Improving quality through coaching: An action research on improving quality of PH Bank's phonebankers through implementation of effective coaching

• Main Author: Ribleza, Francis R.
• Format: text
• Language: English
• Published: Animo Repository 2018
• Subjects: Employees—Coaching of; Customer services—Quality control; Banks and banking —Quality control; Training and Development
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6540; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13562/viewcontent/Ribleza__Francis_R.__IAR2.pdf
• Institution: De La Salle University

This action research presents the issue of ineffective performance review process particularly the conduct of feedback or coaching as manifested by the increasing number of quality errors in PH Bank’s Customer Care Center. As the bank gears towards quality management certification, we need to ensure that our operations abide to the prescribed standard of quality service. Several studies have stated the importance of conducting coaching to ensure that employees perform consistently towards achieving their individual and the organization’s goal. Coaching involves communication between staff and their superior to provide feedback on the former’s performance. According to Kilburg (2000), coaching is a: “Helping relationship between employees and managers in achieving a mutually identified set of goals to improve his or her professional performance and personal satisfaction and, consequently, to improve the effectiveness of the organization within a formally defined coaching agreement”. n the two cycles of this action research, we utilized different tools and frameworks that helped us in knowing the underlying issue of the increasing number of errors and developed interventions to strengthen the team’s coaching mechanism. This study is supported by Vesso’s (2016) Input – Process – Output Model for the coaching process and Whitmore’s (2002), GROW Model. We also used Prosci’s ADKAR Change Model and the prescribed continuous improvement tool of the Bank, the PDCA model as popularized by Dr. W. Edwards Deming. Through effective implementation of regular coaching we have minimize the errors committed by the Phonebankers and achieve outstanding overall average quality assurance rating. Ultimately, we created a culture of quality through enhanced relationship among supervisors and phonebankers. In addition, we have now deeper understanding on the connection between our function as customer service providers and the organization’s vision and mission.