Free Employee Coaching PDF Form

How to Fill Out Employee Coaching

Filling out the Employee Coaching Form is an essential step in addressing and documenting concerns, issues, or incidents related to an employee's performance, behavior, or adherence to company policies. This process helps in creating a structured approach for improvement and ensures that both the employee and supervisor are aligned on the expectations and solutions. Below are the steps to accurately complete this form.

1. Start by entering the Employee Name, their Department, and Title at the top of the form.
2. Fill in the Supervisor Name and their phone number for easy contact.
3. Select the type of CONCERN / ISSUE / INCIDENT from the provided list. These can include Conduct or Behavior, Department or University Rules, Safety or Work Environment, Attendance – Dependability, Customer Service, or specify another in the "Other" section.
4. In the section labeled Describe performance concern or issue, provide a detailed account of the concern, issue, or incident. Be specific and include dates and examples to support the description.
5. Under Describe agreed upon solution(s) or course of action, detail the plan for addressing the issue, including any steps the employee needs to take, resources provided, or changes in behavior expected.
6. Indicate the Note follow-up review plan date(s), etc., to set a timeline for reviewing the employee's progress regarding the action plan.
7. Have the Employee and Supervisor sign and date the form to acknowledge the discussion and the outlined plan. The employee's signature also confirms they have received a copy of the coaching record.
8. Finally, in the Distribution section, check all that apply (Employee, Supervisor, Dept) to ensure that all relevant parties have access to this information for future reference and accountability.

Once the Employee Coaching Form is duly filled out and signed, it's important to follow through with the agreed-upon action plan. This involves scheduling review dates, providing the necessary support to the employee, and documenting progress. By adhering to this process, supervisors can effectively guide their employees towards better performance and ensure a constructive and supportive work environment.

What is the purpose of the Employee Coaching form?

The Employee Coaching form serves as a structured documentation tool designed to address and record any issues, concerns, or incidents related to an employee's performance, behavior, or adherence to departmental or organizational policies. It is utilized to outline specific areas of concern, provide concrete examples, agree upon solutions or corrective actions, and establish a follow-up plan to review progress. This form facilitates a clear communication channel between the employee and their supervisor, ensuring both parties are aligned on expectations and outcomes.

When should the Employee Coaching form be used?

This form is ideally used as soon as a supervisor identifies a concern or issue that affects an employee's performance or behavior and requires intervention. It is a proactive measure to address problems before they escalate, helping the employee to understand expectations and how to meet them. The form should also be used for documenting agreed-upon solutions and setting a date for a follow-up review to ensure improvement and compliance.

Does the employee have to sign the Employee Coaching form?

Yes, the employee's signature is required on the form. This signature does not necessarily mean agreement with the content but rather acknowledges that the coaching session has taken place, that they have discussed the content with their supervisor, and that they have received a copy of the coaching record. It is a formal acknowledgment of the discussion and the actions planned to address the issue(s) highlighted.

What should be included in the "Description of performance concern or issue" section?

In the "Description of performance concern or issue" section, it is important to provide a clear and specific account of the concern or issue at hand. This should include relevant dates, detailed examples of the behavior or performance in question, and any other pertinent information that accurately reflects the situation. Clarity and specificity are crucial to ensure the employee fully understands the concern and can effectively address it through the agreed upon solution or action plan.

Can an employee respond to the feedback provided?

Yes, employees are given the opportunity to respond to the feedback. They may use the reverse side of the form to share their perspective, provide context, or express any concerns and thoughts regarding the coaching session, the issues discussed, or the solutions proposed. This response mechanism ensures a two-way communication process, allowing for a comprehensive view of the situation and fostering a more constructive and collaborative problem-solving approach.

Who receives a copy of the completed Employee Coaching form?

Upon completion, copies of the Employee Coaching form are distributed to both the employee and the supervisor to ensure both parties have a record of the discussion and the agreed-upon action plan. This dual distribution is crucial for transparency, accountability, and reference for the follow-up review. Depending on organizational policies or the nature of the issues addressed, a copy may also be filed within the department's records or in the employee's personnel file for further documentation and tracking purposes.

When filling out an Employee Coaching form, it's crucial to avoid common mistakes that can undermine the effectiveness of the coaching process. Here are nine mistakes people commonly make:

1. Failing to specify the date and details: Not including specific dates and detailed descriptions of the concern, issue, or incident can lead to ambiguity. It's important to provide concrete examples to clearly illustrate the behavior or situation being addressed.

2. Overlooking interpersonal skills: Sometimes, the focus is solely on tangible outcomes or rule violations, neglecting concerns related to interpersonal skills or conduct. These are equally important for maintaining a healthy work environment.

3. Using vague language: Ambiguous language can lead to confusion about the expected behavior or outcomes. It's essential to be as specific and clear as possible in the description and the agreed-upon solution.

4. Not setting clear actions or solutions: Merely describing the problem without agreeing on specific solutions or actions for improvement leaves the plan incomplete. Setting clear, achievable goals is key for effective coaching.

5. Forgetting to include follow-up plans: Without a clearly marked plan for follow-up reviews and dates, it's challenging to track progress. Follow-up is critical to ensure the situation improves and the solutions are effective.

6. Omitting signatures: Signatures are a formal acknowledgment from both parties that the discussion occurred and the plan is agreed upon. Not securing these can lead to disputes about the coaching session's validity.

7. Ignoring the employee's right to respond: Failing to inform the employee about their right to respond or comment on the coaching form neglects a critical part of fair process and open communication.

8. Incorrect distribution: Not correctly distributing the form to all relevant parties (employee, supervisor, and department) can lead to communication breakdowns and a lack of accountability.

9. Lack of specificity in the description of the concern: When descriptions are too general and lack specificity, it diminishes the form's effectiveness as a tool for improvement and growth.

By addressing these common mistakes and focusing on clear, constructive feedback, coaching can be a valuable tool for employee development.

When discussing performance improvement and accountability in the workplace, an Employee Coaching form is a critical document for framing conversations between a supervisor and an employee. However, to effectively manage and document employee performance and development, several other forms and documents are commonly used in conjunction with the Employee Coaching form. These additional documents each serve a unique purpose in the process of ensuring clear communication and setting expectations for employee performance and behavior.

• Performance Improvement Plan (PIP): This document outlines specific areas where an employee needs improvement, set goals that are to be achieved within a designated period, and describe the support the employer will provide to help the employee meet these goals. A PIP is often used after an employee coaching session if there is a need for formalized guidance.
• Employee Evaluation Form: Typically used on an annual or semi-annual basis, this form assesses an employee's overall performance, strengths, and areas for development. It can include both quantitative metrics and qualitative feedback. The evaluation can also serve as a follow-up to check on the progress since the last coaching session or the initiation of a PIP.
• Peer Review Form: This form collects feedback from an employee's coworkers on various aspects of their performance, behavior, and teamwork skills. Peer reviews can provide valuable insights into how an employee interacts with others and can inform both coaching discussions and performance evaluations.
• Attendance Record: Maintaining accurate records of employee attendance is crucial, especially if dependability or punctuality is a concern addressed in the Employee Coaching form. These records can help identify patterns and provide evidence for discussions about attendance or reliability.

Together with the Employee Coaching form, these documents create a comprehensive framework for managing and documenting employee performance. They support a process that is fair and transparent for both the employee and the employer. By utilizing these forms, organizations can foster a positive and productive work environment where expectations are clear, and employees have the guidance and support they need to succeed.

• Performance Improvement Plan (PIP): Similar to the Employee Coaching Form, a Performance Improvement Plan documents specific issues related to an employee's performance, outlines expectations for improvement, and sets clear, measurable goals along with deadlines. Both forms are designed to guide employees back on track and include follow-up reviews to monitor progress.

• Written Warning: This document, much like the Employee Coaching Form, serves to formally communicate to an employee about performance or behavior that is not meeting standards. It also includes details of the issue, any previous discussions on the matter, and the expected changes. However, a written warning is often a step following coaching if there is no improvement.

• Employee Evaluation Form: Employee evaluations are systematic reviews of an employee's performance over a specific period. They share similarities with the coaching form by including performance concerns and achievements, but evaluations also typically include a comprehensive review of all aspects of an employee's work, not just areas needing improvement.

• Corrective Action Form: Often used interchangeably with the Employee Coaching Form, the Corrective Action Form is used to document issues relating to employee performance or behavior and outlines steps for correction. It signals to the employee that failure to improve could result in further disciplinary action.

• Attendance Record: This document tracks an employee's attendance, including absences and tardiness, similar to the attendance aspect of the coaching form. Both documents can be used to identify patterns of dependability issues and initiate discussions on improving reliability at work.

• Incident Report Form: Used to document any workplace incidents, including those related to safety, conduct, or performance, this form shares similarities with the Employee Coaching Form's section on documenting issues or incidents. Both play a critical role in identifying and resolving work-related problems.

• Job Description: While not a form for documenting issues, a job description outlines the expectations and responsibilities of a position, similar to how a coaching form might detail performance expectations not being met. Both can be referenced to clarify roles, set goals, and align on performance standards.

Filling out an Employee Coaching form is an important process for facilitating clear communication and fostering professional growth. There are specific dos and don'ts that can help both the employee and supervisor use the form effectively.

Do:

1. Be clear and specific when describing the concern, issue, or incident. Include dates and examples to provide a complete picture of the situation.
2. Agree upon and document a solution or course of action. This should be a collaborative effort between the employee and supervisor to ensure mutual understanding and agreement.
3. Set and note follow-up review plan dates. This demonstrates commitment to the process and provides a timeline for reassessment and feedback.
4. Ensure both the employee and supervisor sign the form. Signing confirms that both parties have discussed the contents and that the employee has received a copy.

Don't:

1. Avoid vague language. Being precise helps in understanding the exact nature of the concern and in measuring improvements.
2. Leave out the solution or action plan. Without this, the form is incomplete and does not provide a roadmap for improvement.
3. Forget to set a follow-up date. Regular check-ins are essential for tracking progress and making necessary adjustments.
4. Overlook the importance of signatures. These are not just formalities; they represent acknowledgment and understanding of the discussion.

There are several misconceptions surrounding the use of Employee Coaching Forms in the workplace. Understanding these misconceptions can help both employers and employees better utilize these tools for professional development and conflict resolution.

• Misconception 1: The primary purpose of an Employee Coaching Form is to initiate disciplinary action.

This belief is widespread but inaccurate. Though Employee Coaching Forms can document issues that might lead to disciplinary actions if unresolved, their primary goal is to provide a structured format for discussing performance concerns or issues. The form is a starting point for identifying problems and working collaboratively towards solutions, focusing on improvement and development rather than punishment.

• Misconception 2: The Employee’s signature on the form implies agreement with the supervisor's assessment.

This is a common misunderstanding. An employee's signature on the coaching form does not necessarily indicate agreement with the supervisor's observations or conclusions. Instead, it acknowledges that a conversation took place and that the employee is aware of the concerns raised. The employee has the opportunity to provide their perspective, either during the discussion or in writing on the reverse side of the form.

• Misconception 3: Employee Coaching Forms are only for negative feedback.

Unlike the common perception, Employee Coaching Forms are not solely tools for negative feedback. They are useful for acknowledging areas of improvement and excellence in performance alike. The structure of the form encourages clear communication about expectations, achievements, and areas needing development, making it a versatile tool for guiding professional growth.

• Misconception 4: Once completed, Employee Coaching Forms are solely for the human resources department and have no further use.

This misconception overlooks the form's value as a continuous improvement tool. While Human Resources departments may retain a copy for their records, the primary purpose of these forms is to foster ongoing dialogues between supervisors and employees. They serve as a reference point for follow-up discussions, progress reviews, and planning future development activities. Properly used, they are living documents that contribute to an individual's professional journey within an organization.

Filling out an Employee Coaching form is a structured way to address concerns, issues, or incidents involving an employee's performance or behavior. It serves as a documented conversation between an employee and their supervisor aimed at improving performance and outlining a clear plan for development. Here are six key takeaways about how to properly fill out and use this form:

• Clarity is Key: When documenting the concern, issue, or incident, it’s crucial to be as clear and specific as possible. Including dates and detailed examples will help ensure that both the employee and supervisor have a mutual understanding of the situation at hand.
• Collaboration is Essential: The process of coming up with agreed upon solutions or courses of action should be collaborative. It should involve both the employee and the supervisor working together to identify practical steps for improvement. This collaborative approach helps in making the goals more attainable and sets a positive tone for the coaching process.
• Follow-up is Fundamental: Setting a review plan with specific dates for follow-up is a critical step in the coaching form. It not only provides a clear timeline for expected progress but also keeps both parties accountable for maintaining the momentum of improvement.
• Documentation is Protective: From a legal standpoint, the form acts as a documented record of the coaching session. This can protect both the employee and the organization by providing a clear, dated log of concerns raised, solutions proposed, and agreements made.
• Employee Acknowledgment: The requirement for an employee's signature is not an agreement with the content but an acknowledgment that the conversation took place and that they received a copy of the coaching record. This is an important distinction as it allows for the employee to provide their side of the story or response, if they choose, using the reverse side of the form.
• Privacy Matters: The distribution section at the end of the form indicates who will receive copies of the document. This helps in maintaining the confidentiality of the coaching process, ensuring that the information is shared only with those who need to know.

Effectively utilizing the Employee Coaching form can lead to constructive outcomes, including improved performance, clearer communication, and a stronger employee-supervisor relationship. The structured approach provided by the form, when completed thoughtfully, can significantly contribute to an employee’s professional development while also safeguarding the organizational interests.