COACHING INVENTORY:
EMPLOYEE
Name of Person Being Rated: ______Your Name (optional): ______
The Coaching Inventory (Employee) has been developed to help your Coach or Manager to better assess, through your perceptions, the extent to which he or she engages in coaching activities and behaviors, embodies coaching philosophies, and creates a climate conducive to coaching. Coaches can use the results, along with other learning and experience (e.g., the Coaching Inventory, Self) to begin to determine what areas of coaching may need more of their attention. Please be candid in your responses to the following items to help ensure that your Coach or Manager obtains the maximum benefit from the inventory.
Directions: The Coaching Inventory (Employee) consists of 35 statements related to coaching. Please circle the number of the response that best identifies the extent to which the Coach or Manager engages in this activity or behavior, according to the following three-point scale:
¥ÊRarely or seldom engages in or displays this behavior or activity.
¥ÊSometimes or occasionally engages in this behavior or activity.
¥ÊFrequently engages in this behavior.
Part II is a self-scoring key with directions.
Rarely orOccasionally
Seldomor SometimesFrequently
Ê1.My manager spends time with me to help
me develop professionally and in my career.123
Ê2.My manager spends time with me discussing
how to perform to my highest abilities.123
Ê3.My manager observes me and targets any
skills or behaviors for further development.123
Ê4.When giving feedback to me, my manager
prefers to guard my feelings by softening
the feedback.321
Ê5.When meeting with me, my manager
ensures privacy and uninterrupted time.123
Ê6.In a developmental meeting, my manager
encourages me to tell him or her as much
as I can about the issue.123
Ê7.My manager revises development plans
that have previously been agreed upon
with me as needed, and provides further
coaching.123
Ê8.My manager resists losing his or her best
employees to other opportunities within
the company.321
Ê9.During a formal performance appraisal or
employee progress review, my manager devotes
time to discussing plans to further improve
my performance.123
10.My manager identifies and communicates the
consequence of my not developing to my
potential.123
11.In a performance or development discussion,
my manager describes to me specifically what
the ideal performance or behavior is.123
12.In a developmental or performance discussion,
my manager concentrates on his or her own
perspective rather than on mine.321
13.My manager encourages a two-way discussion
by asking me for my perspective on areas for
development or improvement.123
14.My manager periodically reviews with me
my progress toward established development
goals.123
15.My manager sets time aside throughout the
year, outside of performance appraisal and
other formal processes, to discuss my
professional development and advancement.123
16.My manager creates a work environment that
allows me to change and improve my
performance over time.123
17.When my manager identifies a development
need for me, he or she just discusses it with
me without worrying about any formal
advance planning for the meeting.321
COACHING INVENTORY:
EMPLOYEE (CONT.)
Rarely orOccasionally
Seldomor SometimesFrequently
18.My manager provides specific feedback to me
on performance and development and
suggests changes for improvement.123
19.In a development or performance discussion,
my manager pays attention to and considers
my perspective.123
20.In a meeting with me, my manager tends to
concentrate so much on what he or she wants
to say that he or she doesnÕt always hear what
I am saying.321
21.My manager evaluates my development and
reinforces any increase in competence.123
22.During a formal performance appraisal or
employee progress review, my manager
devotes time to discussing development
and career advancement aspirations.123
23.My manager leaves performance discussions
to performance appraisal meetings only.321
24.Before actually conducting a developmental
meeting with me, my manager determines
specifically what he or she wants me to do
differently and why.123
25.In a developmental meeting, my manager
helps me to identify barriers to future
development and ways to overcome them.123
26.When meeting with me, my manager shows
that he or she is interested and attentive
through nonverbal behaviors, such as
facing me directly, making eye contact, etc.123
27.My manager makes sure he or she has
understood everything I have said through
behaviors such as concentrating, paraphrasing,
and checking for understanding.123
Rarely orOccasionally
Seldomor SometimesFrequently
28.In implementing development plans, my
manager leaves employees on their own
for the most part.321
29.My manager helps me to better understand
the expectations of our organizational
culture and environment, and how they
can impact my professional aspirations.123
30.My manager actively identifies performance
improvement opportunities for individual
employees.123
31.If and when my manager notes a development
need or opportunity for me, he or she takes
time to analyze the situation and to determine
the root causes and barriers to improvement.123
32.My manager gives honest feedback that helps
me to better understand how my behaviors
and performance are perceived within the
organization.123
33.My manager conveys a positive attitude
throughout a coaching session that
communicates his or her belief in my ability
to reach agreed goals.123
34.My manager probes for further information
from me through behaviors such as
concentrating and paraphrasing and
checking for understanding.123
35.My manager monitors my use of a skill or
behavior that was targeted for improvement
on the job.123
PART II: SCORING (Employee)
Directions: Transfer the numerical values (1, 2, 3) you have given to each item to the spaces in the columns below. (Please record each individual number carefully, as some of the numerical values change within each column or category.) Add the numbers in each column for a total score for each category. Then return the inventory to your coach or manager.
Commitment towardCommitment toward Assessment, Diagnosis,
Professional DevelopmentPerformance Developmentand Planning
Ê1.Ê2.Ê3.
Ê8.Ê9.10.
15.16.17.
22.23.24.
29.30.31.
Total:Total:Total:
Meeting
Face-to-Face
and GivingListening andImplementation
FeedbackAttendingRespondingand Follow-Up
Ê4.Ê5.Ê6.Ê7.
11.12.13.14.
18.19.20.21.
25.26.27.28.
32.33.34.35.
Total:Total:Total:Total:
INTERPRETATION (for the Coach/Manager)
Look at your scores in each category as one indication of the degree to which you use or are committed to this coaching philosophy, behavior, or skill.
Scores in the 12- to 15-point range indicate use of or commitment to these coaching areas.
Scores in the 5- to 8-point range indicate areas of coaching on which you may want to focus more attention.