Employee Coaching Template

The Employee Coaching Form is a tool designed to document concerns, issues, or incidents related to an employee's performance and behavior. This form facilitates a constructive dialogue between the employee and their supervisor, outlining specific issues and proposed solutions. If you need to complete this important form, please click the button below.

Content Overview

The Employee Coaching Form serves as a vital tool for supervisors and employees to address various workplace concerns and foster professional growth. This form captures critical information such as the employee's name, department, title, and supervisor's contact details. It highlights specific issues related to conduct, behavioral skills, adherence to departmental or university rules, safety practices, attendance, and customer service. A clear documentation section allows supervisors to articulate concerns with precision, including necessary dates and examples that contextualize the issues at hand. This leads to the formulation of agreed-upon solutions or action plans, which are essential for guiding future performance. The form also includes sections for recording follow-up dates to ensure continuous improvement. By signing the form, both the employee and supervisor acknowledge that the issues have been discussed and that the employee has received a copy of the coaching record. This collaborative approach not only promotes accountability but also empowers employees to actively engage in their development, as they can provide their own feedback on the reverse side of the form. Distribution details ensure that all relevant parties are informed, contributing to a transparent and constructive coaching process.

Employee Coaching Sample

EMPLOYEE COACHING FORM

Employee Name:

Department:

Title:

Supervisor Name/phone #:

CONCERN / ISSUE / INCIDENT

DOCUMENTATION OF CONCERN(S), ISSUE(S) OR INCIDENT(S) INVOLVING:

⎯ Conduct or Behavior (Interpersonal Skills)		⎯ Department or University Rules
⎯	Safety or Work Environment	⎯	Attendance – Dependability
⎯	Customer Service	⎯	Other ________________________

Describe performance concern or issue (be specific, and include dates and examples):

Describe agreed upon solution(s) or course of action:

Note follow-up review plan date(s), etc.

Employee’s Signature:

Supervisor’s Signature

Date:

NOTE: Employee’s signature indicates that this information has been discussed with the employee. It also acknowledges receipt of a copy of the coaching record. The employee may respond using the reverse side of this form.

Distribution: (check all that apply):

_____ Employee ____Supervisor ____Dept

▼ Employee Coaching PDF Form

Document Attributes

Fact Name	Description
Purpose	The Employee Coaching Form is designed to document concerns related to an employee's performance or behavior.
Mandatory Fields	Essential details, such as employee name, department, title, and supervisor’s contact information, must be filled out.
Areas of Concern	Issues can include conduct, departmental rules, safety, attendance, and customer service.
Documentation Requirement	Specific examples and dates regarding the concern must be provided to ensure clarity.
Resolution Outline	The form requires an agreed-upon solution, outlining the steps to address the identified issues.
Follow-up Plan	A follow-up review plan should be noted, indicating how and when the situation will be reassessed.
Signatures	Both the employee and supervisor need to sign to confirm discussions and receipt of the coaching record.
Response Opportunity	Employees have the option to respond to the coaching documentation on the reverse side of the form.
Distribution	The form specifies who receives copies, including the employee, supervisor, and department as needed.

Employee Coaching: Usage Instruction

To begin the coaching process, you need to fill out the Employee Coaching form accurately. This document serves as a record of the discussion regarding performance concerns and agreed-upon solutions. Follow these steps to ensure you complete the form thoroughly.

Enter Employee Details: Fill in the employee's name, department, title, and supervisor's name and phone number at the top of the form.
Document Concerns: Carefully select the relevant categories from the provided checklist, such as conduct, attendance, or customer service. Mark the appropriate options.
Specify the Issue: In the designated area, describe the performance concern or issue in detail. Include specific behaviors, dates, and examples to clarify the situation.
Outline Solutions: Document the agreed-upon solutions or course of action. Clearly state what steps will be taken moving forward.
Plan Follow-Up: Note dates for follow-up reviews to assess progress and effectiveness of the discussed actions.
Signatures: Both the employee and the supervisor should sign and date the form to indicate that the information has been discussed and a copy received.
Select Distribution: Check all the boxes that apply for distribution: Employee, Supervisor, and Dept.

Frequently Asked Questions

What is the purpose of the Employee Coaching form?
The Employee Coaching form is designed to document concerns or issues related to an employee’s performance. By using this form, supervisors can outline specific behaviors or incidents, facilitating constructive conversations geared towards improvement. The ultimate goal is to support the employee’s development and ensure a positive work environment.
Who needs to complete the Employee Coaching form?
The form must be completed by the employee's supervisor whenever performance issues arise. It is essential for the supervisor to provide clear documentation of the concern as well as any agreements on steps moving forward. Employees can also contribute to the discussion by providing their perspectives.
What types of concerns can be documented on this form?
The form can be used to address a variety of performance-related concerns, including:
- Conduct or Behavior (Interpersonal Skills)
- Department or University Rules
- Safety or Work Environment
- Attendance – Dependability
- Customer Service
- Other (please specify on the form)
How should specific performance issues be described?
When documenting specific performance concerns, it is crucial to include clear details. You should provide examples, dates, and context surrounding the issues. The more descriptive the documentation, the better the understanding for both the employee and the supervisor.
What should be included in the agreed-upon solutions section?
The agreed-upon solutions must outline the actions that both the supervisor and the employee will take moving forward. This can include training opportunities, behavior modification strategies, or timelines for expected changes. Clear, actionable steps promote accountability and growth.
What does the employee’s signature signify?
The employee’s signature on the form indicates that the coaching discussion has taken place. It also confirms receipt of a copy of the coaching record for the employee's files. Importantly, the signature does not imply agreement with the content, but it confirms that the conversation occurred.
What happens if the employee wishes to respond to the coaching record?
Employees have the opportunity to express their thoughts or concerns regarding the coaching record on the reverse side of the form. This response can clarify misunderstandings and provide additional context from the employee’s perspective.
How should the form be distributed after it is completed?
Once the form is finalized, it should be distributed to all relevant parties. The supervisor, the employee, and the department must each receive a copy. This ensures that everyone involved is informed and can reference the document as needed.
How often should follow-ups occur after issuing a coaching form?
Follow-up reviews should be scheduled according to what was agreed upon in the coaching discussion. Regular follow-ups help to monitor progress and reinforce the desired changes. Consistent check-ins can also further support the employee on their path to improvement.
Who can I contact if I have more questions about the Employee Coaching form?
If you have additional questions, please reach out to your department's HR representative or your direct supervisor. They can provide clarification and guidance on the use of the Employee Coaching form and any other related procedures.

Common mistakes

Filling out the Employee Coaching form requires attention to detail and clarity. One common mistake is failing to include the employee's name and other basic identifiers in the appropriate sections. Without this essential information, it becomes difficult to track the performance issue and follow through on any action taken.

Another frequent error involves the documentation of concerns. People often write vague descriptions rather than specific incidents or behaviors. Clear examples and dates are crucial for understanding the context of the issue. The use of precise language helps all parties involved to focus on what needs improvement.

In addition, individuals sometimes neglect to specify the agreed-upon solutions or course of action. This omission can lead to misunderstandings later on. Clear articulation of the next steps gives both the employee and supervisor a roadmap for improvement and accountability.

A lack of follow-up can also be problematic. The form’s follow-up review plan dates should be clearly noted. Without a set timeline for revisiting the issue, it may fall to the wayside, and the employee might not feel the necessary pressure to change behaviors.

Some individuals mistakenly forget to include all relevant signatures. Both the employee and supervisor must sign the form to ensure mutual understanding of the content discussed. This step is vital as it promotes transparency and accountability on both sides.

Occasionally, individuals check the wrong boxes in the distribution section. This can lead to important parties being left out of the conversation. Ensuring all appropriate individuals receive a copy of the coaching record is essential for maintaining open lines of communication.

Additionally, the form may be submitted without considering the feedback from the employee. Some people ignore the space for a response on the reverse side. Allowing the employee to provide their perspective fosters an environment of collaboration and can lead to better outcomes.

Errors in grammar or spelling can also detract from the form's professionalism. Such mistakes can create confusion and undermine the seriousness of the issues being addressed. Taking the time to proofread ensures that the message is conveyed effectively.

Lastly, failing to maintain a copy for personal records can be a crucial oversight. Both the employee and supervisor should keep copies of the completed form for future reference. Doing so helps both parties keep track of progress and provides a record of the discussions that took place.

Documents used along the form

The Employee Coaching Form is a valuable tool used to address specific concerns regarding an employee's performance. However, several other documents are commonly used in conjunction with this form to ensure a comprehensive approach to employee development and management. Below is a brief description of these associated forms and documents.

Performance Improvement Plan (PIP): A PIP outlines specific goals and performance expectations for an employee who is underperforming. The plan includes timelines and measures for improvement, providing clear guidance on how to succeed in the role.
Employee Evaluation Form: This form is utilized during formal performance reviews. It assesses an employee's overall job performance, including strengths and areas for improvement, providing a broader context for the coaching conversation.
Incident Report Form: An Incident Report records specific incidents that could impact workplace safety, conduct, or company policy. It provides important context and documentation that may be required when addressing performance issues.
Coaching Session Notes: These notes capture key points discussed during coaching sessions. They serve as a record of the conversation and any subsequent action items, ensuring that both the employee and supervisor have a clear understanding of expectations moving forward.
Employee Self-Assessment Form: This form allows employees to evaluate their own performance. It encourages self-reflection and promotes an open dialogue between supervisors and employees about strengths and areas for growth.
Follow-Up Meeting Agenda: A structured agenda for follow-up meetings can aid in tracking progress on coaching plans. It ensures that both parties are prepared to discuss advancements and any ongoing challenges that may need addressing.

By utilizing these documents alongside the Employee Coaching Form, organizations can foster a supportive environment where employees feel encouraged to improve and thrive in their roles. This approach not only enhances individual performance but also contributes to the overall success of the team and organization.

Similar forms

The Employee Coaching form is a valuable tool for documenting performance concerns and creating action plans. Several other documents serve similar purposes in the realm of employee management and evaluation. Here are six documents that share similarities with the Employee Coaching form:

Performance Improvement Plan (PIP): Like the Employee Coaching form, a PIP outlines specific areas where an employee is underperforming. It also details the expectations for improvement and the timeline for achieving these goals.
Incident Report: This document captures specific incidents involving employee conduct or behavior. Similar to the coaching form, it provides a clear record of events and can lead to discussions about potential improvements.
Annual Performance Review: This review provides a comprehensive evaluation of an employee’s performance over the year. While the Employee Coaching form addresses specific issues, the annual review assesses overall job performance, creating a broader context for coaching discussions.
Warning Letter: When serious performance issues arise, a warning letter serves to formally notify an employee of their shortcomings. Both documents share the goal of addressing concerns and facilitating improvement through clear communication.
Feedback Form: Feedback forms often serve to gather insights on an employee’s performance or interaction with others. They can provide a different perspective on areas for coaching, much like the Employee Coaching form facilitates dialogue about performance issues.
Employee Development Plan: This document is focused on an employee’s career growth and development. Like the coaching form, it identifies areas for improvement but emphasizes training and skills enhancement to support the employee's long-term success.

Dos and Don'ts

When filling out the Employee Coaching form, there are certain best practices to follow. Here are five do's and don'ts to keep in mind:

Do provide clear and specific details about the concern or issue.
Do include relevant dates and specific examples to support your documentation.
Do ensure both the employee and supervisor review and sign the form.
Do outline agreed-upon solutions or actions to address the concern.
Do specify follow-up review plans to monitor progress.

Don't use vague language that can lead to misunderstandings.
Don't leave any sections of the form blank; complete all relevant areas.
Don't forget to check all applicable distribution boxes.
Don't rush through the process; take the time needed to be thorough.
Don't skip the employee's opportunity to respond on the reverse side of the form.

Misconceptions

Misunderstandings can lead to confusion regarding the Employee Coaching Form. Here are seven common misconceptions:

It is solely a disciplinary tool. Many believe the coaching form is only used for punitive measures. In reality, it serves as a means to foster development and improvement.
Only negative behavior is documented. While the form may focus on areas needing improvement, it can also document positive behaviors and successful resolutions.
Employees must agree with all points documented. The form requires the employee’s signature, which acknowledges discussion but does not necessitate agreement.
Coaching forms are permanent records. These forms aren’t necessarily permanent; they may be reviewed and updated based on ongoing performance discussions.
Supervisors must always implement corrective actions immediately. Supervisors have flexibility in deciding when to implement corrective actions, allowing time for careful consideration.
Coaching is only the supervisor's responsibility. Employee engagement in the process is essential and should include their input and proposed solutions, making it a collaborative effort.
The form is only for serious issues. Coaching can begin with minor concerns. Early intervention can prevent them from escalating into more serious matters.

Understanding these points helps clarify the purpose and utility of the Employee Coaching Form. Engaging in this process can lead to a more supportive work environment.

Key takeaways

When using the Employee Coaching form, consider the following key takeaways to ensure a clear and effective process:

Clearly identify the employee: Include their name, department, title, and supervisor’s contact information at the top of the form.
Be specific about concerns: Document specific conduct, behavior, or incidents. Use dates and examples to paint a clear picture.
Address multiple issues: Utilize the checklist provided to cover various categories like conduct, rules, safety, and customer service.
Collaborate on solutions: Work with the employee to describe agreed-upon solutions or actions. This fosters teamwork.
Plan for follow-up: Clearly note the dates for follow-up reviews to monitor progress and accountability.
Signatures matter: Both the employee and supervisor should sign the form. This indicates that the information was discussed.
Provide a copy: Ensure the employee receives a copy of the coaching record for their records.
Employee feedback: Encourage employees to respond on the reverse side of the form to express their thoughts.
Distribute copies appropriately: Mark the distribution list to keep all parties informed, including the employee and supervisor.
Confidentiality is key: Maintain the confidentiality of the issues discussed to protect the employee’s privacy.

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