the employees in the best possible manner that is possible
Formative Activity 6
Outline of two storage methods for coaching data or information
It is the sole responsibility of the coaches to maintain, manage and store the data and
information regarding coaching in an efficient manner. They must adopt a systematic and
detailed method of record keeping. This can be done by means of;
a. Storing data with the help of General data protection regulation
b. Storing data in computers
Risks Associated
The data stored under the coaching program of TELSTRA can be hacked as because most
of the data is encrypted in the network servers of the company. Therefore this is the major risk in
the particular case and must be regulated accordingly.
Unit Code: | DATE: 10

STUDENT NAME:
STUDENT ID:
Formative Activity 7
Description of two methods of reporting on coaching programs
Two major methods of coaching reporting or evaluation are as follows;
 Surveys- Surveys can be one of the most important methods in the case of the evaluation
of the behavioral change. The surveys are completed to gain a simple and non resource
intensive method that is needed to collect the different kinds of reaction to coaching
(Baghurst 2017). The survey questionnaires are kept short to collect better responses.
 Coaching evaluation framework- Provisional frameworks can be created by the
management of TELSTRA to ensure an in depth evaluation of the organization according
to the strategy of the coaching. The TELSTRA coaching strategy has been shared below;
Figure 1: TELSTRA Coaching Evaluation Framework
Source: (Lancer Clutterbuck and Megginson 2016)
Identification of the key factor for all reporting methods
1. Surveys- The survey method helps the organization to gain a clear insight of the thinking
of the employees regarding the coaching process. The idea of the employees is treated as
Unit Code: | DATE: 11

STUDENT NAME:
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the ground report and helps the management to make the required changes to the
coaching program.
2. TELSTRA Coaching Evaluation Framework- The evaluation framework of the
company on the other hand provides the report prepared by the management of the
organization based on the coaching strategy prepared by them and evaluates whether the
coach has been following the strategy or not and also evaluates the results of the strategy.
Description of two methods of evaluating the success of the coaching programs
Two methods that are considered to be the criterion for measuring the success rate of the
business are as follows;
a. Perceptions of the people- The perceptions of the workers of TELSTRA are a major
decider for evaluating the success of the coaching program. It is important for the
workers of TELSTRA to determine whether the coaching program is making the
employees satisfied or not. The organization will take actions based on the perceptions of
the employees.
b. Engagement of the stakeholders- Conduction of review sessions at the beginning and
end can help can help to gain a clear understanding of the coaching program in
TELSTRA and thus can be helpful for the organization.
Unit Code: | DATE: 12