3. Review Chapter 10 - Individual Interventions: Internal Workplace Coaching: The Case of Bernice and answer the following questions:

a. Who is the client in this coaching engagement?

b. What are the desired results of this coaching engagement?

c. How effective was Melanie in building a relationship with Bernice?

d. How effective were the data collection and the feedback process?

e. Was this coaching process successful?

Please include references. Thank you!

National Marine is a marine insurance company that provides marine vehicle insurance and other services to boat owners throughout the United States. The company headquarters are located outside Washington, D.C., with approximately 200 employees working in claims, owner services, legal, nance, human resources, and other functions. National Marine has other regional operations centers throughout the country, including California and Florida. In 2015, National Marine was bought by ABC Company, the largest insurance company in the country, and is in the midst of significant change and reorganization. Bernice, national recruitment and training manager, is based at company headquarters. She has been at National Marine for 18 years and is now responsible for the company's increased recruitment and training programs under ABC Company's new direction. In the last year alone, National Marine has hired over 100 new employees in every area of the company. Bernice has also been tasked with creating and rolling out National Marine's rst onboarding and supervisory training programs in its 60-year history. Bernice is struggling to meet her new goals. She hired two new employees, Laurie and Shondra, to help develop and roll out the new training programs and two other employees to assist her with recruitment targets. Laurie worked at National Marine for 2 years as a telephone boat towing dispatcher, right out of college. Eight months ago, she accepted the new position of corporate trainer at company headquarters. She has a BS degree in management and worked throughout school at a variety of low-level positions. Laurie was initially very excited about her first professional position in an area that she hoped would utilize her background and education. However, almost immediately she became disenchanted and feels that she is being taken advantage of in her new role. So far, she has been tasked with developing the new onboarding program and serving as the program's trainer at headquarters and operations centers in Florida and California. Shondra was also hired 8 months ago in the second corporate trainer position. She had 5 years\" experience delivering supervisory training at another insurance company but left when her second child was born. After 6 months at home, she accepted the position of corporate trainer at National Marine with responsibility for supervisory training at headquarters and three regional operations centers. She knew Bernice prior to joining the company and was excited to work with someone she liked and admired. It has not been easy combining work and caring for her two children, and she has been grateful that Bernice has shown compassion and flexibility with her schedule. Melanie is one of two full-time workforce coaches in the Human Resources Department of ABC Company. She has been with ABC for 10 years, first as a human resources generalist and then as internal organization development specialist. During the last year, she has coached a couple of managers in the company. Melanie has a master's degree in HRM and a specialist's certicate in organization development. She recently enrolled in a course offering high-level certication in executive coaching. For the last 3 months, she has been assigned to the HR department at National Marine, where she is helping the executive board plan and implement the corporate merger. Recently, Carol, the senior vice president of human resources, asked Melanie to begin coaching Bernice, who is struggling to achieve her new performance goals. Melanie was told that Laurie had complained to Steve, Bernice's manager, that her job was nothing like what had been promised and that Bernice exhibited favoritism toward Shondra in travel assignments, projects, feedback, and time off. In response to Laurie's complaint, Steve requested that Bernice be provided with coaching in order to uncover what he perceived to be sensitive issues impeding Bemice's ability to move forward. Melanie perceived that coaching Bernice might be challenging. According to Carol, her goal was to help Bernice meet her performance goals and to be a better supervisor and manager. Melanie was told that Bernice seemed to have difculty recognizing her own weaknesses and tended to blame others. Melanie believed that her rst task was to build a trusting relationship with Bernice and then to get as much information as possible from those who worked for and with Bernice. Below is part of the rst face-to-face conversation between Melanie and Bernice in Bemice's ofce: Bernice (still seated behind her desk): Hi, Melanie. Nice to meet you. Melanie: Hi, Bernice. Likewise. How are you today? Bernice: Fine but very busy. I have a meeting in 30 minutes and I still have to get ready. Could you just tell me what you need from me and then follow up with e-mail for anything else? Melanie: Well, let's see what we can get done now, and then I'd like to schedule another meeting. There is quite a bit we need to talk about before we take the next steps. Bernice: What do you mean? I told my manager everything I'm dealing with. I presume she told you about the problems I'm having with the unreasonable deadlines and my new employees. Melanie: Yes, I've heard about these issues. But before we get to that, I'd like to get to know you better and discuss how we can best work together. Bernice: Well, things are pretty stressful right now, and I don't have much time for chitchat. I just need things to improve so I can get my work done. Melanie: It sounds like you're under a great deal of pressure. Tell me about your job responsibilities. Bernice: Melanie, I don't want to sound rude, but I really need to plan for my meeting. Can you send me an e-mail with some times when we can meet again? Melanie (walking out the door): Okay. I'll do that. Melanie was not very happy with how this first meeting with Bernice went, but she did manage to schedule a second meeting 3 days later. During the next meeting with Bernice, Melanie found her to be pleasant and receptive to a coaching relationship. They agreed to meet weekly to address Bernice's workload issues and supervisory problems. However, Bernice spent much of the meeting complaining about how management was expecting too much from her and how \"these new Millennial-age employees\" don't work hard enough. She shared with Melanie how she worked her way up the ladder at National Marine and never said \"no\" to an assignment. She expected the same dedication from her employees. Melanie got Bemice's agreement to conduct interviews with Bernice's employees, manager, and a few coworkers. Melanie explained how she would compile the interview data into themes and patterns and then feedback a summary to Bernice. Bemice's comment was \"Well, my manager will tell you that I don't manage my time well enough and my employees will tell you that I'm the meanest person they've ever met. I really doubt that this company will provide me with any more resources, and some of my employees will just sit on their rears unless Ithreaten them. So, I don't have much confidence anything will change.\" Melanie ended the meeting and thought to herself, \"What have I gotten myself into?\" Melanie thought a great deal about this coaching assignment after her rst two meetings with Bernice. There appeared to be several troubling issues. One was what Melanie had been warned aboutBernice's reluctance to accept her own accountability for the problems she was major factor in her behavior. Laurie and Shondra were hired at virtually the same time at the same level in the organization. Laurie was responsible for onboarding training, and Shondra directed supervisory training. They both were expected to provide support to the other offices, with particular emphasis on Florida and California. Laurie said that she was promised no more than 25% of her time would be required for travel. However, as time wore on, Laurie was asked to spend at least 50% of her time traveling to other locations. What really angered Laurie was the fact that she was increasingly asked to cover supervisory training in other offices, which was Shondra's responsibility. When she gathered up her courage to question Bernice about this change, Bernice's reply was that Shondra was too busy to travel. Laurie's conclusion was that Bernice was racist because both Bernice and Shondra were African American. Laurie also stated that Bernice and Shondra were friends outside the office. Laurie's other comments about Bernice included a lack of positive feedback, poor organization, and lack of guidance. Laurie also resented that Shondra's salary was higher than hers; that Shondra abused her leave benefits and that Bernice looked the other way. As a result of these issues, Laurie and Shondra rarely communicated, and Laurie felt that everyone on the staff lacked motivation or support for organizational goals. When she conveyed her concerns to Bernice's boss, she was told to work it out with Bernice. Laurie was now thinking about whether she could tolerate her position at National Marine much longer. Melanie's next interview was with Shondra. Because Shondra and Laurie shared an office, they met in the cafeteria. Melanie told her that the interview data would be confidential and that she would be taking notes. As they began their meeting over coffee, Shondra stated, "I assume you know about Bernice's history with the company." Melanie: I don't know what you mean.Shondra: Bernice led a racial discrimination suit against the company 5 years ago, which really shook things up. She claimed that she wasn't promoted because of her race, and after a year of investigation, she won. Her boss at the time was red, and Bernice was promoted to her current position. Melanie: No, I wasn't aware of this. How has that impacted Bernice's effectiveness and performance in your opinion? Shondra: Well, Bernice had to prove that she could do this job. She has a lot of pressure on her to show that she is competent to do her job. As a result, she can be very tough on her team. But she has been very supportive of me, and I really appreciate it. Melanie: How has Bernice been supportive to you? Shondra: I am a single mother and I have a new baby at home. So, it's really hard for me to travel to Florida and California. Bernice has been very understanding and has given me other assignments. She has asked other employees to cover some of my training courses at the other offices. It's not often that a supervisor is so understanding. Bernice and I have known each other for a longtime, and Ithink she sees me as a protge'e. Melanie: How do you think her asking her other employees to cover your travel has affected them? Shondra: I don't think Laurie likes it. But she doesn't talk to me much. I don't know why anyone complains. I have taken over writing the new orientation manual and other courses that they would have had to do. I have more experience than Laurie does, and she would have had a