Implementation of Coaching Program for Daily Worker in Hotel Industry

The hotel industry continues to face significant challenges in maintaining service quality, which directly influences customer satisfaction and organizational reputation. Developing employee competency through structured coaching is therefore essential to enhancing performance and sustaining competitive advantage. This study aims to examine the implementation of coaching practices within a hotel context and to formulate effective coaching guidelines. Employing a descriptive qualitative approach, data were collected through interviews and document analysis, focusing on front office staff. The research applies Whitmore’s GROW framework—Goals, Reality, Options, and Will—as an analytical lens. The findings indicate that existing coaching practices only partially align with the GROW model. Coaching sessions often lack clearly defined goals, present limited solution options, and demonstrate weak commitment to behavioral change. Managers are generally aware that coaching occurs in response to guest complaints but are not actively involved in establishing coaching objectives, often citing insufficient expertise. This lack of engagement leads to a focus on outcomes rather than developmental processes. Furthermore, limited discussion time between managers and coaches reduces the depth of goal alignment. Coachee also show low initiative and responsibility in addressing their challenges.