Magle E-Learning System - Coaching For Supervisors

Chapter 1: Introduction

A coach is someone who may provide initial training, feedback on performance, and may sign off on competency once this is achieved. The role of the coach is to help the employee learn his or her job. A coach should be highly judgmental about performance in order for the novice to correctly learn a task, process, or skill. This judgment is not overly critical, but should tell the novice clearly what they are doing “right” and ways they should improve.

A mentor refers to a developmental relationship with a more experienced “expert” and a less experienced (and usually younger) protégé. Mentors provide not only advice and support for the current job (s), but also “big picture” views that provide novices with links to the wider corporate culture, additional learning opportunities, or career development. The tasks of mentors are broader than those of coaches.

Chapter 2: Deconstructing Expertise

Before, During, and After chart

Example Before, During and After chart

Chapter 3: Coaching As Facilitating

How Employees Learn

Click on the image to enlarge it, then click on each of the people to learn more.

Assumptions Chart

Click on the numbers to learn more about the different assumptions.

Chapter 4: Demonstrating Good Performance / Scaffolding

What are the skills of a good modeler?

Scaffold Learning

Click on the Scaffold Learning button below to view the interactive Scaffold Learning graphic. Click each title to hear an explanation of the step.

Chapter 5: Giving Feedback

Giving Feedback slideshow

Giving Feedback

Click the play icon at the bottom of the slideshow to move through the slides.

How to give constructive feedback

Practice giving constructive feedback!

In the activity below, you are the supervisor of a company and you have to give feedback to an employee.

You will be presented with different options for giving feedback.

Choose the option you see fit by clicking on it and see how the situation unfolds!

All options will be in a box labeled 'Choice'.

If you select an option that isn't the best choice, click on the 'Back' button to try again.

Click the 'Next' button to start.

Model of Giving Feedback

Chapter 6: Create Your Own Job Aids

Example of a Step-By-Step Job Aid

Example of a Flowchart Job Aid

Example of a FAQ (Frequently Asked Questions) Job Aid

Chapter 7: Problem Posing

Exploring vs. Explaining

What is problem posing or exploring?

When we pose a problem, we are not assuming we have all the answers. We are stating a problem as we see it, providing details about what seems to be wrong, and we are asking to construct knowledge together with our novice. We aren't assuming we know everything only that we are agreed we want to come to some solution.

Most of us are used to explaining.We give information, our opinions, our solutions, about why we did or didn't do something. This is useful if we want to provide information to others. But, problem solving is about more than providing information. It's about helping others think about a problem and facilitating their coming up with some alternatives or solutions that fit them.

Chapter 8: When a Coach is Not a Coach

You're not a coach when you direct people to do something.

You're not a coach when you are not explicit about expectations.

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Coaching For Supervisors

Table of Contents

Chapter 9: Summary and Resources