Coaching Session Sample Clauses
The Coaching Session clause defines the terms and conditions under which coaching sessions are provided between the parties. It typically outlines the scheduling, duration, and format of each session, as well as any requirements for rescheduling or cancellation. This clause ensures both parties have a clear understanding of how coaching sessions will be conducted, helping to prevent misunderstandings and set expectations for the coaching relationship.
Coaching Session. The manager meets privately with the employee to identify and discuss the problem. The manager’s primary goal is to gain the employee’s agreement to solve the problem. Instead of “warning” the employee of more serious disciplinary action, the manager’s focus is to remind the employee he or she has a “personal responsibility to meet reasonable standards of performance and behavior”. Paramount in this session is obtaining the employee’s concurrence on the reasonableness of the standard and expectation. There is no documentation or record of this session in the employee’s personnel file, unless the problem arises again. The discussion will be reduced to writing, signed by both parties and maintained by both individuals in personal files only.
Coaching Session. The manager meets privately with the employee to identify and discuss the problem. The manager’s primary goal is to gain the employee’s agreement to solve the problem. Instead of “warning” the employee of more serious disciplinary action, the manager’s focus is to remind the employee he or she has a “personal responsibility to meet reasonable standards of performance and behavior”. Paramount in this session is obtaining the employee’s concurrence on the reasonableness of the standard and expectation. There is no documentation or record of this session in the employee’s personnel file, unless the problem arises again. The discussion will be reduced to writing, signed by both parties and maintained by both individuals in personal files only. Second Step – The Action Plan: Should the problem persist, the manager meets again with the employee to review the business reasons for why the rule or standard must be observed without threats of what will occur should the employee continue. Through this second session, together the employee and supervisor develop an action plan to eliminate the gap between actual and desired performance. Once agreement on the action plan is obtained, the supervisor summarizes this on an inter-office memorandum which is maintained only by the supervisor and employee. There is no documentation or record of the session maintained in the employee’s personnel file. If the problem persists, another action plan session may be scheduled, and this subsequent discussion will focus not only on the continuing problem, but also on the employee’s failure to abide by the original agreement. The intent is that these sessions are “reminders” instead of “warnings”. The following will be considered in determining whether or not this step should be repeated or advanced to the next level; severity of the incident; frequency of the incident in comparison to the date of the action plan; previous overall performance; tenure of the employee; mitigating circumstances; commitment of the CRNA to the overall action plan.
Coaching Session. Third (3) incident of unscheduled absence – Friendly Reminder – “How can I help?”