Caplan (2003) offered another example of usefulness of coaching program in an organization and he observed that organizations tend to gain massive benefits out of the coaching programs that operate in an environment which is marked by regular shifts in the external environment. The fast paced environment which the crew has to face regularly in their jobs is depicted by the case of BBC. It was for the purpose of enhancing the skills of news reporting employees that the company successfully implemented the coaching program. But, it must be seen that the employees might not immediately accept the coaching programs. The implementation was resisted by the employees of the BB; however the opposition was lowered once the developing awareness regarding the awareness about its positive aspects were told. Finally, it was accepted by the news reporters and they regarded it as a useful tool in development of effective skill building and took it as an opportunity (Garman 2000). It is also in the context of call centres that coaching is applicable wherein the management deals with the issues like low motivation, low morale and a huge turnover ratio.
Monotonous routine, close monitoring and high stress is the part of the casual factor of these issues. Nonetheless, the root of these difficulties could also be attributed to the limited chances of personal or professional development. Among call centre workers the lack of commitment and skills was overcome by the effective tool of coaching (Stone 2007). In the process of coaching there are no inherent disadvantages. But, there could be problems in an organization if it is poorly integrated and handled. For example, a coaching session which fails to address the areas of skill development could be a result of offering coaching without a complete analysis of the required and current skills. The organization as a result ends up investing its resources into an unsuccessful attempt of coaching. Moreover, the effectiveness of the organization could be hindered by the inability to recognize the obstacles to coaching. The case of Prudential Call Centre has been discussed by Caplan (2003) wherein a rigidly standardized approach was adopted by the management to coach the employees to improve their interaction with the consumers.