Business Coaching Provides Interactive Sessions
Training Courses by Themselves are Still Useful
Typical training courses which teach information to attendees can certainly provide them with a lot of useful information. They can then take what they have learnt back into the workplace and put it to good use. The topic of the training course will determine how they make use of it when back at work. For instance, certain types of health and safety training courses may teach information which will hopefully never be utilised, whereas sales or management training will be put into practice each and every day.
The downside of these training courses is that aside from the odd group activity, they will primarily involve a course tutor stood at the front of the room lecturing and talking to the attendees with very little interaction. This one-way method of communication and teaching does provide benefits, but can ultimately result in certain attendees switching off and losing concentration at various moments throughout the day(s). Consequently they can miss a lot of crucial information, which dilutes the overall effectiveness of the training, and the return on investment that can ultimately be achieved.
The Interactive Nature of Business Coaching
One of the main strengths and advantages of business coaching is the interactivity which is a feature of this format of personal and professional development. Coaching sessions involve interactive discussions between an individual and a business coach, enabling the time to be 100% relevant to the person's requirements. Whereas training courses will have a number of different people - sometimes from different industries and job roles - attending the programme which can make large parts irrelevant for certain attendees, one-on-one business coaching will ensure that everything that is discussed is laser-targeted to the needs and issues of that particular attendee.
The need to cover prescribed syllabuses and train people of contrasting levels of experience, job roles and industries all serve to make training courses largely a one-size-fits-all approach to employee development. Conversely, business coaching and mentoring facilitates interactive sessions which are entirely bespoke and focus solely upon the issues which are affecting that person and preventing them reaching their maximum potential at work.
So interactivity is key to not only keeping an individual's attention, but also to providing teaching and assistance to them that concentrates specifically on the issues concerning them and suppressing their effectiveness at work.
A Business Coach Also Monitors Performance Over Time
Whilst training courses teach information which can then be put to use when back at work, it is hard for managers and supervisors to continuously monitor how well (or otherwise) that employee is putting into practice the knowledge which they acquired on the course. However, when that person is receiving regular business coaching, the coach will want to know in each session how much progress has been made since the last session in terms of making the changes discussed. The coach and the individual will have collaborated beforehand and between them come up with an action plan for that person to follow. A key component of the successful business coaching process is following, monitoring, amending, reviewing progress and ultimately completing this plan of action. The length of time this takes will vary greatly depending upon the scale and types of issues being encountered, but progress and achievement will result in a far more competent and effective worker.
Making Use of Training Courses and Business Coaching Together
Of course, coaching and training do not have to be mutually exclusive. As the benefits detailed in the paragraph above show, coaching has a great effect upon improving an individual's performance at work in their particular job role. This also means that it can be used to assist that person implement the new knowledge they acquired on a training course far more quickly and to a much greater extent than if they simply returned to work and were left to try and implement changes to working practices by themselves with no support in place.