Evaluating Training & Coaching in the Banking Sector: HRM Strategies

This report assesses the significance of training and coaching within the banking sector, highlighting its role in enhancing employee skills, attitudes, and knowledge. It delves into identifying training needs through organizational and professional analysis, and explores various training techniques such as on-the-job and off-the-job methods, emphasizing the importance of accommodating diverse learning styles using the VARK model. The effectiveness of training programs is evaluated using Kirkpatrick’s Four Levels of Evaluation, with a focus on maintaining training records through digitalization and categorical organization. Furthermore, the report examines coaching needs using the GROW model, outlining a four-step planning process involving performance evaluation, objective setting, interactive conduct, and documentation. The importance of feedback in coaching is underscored, alongside methods for evaluating coaching effectiveness, ultimately concluding that robust training and coaching initiatives are crucial for fostering professional development and improving organizational performance in the banking industry. Desklib offers a variety of resources, including similar reports and solved assignments, to support students in their studies.

Running head: TRAINING AND COACHING AT WORKPLACE
TRAINING AND COACHING AT WORKPLACE
Name of Student
Name of the University
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Executive Summary
Training and coaching are two most important paradigms of human resource management.
The provisions of training and coaching enables an employee to enhance his or her
professional skills as well as the professional attitude and knowledge. Not just that,
appropriate training and coaching programs builds among employees trust for the company
and a sense of importance. This paper aims at evaluating the importance of training and
coaching in the banking sector. In order to achieve the aim, the paper discusses various
aspects of training and coaching programs starting from identification of the needs of training
and coaching to the implementation of training and coaching techniques to the evaluation of
the effectiveness of the training and coaching programs. In conclusion, training and coaching
programs are extremely important in developing professional skills within an individual that
ensures better organizational performance.

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Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................3
Section 1: Training.................................................................................................................3
Identifying Training Needs in the Banking Sector............................................................3
Training Techniques to be Implemented in the Banking Sector........................................4
How Knowledge of Various Learning Style can be Helpful in Training..........................4
How to Evaluate the Training Effectiveness in the Banking Sector..................................5
How to Maintain Training Records in the Workplace.......................................................6
Section 2: Coaching...............................................................................................................6
Identification of Coaching Needs for Individuals In the Workplace.................................6
How to Plan Coaching for an Individual in the Banking Sector........................................7
Importance of Feedback in Coaching at the Workplace....................................................8
How to Evaluate Effectiveness of Coaching in the Workplace.........................................8
Conclusion..................................................................................................................................9
References................................................................................................................................10

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Introduction
It has been seen often that employees value having opportunities to enhance their
performance through the development of new and professional skills such that they can fit
into further challenging roles (Silberman and Biech 2015). In fact, training and coaching
opportunities within the professional space provides the employees support and demonstrates
an organization’s endeavors towards the personal and professional growth of the employees.
This in turn enhances the sense of purpose inherent within the employees (Goff et al. 2014).
This paper aims at evaluating the importance of training and opportunities at the workplace
with its focus to the banking sector. The first section of the paper discusses on the importance
and the ways to provide necessary training at the workplace and especially the banking
sector. The second section of the paper discusses on the importance and ways to provide
coaching to an employee within an organization with close reference to the banking sector.
Discussion
Section 1: Training
Identifying Training Needs in the Banking Sector
The banking sector has now and again demonstrated the importance of training of the
employees especially in the operational paradigms of customer service as well as in the
organizational behavior. These needs can be identified through various methods of analysis.
Primarily among them is the organizational needs analysis that determines the major goals of
the organization or the banking industry in this context. Organizational analysis mainly
considers the goals, strategies and objects of the organization (Ford 2014). This kind of
analysis determines the problems as faced by the organization in the accomplishment of its
goals and seeks to provide solution to the training needs required in the mitigation of the

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problem. The second method is the analysis of the professional needs that determine the gap
in the professional skills, attitude and knowledge of the employees in carrying out certain
professional operations (Silberman and Biech 2015). The third method involves the
identification of training needs on an individual level to realize the professional needs of
particular individuals (Tyler, Dymock and Henderson 2016). Such a method identifies
individuals who require effective training for the efficient operation of their job.
Training Techniques to be Implemented in the Banking Sector
There are various training techniques that can be applied on the employees in the
banking sector. First among these is on-the-job training that stands for a training method that
enables employees to learn professional skills while doing the job. On-the job training can be
of various types. The method of planned progression enables an employee to learn the
professional skills of his senior while doing his job. This helps the employee in case of a
promotion. The method of under study allows an employee to work closely under the
supervision and orders of a senior enabling him to observe and learn in the process
(Silberman and Biech 2015). Off-the-job training requires employees to gain knowledge on
professional skills outside the job. Under this category of training fall various methods. The
classroom method requires a group of employees who are trained through interactive lectures
and conferences various theoretical aspects. The simulation method requires the creation of a
mock work environment based on the original workplace (Kulkarni 2013). This trains the
employees in handling pressure and stress while providing the employees practical work
experience. These techniques can prove beneficial in the training of the employees in the
banking sector.
How Knowledge of Various Learning Style can be Helpful in Training
It is necessary to gain knowledge on the various learning styles before providing
training to the employees. The employees of the banking sector need to be trained thoroughly

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in customer service. However, it must be remembered that no two persons are the same and
that each person has different susceptibility to different modes of learning (Willingham,
Hughes and Dobolyi 2015). In this context, the trainers in the banking sector can use the
Visual-Aural-Reading-Kinesthetic (VARK) method for training their employees. This type of
training includes methods for all sorts of learners –visual, aural, reading and kinesthetic
(Prithishkumar and Michael 2014). The employees who can better receive knowledge
through visual training prefer the visual learning style. This group of learners can benefit
from training that involve graphical and visual contents like videos, pictures, symbols which
can be presented through handouts, charts and graphs. The aural learners require an aural
learning style that involves training through videos, voice-overs, and recordings (Willingham,
Hughes and Dobolyi 2015). The learners who prefer reading learning style are best receptive
to words. This group respond best to the training that involve text materials, textbooks,
manuals and presentations. The group of kinesthetic learners learn best through experience
and senses. These employees can benefit from training that involves a simulated scenario and
physical tasks giving them in-hand experience.
How to Evaluate the Training Effectiveness in the Banking Sector
The effectiveness of the training programs can be evaluated by the widely used model
of Kirkpatrick’s Four Levels of Evaluation. The model demonstrates four levels of evaluation
–reaction, learning, behavior and results (Grohmann and Kauffeld 2013). The reaction level
finds out the feedback of the employees regarding the training program. The learning level
evaluates the extent to which the employees have improved in their professional skills and
attitude. The behavior level determines the extent of practical behavioral change of the
employees in the workplace. The results level determines the benefits that has been
accomplished from the training on the organizational level (AlYahya and Norsiah 2013). This
method of evaluation can be applied in the banking sector for evaluating the effectiveness of

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training. For example, the effectiveness of the training program on customer service of the
banking sector can be determined using the above-stated model. First is to be determined the
reaction of the bank employees towards the training program. Second is to be determined the
improvement in the employees in their treatment and promptness of service towards the
customer. Third is to be determined the behavioral change in the banking employees in the
workplace towards the customers as well as their approach to the work. Fourth is to be
determined if the bank has benefitted from the training such as good customer feedback and
attraction of customers.
How to Maintain Training Records in the Workplace
Records of training can be efficiently maintained through a few steps. The first step
includes digitalizing the records, as that would reduce the labor invested in maintaining the
records ensuring better understanding of the goals and objectives of the training programs
(Penn and Pennix 2017). The second step requires organizing the records in a categorical
structure, which will make the records easily accessible. The thirds step requires validating
the training records by audit trails. It should also be noted that it is necessary to keep hard
copies of training records as well in case the digitalized version is tampered with. In the
banking sector, the above approaches should be used towards maintaining training records.
The training records should be maintained according to the needs of the employees ensuring
that the training offered is beneficial and relevant to the recipient.
Section 2: Coaching
Identification of Coaching Needs for Individuals In the Workplace
Coaching in the workplace enables the development of individuals on the job. The
need for coaching an individual can be realized by close observation of the individuals in the
performance of the task (Grant and Hartley 2013). The coaching needs of an individual can

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be understood with the help of the GROW model. The acronym GROW stands for Goal,
current Reality, Options and Will (Passmore 2015). The Grow model helps in deciding the
journey of the coaching and how one should go about. It first requires for the establishment
of the goal. The second step is to determine the present condition or the current reality. The
third step is to explore the different options available that would help in accomplishing the set
goal. The fourth step requires the establishment of will that ensures commitment and
readiness for the journey and the obstacles in the way. To implement the GROW model in the
banking sector, the individual who requires training must be observed closely spotting the
desired behavioral change which serves for the goal (McCarthy and Milner 2013). The
present situation of the bank employee must be realized keeping in mind the desired goal and
that serves for the current reality. On determination of current reality of the employee, the
possible and available options of coaching the employee must be determined. On completion
of all the above steps, the best way can be identified to accomplish the desired coaching for
the individual and the will can be established.
How to Plan Coaching for an Individual in the Banking Sector
There are four steps to planning an effective coaching program for employees
especially in the banking sector. The first step includes evaluating and categorizing the
employees based on their performance. The analysis of the performance of the employees
will help to realize the performance gap among the bank employees and the reason behind
their performance gap. This will lead to the identification of the individuals who require
coaching. The next step requires laying down the objectives of each coaching session for the
individuals and planning the process of interaction as well as predicting the obstacles and
ways of overcoming them (David 2016). The third step involves the establishment of an
interactive conduct with the individual through the sharing of dialogues, insights and
perspectives as well as the exploration of options to reach the desired results. The fourth step

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involves documenting of the coaching plan and observing the progress of the individual
(Arnold 2016). This steps require setting of smart and measurable goals, establishing an
agreement with the individual on the process and steps of the coaching and finally
establishing a commitment towards attainment of the goals. For example, while coaching an
individual towards better customer banking, the first step would be identify the performance
gap of the individual in the said context. The second step would be to establish the objectives
of the coaching sessions for the individual as to enhance customer service. The third step
would be to be conduct an interactive session with the individual in which perspectives will
be shared regarding the importance of effective and efficient customer service. The final step
would be to establish an agreement with the individual on the coaching process and to
observe the individual’s progress in providing effective customer service.
Importance of Feedback in Coaching at the Workplace
Feedback in coaching in the banking sector is particularly important, as it offers a
significant and specific understanding of the coaching program and enables the employee to
examine the plan of action thoroughly (Theeboom, Beersma and van 2014). Specifically, the
employee is enabled to recognize the challenges in the working environment or on an
individual level and in encouraged to explore his own solution to the challenge providing him
a sense of accountability (Goff et al. 2014). Furthermore, it creates in the individual a sense
of trust given to the fact that his or her opinion is accounted for. Finally, feedback boosts up
the morale of the individual bring within the employee a sense of self-discovery leading to
growth and improvement in organizational performance.
How to Evaluate Effectiveness of Coaching in the Workplace
The effectiveness of coaching in the banking sector can be realized in various steps.
the first includes determination of behavioral change in the individual through interviews and
psychological assessments (Theeboom, Beersma and van 2014). The second includes

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determining the organizational benefits as a result of the coaching program. This includes
determining the organization growth is terms of the goals and objectives as set as the desired
end result of the coaching. The third includes conducting surveys to find the improvement in
the areas of soft skills of the individual like communication due to the coaching (Goff et al.
2014). The fourth step includes comparing the end results of the coaching program on the
individual with a non-coached control group of individuals making the changes and
improvements in the coached individual more prominent.
Conclusion
In conclusion, it can be stated that training and coaching is an important requirement
not just in the banking sector but in every organization. Training and coaching programs
enables the employees to enhance their professional skills contributing towards better
organizational performance. It is therefore, important that organizations especially in the
banking sector develop policies of training and coaching programs that would appropriately
identify the needs for training and coaching and will provide effective training and coaching
to the employees. Moreover, it is also necessary to measure the effectiveness of the training
and coaching programs to determine the degree of success of the programs and to identify the
areas that need improvement.

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