Coaching EmployeesforHigh PerformanceHR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT

Presented by

quantumworkplace.comfuel50.com

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quantumworkplace.comfuel50.com

Fuel50 is award-winning, career pathing software that offers a powerful

toolkit for employee coaching while enabling employees to own and grow their careers. Fuel50 is the fastest way

to drive engagement and improve leader conversations.

Quantum Workplace is an employee feedback software

company that helps organizations retain top talent, motivate performance, understand

turnover, and build magnetic workplace cultures.

About the sponsors

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Dan HarrisWorkplace Insights Analyst

Quantum Workplace

Anne FultonCEO & Co-Founder

Fuel50

Introducing the speakers

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What we’ll cover

• Research background

• What we learned about learning and development opportunities

• What this means for your business

• How-to: Create a transformational culture of growth and coaching in your organization

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Overview and methodology

COACHING EMPLOYEES for HIGH PERFORMANCE

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Learning and developmentis important to employees

2012 2013 2014 2015 2016 2017

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5 5 5

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Stay tuned for Quantum Workplace’s 2017 Employee Engagement Trends Report to see how the driver ranks this year.

DRIVER RANK BY YEAR“I see professional growth and career development opportunities for myself in this organization.”

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Learning and developmentis important to HR

One quarter of HR representatives said improving their development and training opportunities would be their top people priority over the next 12 months.¼

#2Highly engaged organizations said improving development and training opportunities was their second highest priority behind attracting top talent.

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About the study

• Study conducted by Fuel50 and Quantum Workplace

• 976 employees from across the US participated

• Uncovered crucial information about learning and development opportunities and how they can impact engagement

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What we learned about L&D opportunities

COACHING EMPLOYEES for HIGH PERFORMANCE

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1/4 of employees don’t knowwhether they have a formal program

Non-response

QUESTION“Is there a formal employee developmentprogram at your current organization?”

“ I don’t know ”“ No ”“ Yes ”

47.1%

26% 26.7%

0.2%

Most common

Types of L&D opportunities

Most utilized Most preferred

Online training sessions / webinars

Coaching from a supervisor / manager

Classroom-style learning

Coaching from an immediate co-worker

Certification, accreditation, or credential reimbursement

e.g. lectures, workshops etc.

Online training sessions / webinars

Coaching from a supervisor / manager

Classroom-style learning

Coaching from an immediate co-worker

Cross-training

Certification, accreditation, or credential reimbursement

Off-siteconferences

Tuition reimbursement for college credit

Classroom-style learning

Coaching from a supervisor / manager

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1/5 of employeesdon’t have career conversationsQUESTION“How often do you and your supervisor/managerhave career conversations?

Once every6 months

Once every3 months

Once a monthMore thanonce a month

10.8%

12.6%13.4%

10.6%

Non-responseNeverLess thanonce a year

Once a year

19.4%

6.9%5.6%

20.6%

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What this means for your business

COACHING EMPLOYEES for HIGH PERFORMANCE

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Feelings after participatingin L&D opportunities

Feel motivated

71%

Feel more equipped to do their job

64%

Feel empowered

55%

Feel ready to take on more responsibility

48%

which also means

Do not feelmotivated

29%Do not feel

more equipped todo their job

36%Do not feelempowered

45%Do not feel readyto take on more

responsibility

52%

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How a formal programimpacts employee engagementQUESTION“Is there a formal employee developmentprogram at your current organization?”

“ No ”“ I don’t know ”“ Yes ”

79.5%

57.8%

69.0%

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Types of L&D opportunitiesand employee engagement

1Online training

sessions / webinars

2Coaching

from manager

3Classroom-style

learning

4Coachingfrom peer

5Cross-training

Difference in engagement level for those who said they prefer a specific form of development versus those who don’t

+2.9% +5.6% -2.8% +8.0% -6.0%

Career conversationsand engagementSTATSEngagement by manager coaching frequency

BiannuallyQuarterlyMonthly> Monthly Never< AnnuallyAnnually

82.2% 82.6%

75.0% 76.8%73.4%

57.2% 53.8%

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How to: Create a transformational culture of growth and coaching in your organization

COACHING EMPLOYEES for HIGH PERFORMANCE

The 2020coachingculturechallenge.

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The 2020 coaching challenge:A changed career landscape

Po

sitio

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en

iori

ty

Tenure20

2010 practicesP E R F O R M A N C E P R AC T I C E S

vs

2020 practicesCOAC H I N G P R AC T I C E S

• Top-down process automation

• Focus backwards

• Promotes vertical growth thinking

• Annual or quarterly at best

• Self-directed growth and development

• Focus forward –future growth

• Strengths-based

• Continuous career-growth thinking

• Peer + Manager21

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Peer coaching is a rising trendand it’s here to stay

Slightly more than one half of organizations have 360 feedback program that allows peers to give one another feedback. Furthermore, one fifth of those organization said peer feedback has become even more important to their talent strategy in the last six months.

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And managers believe it’s important too! 73.4% of managers said peer feedback is valuable.73.4%

Coaching enablementFocus on the whole businessEveryone can become a stretch coach and a stretch learner

Want more work responsibilities and believe they can contribute more *35%

Would use their own personal time for learning and development *75%

* W O R K F O R C E C A R E E R A G I L I T Y & E N G A G E M E N T R E S E A R C H , F U E L 5 0 ( 2 0 1 5 ) 23

Coaching as Job Sculpting— micro changes for macro impact on engagement.

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Crafting individualizedcareer propositions

Values

Passions Talents

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The traditional 9-boxis not delivering agility

Talent riskLow performerLow potential

Solid professionalModerate performer

Low potential

High professionalHigh performerLow potential

Inconsistent playerLow performer

Moderate potential

Key playerModerate performerModerate potential

Current starHigh performer

Moderate potential

Rough-diamondLow performerHigh potential

Future starModerate performer

High potential

Consistent starHigh performerHigh potential

Po

ten

tia

l

Performance 26

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Strengths-based coachingFuel50 Performance vs passion talent matrix

Talents to avoid using Potential talentInvestment talent

Grow this

Marketable talent Emerging talent Motivated talent

Marketable talent Talent to leverage Talent sweet spot

Pe

rfo

rma

nce

“I

am

go

od

at

this

”

Passion “I love to do this”

Manager as coach

vs

Peer as coach

• Growth focus

• Insight-led coaching

• Tactical and strategic coaching

• Track and measure growth

• Micro-learning

• Skill and task focussed

• Continuous career-growth thinking

• Track and measure growth

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Our top four best-in-classcoaching enablement practices

1. Educate: Build a career growthmindset for the entire business

2. Enable self-directed growth

3. Empower managers to becomestrategic and tactical coaches

4. Build peer coaching marketplace –everyone is a coach and everyone is a learner

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A coaching cultureis about profitable growth, both for thebusiness and forthe individual.

Manager tactical

coaching

Peer-to-peer coaching

Manager strategic coaching

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4 keys to creating aculture of coaching

1 2 3 4

Provide training to coaches and

coachees

Set the tonefrom the top

Communicate expectations

around coaching

Leverage tools to streamline

coaching in your organization

W H AT T H E Y D I D

OutcomesAVG . Y E A R - O N - Y E A R I M P R OV E M E N T S

• Leader coaching program (micro-learning program)

• Insight-led coaching

• Employee-driver career growth

Employee engagement

Engineering

Fuel50 user5%

2%

I receive coaching from my manager to help me develop

Engineering

Fuel50 user10%

2%

My immediate manager has made a personal investment in my growth and development

Engineering

Fuel50 user11%

3%32

The 2020 coaching culture

1Focus on the whole organizationGrowth + Coaching + Employee enablement

2 Enable + educate

3Employee ownershipSelf-driven learning agile organization

4Enable insight driven coaching conversations that unlock potential

5Transform the cultureChange the conversation, challenge the status quo, and create a movement

Workforce agility will

deliver competitive

business advantage

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Individualized propositions for the purpose ofbusiness velocity.Marianne Jackson, CHRO of eBay

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The Career Engagement Game (2015)Visit www.fuel50.com/book

As employees begin to own their careers and leaders coach for growth, results in increased commitment, discretionary effort, and that contagious sense of passion that inspires customers and key stakeholders alike.

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Coaching EmployeesforHigh PerformanceHR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT

Created by

quantumworkplace.comfuel50.com

Get your copy f50.li/qntm