Oftentimes employee productivity wanes when it comes into contact with complex and convoluted organizational and process barriers, with recent research showing that 75 percent of issues that affect employee performance in a workplace are related to workplace systems rather than personal issues. Each job role within an organization requires unique process design, information and resource distribution, and performance recognition. Workers must be producing the right outputs for their jobs, and this often requires performance-based coaching programs to guide them in the right direction. A coach must first define what outputs best fit the employee or employees under their wing. Once those outputs are identified, a coach can construct a road map to achieve those outputs and a ratings system to assess employee progress. Once employees have gone through the coaching program and learned their ideal outputs to perform optimally, the coach needs to make sure the ideas stick. This can be done in multiple ways, including: having the employees write down what they plan to do to practice what they learned, hosting conference calls or meetings where the employees share their experience of performing their new tasks, having the employees write down what they have learned from their tasks, and hosting review sessions to discuss overarching themes and share ideas about the tasks. Having employees collaborate about their growth ensures the complete message of the coaching program sticks with them once they return to their typical schedule.