Coaching as an effective management development tool in Nedbank.
Globalisation and technological advancements have significantly changed the competitive landscape, such that it has become important for businesses to differentiate themselves from their competitors by achieving a strong competitive positioning through the attainment of a competitive advantage. The effective leveraging of human capital within an organisation provides a sustainable approach in achieving a competitive advantage. The aim of this study is determine how the use of coaching as a management development tool can facilitate an improvement in the overall effectiveness of the organisation, thus providing a platform for the development of a competitive advantage, which will ultimately enhance the competitive positioning of the organisation. The study was carried out in Nedbank Retail, Kwa-Zulu Natal and it comprises of a literature review, which includes the following concepts: definitions of coaching, coaching theories, the core competencies of coaching, types of coaching, coaching models, measuring the effectiveness of coaching and coaching outcomes. These topics provided valuable insights into coaching and the various factors that have a direct/indirect bearing on the coaching process. A quantitative research methodology approach was used for this study to understand the relationship between coaching, employee performance, employee motivation, team effectiveness, leadership effectiveness and employee’s personal effectiveness. As the research was carried out in Nedbank Retail Kwa-Zulu Natal only, the researcher used a non-probability convenience sampling method. The finding of the study revealed that coaching is an effective management development tool within Nedbank Retail in Kwa-Zulu Natal. The main finding was that coaching was effective in improving employee work performance from both a quality and responsiveness to customers’ needs perspective. This is significant because superior quality and responsiveness to customers are two of the building blocks on which a competitive advantage can be built. One of the primary recommendations of this study is that the organisation implements a change management system that supports the effective implementation of coaching programs throughout the entire organisation going forward. Whilst, there is evidence of support and commitment for coaching throughout the organisation there are pockets of uncertainty amongst some employees, which could either adversely impact the coaching process going forward or it could result in lost opportunities to develop high potential employees.