The management of human capital

The management of human capital

The management of human capital is a vital and continuous process in the modern and complex business environment. Companies are consistently looking for methods through which they can improve their business process by remaining competitive in the job market. The concepts of influencing, motivating, and coaching employees are common within the business dynamics. These are human resource development approaches that allow organizations to maintain a competitive edge within the industry. According to Utrilla, Grande & Lorenzo (2015), coaching has been adopted in several businesses since this system addresses the employee needs and requests in the workspace. Further, it is a practice that is also effective in correcting and enhancing poor performance as well as resolve disagreements at work. Additionally, it facilitates career development and ethical leadership.

The progress of any firm relies on its ability to invest in the growth and development of its employees through several technical training and coaching forums. The latter is a source of motivation for the workers who will be willing to work harder using the skills acquired in the coaching sessions. Despite its popularity in the job industry, coaching is a complex aspect that is governed by several rules. The crucial elements to implement before adopting this practice include the leader’s authority over the employee and the potential to separate the leader’s interest from that of the worker (Enbom, Gustafsson & Larsson, 2006). Coaching creates a platform that ensures people reach their full potential.

Nonetheless, its effectiveness is dependent on whether the employee is learning rather than the coach educating them. Training and motivating workers cuts across the hierarchical structures and stipulated boundaries. For instance, a senior manager can mentor a junior manager in another organization (Enbom et al., 2006). The role of a coach who has influence and motivates the employees entails being more than just an instructor. It is a respectful interaction that exposes the learners to new options, challenges, and patterns that are beneficial in their careers.

Coaching, as a growth intervention method, enhances the performance of both the company and employees. However, the lack of evidence on the evaluation of coaching practices by firms, and lack of consensus among researchers, limit its progress. The most significant gap within the available literature is the justification that coaching impacts performance among workers and general organization. In view of this, the acknowledgment of its effectiveness differs based on the lack of theoretical evidence (Grover & Furnham, 2016). The lack of insight is evident in how motivations and training affect individuals who work directly with the coaches. As a company, a return on investment is a key outcome measure that determines if investing in coaching is a viable option. The efficiency of this method consists of several outcome standards. According to Grover & Furnham (2016), the current variability results is due to the diverse outcomes determined by aspects like goal achievements, individual-levell results, and self-awareness.

Based on the new knowledge, acquired motivation and progress is an intrinsic initiative that is further influenced by mentors who are willing to coach. As a career-driven individual, a coach is not limited to the internal environment where I work. Based on research, the success of training and mentorship depends on the ability to break functional and hierarchy barriers that limit individuals. Therefore a manager from another company can positively impact my career regardless of the location or organization. Furthermore, different measures are used to determine the success of the practice. This indicates that various individuals benefit differently from using this method due to the lack of one designated measure of success. Hence, in my job or career, coaching allows the flexibility of achieving individual objectives with the guidance of skilled individuals.

The aspect of superiority is also non-existent in this human resource practice because the focus is on elevating and mentoring young talents. In a majority of organizations, managers are more focused on delegating duties, especially when they are busy. As highlighted by Enbom et al. (2006), a majority of leaders miss the opportunities to develop and equip their subordinates with skills when the focus is on delegating all the activities. This new realization regarding coaching indicates that its vital skills are divided into interpersonal and mental abilities. Motivating and influencing the growth of each other is an interpersonal skill that should be embraced by leaders. Moreover, coaching is characterized by identifying the existing state, analyzing the performance objectives, highlighting personal alternatives, and enforcing a plan to achieve the goal.

The research articles have also provided an insight into how the acquired knowledge has an impact on a personal level. As noted by Utrilla et al. (2015), coaches should aim to foster a good relationship with the workers. The leader and the employee should be able to set aside their interests to ensure the end goal has been achieved. The former should be comfortable around each other because it’s a partnership that will directly influence career and leadership progression. Moreover, the role of a leader can be assumed by any individual regardless of the position in the organization because it’s a guidance platform that is not limited by organizational boundaries. Coaching creates a platform where individuals respond to their internal initiatives and motivations.