Cascading Effects of Coaching: A Cognizant Perspective€¦ · ference between training and...
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Cascading Effects of Coaching: A Cognizant Perspective • Cognizant Academy Case Study Business Situation Cognizant was founded 19 years ago as a technology services company. It clocked $7.35 billion in 2012 and currently has over 160,000 employees. Challenge In early 2010, the employee satisfaction survey indicated that several employees found that their leaders or supervisors were ill-equipped to guide, groom and inspire their subordinates. We therefore began conducting surveys among employees to shortlist the main areas that needed improvement. Our study indicated that a supervisor must possess the following attributes: • Ability to set clear goals and expectations. • Ability to deliver feedback in a timely and objective manner. • Ability to delegate effectively. • Ability to manage team dynamics. • Ability to resolve conflicts. • Ability to lead, inspire and coach subordinates. The conventional approach would have been to plan a workshop for the supervisors to equip them with these skills. However, the multicul- tural and multigenerational nature of the orga- nization’s workforce, and our desire to usher in a culture where supervisors have progressive conversations with their subordinates, led us to explore other options. The context, geography, nature and size of each team were unique, and an individual-cen- tric, supportive methodology was called for to ensure positivity during the learning process. We therefore decided to use “coaching.” Our choice was also motivated by our desire to sensitize supervisors to the role of a coach and the nature of dialogue that a coach engages in. We hoped that the supervisors would cascade the experience and learning to their team members. We named this coaching initiative “Elevate.” Solution We began by considering how to devise a coaching framework, choose the right target audience, scale it up to a larger audience and determine the appropriate governance mechanism. Elevate is a three-month, one-on-one, targeted coaching initiative for people in supervisory roles to build their leadership capabilities. The program begins with a four-hour pre-coaching session during which the coaches present the following topics (based on the themes identified): • Goal setting. • Delivering feedback in a timely and objective manner. • Delegation. • Managing team dynamics. • Resolving conflicts. • Leading, inspiring and coaching subordinates. cognizant academy case study | october 2013
Transcript of Cascading Effects of Coaching: A Cognizant Perspective€¦ · ference between training and...
Cascading Effects of Coaching: A Cognizant Perspective
• Cognizant Academy Case Study
Business SituationCognizant was founded 19 years ago as a technology services company. It clocked $7.35 billion in 2012 and currently has over 160,000 employees.
ChallengeIn early 2010, the employee satisfaction survey indicated that several employees found that their leaders or supervisors were ill-equipped to guide, groom and inspire their subordinates. We therefore began conducting surveys among employees to shortlist the main areas that needed improvement. Our study indicated that a supervisor must possess the following attributes:
• Ability to set clear goals and expectations.
• Ability to deliver feedback in a timely and objective manner.
• Ability to delegate effectively.
• Ability to manage team dynamics.
• Ability to resolve conflicts.
• Ability to lead, inspire and coach subordinates.
The conventional approach would have been to plan a workshop for the supervisors to equip them with these skills. However, the multicul-tural and multigenerational nature of the orga-nization’s workforce, and our desire to usher in a culture where supervisors have progressive conversations with their subordinates, led us to explore other options.
The context, geography, nature and size of each team were unique, and an individual-cen-tric, supportive methodology was called for to ensure positivity during the learning process. We therefore decided to use “coaching.” Our choice was also motivated by our desire to sensitize supervisors to the role of a coach and the nature of dialogue that a coach engages in. We hoped that the supervisors would cascade the experience and learning to their team members. We named this coaching initiative “Elevate.”
SolutionWe began by considering how to devise a coaching framework, choose the right target audience, scale it up to a larger audience and determine the appropriate governance mechanism.
Elevate is a three-month, one-on-one, targeted coaching initiative for people in supervisory roles to build their leadership capabilities. The program begins with a four-hour pre-coaching session during which the coaches present the following topics (based on the themes identified):
• Goal setting.
• Delivering feedback in a timely and objective manner.
• Delegation.
• Managing team dynamics.
• Resolving conflicts.
• Leading, inspiring and coaching subordinates.
cognizant academy case study | october 2013
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The session clarifies what “coaching” is, the dif-ference between training and coaching and the participant’s role as the “coached.” After inter-acting with the coaches, the participants choose the coach they would like to work with and the 60-minute time slot that suits them. They take input from their supervisors to devise a list of goals that they would like to work on with their coach in the ensuing three months. Every two weeks, the coach and the “coachee” discuss the goals, and the attendant challenges, as well as the employee’s aspirations. The coaches also target core or foundational aspects — such as fear, trust, anxiety, the tendency to be too “laid back” and a lack of self-confidence — that hinder the execu-tion of a supervisory role.
In addition to the six coaching sessions over 12 weeks, participants or their respective coaches can request two additional sessions if required. Two-way feedback is obtained: after each coaching discussion, the coach evaluates the coached and vice versa. Midway through the program, a note on the goals along with any other comments from the coaches is sent to the participant’s supervisor. At the end of six coaching discussions and three months after the last coaching session is completed, feedback from the supervisors is solicited. As a closing note, an internal certificate is sent to the participant. Several enthusiastic participants have gone on to attend the pre-coaching workshop for the next cohort and share their experiences.
Technology for ImplementationAt Cognizant, we recognize the value that peers and colleagues can provide. Since coaching is a one-on-one activity, there is no room for peer-learning during the sessions. We therefore created an online social collaboration platform where par-ticipants can share their coaching experiences and interact with others. This not only widens the range of topics that a participant gets exposed to but also highlights the specific strengths and expertise of each coach. The coaches also post questions, articles and challenges on the forum. We use the Sharepoint portal for this. We also use the portal to:
• Collect nominations.
• Note associates’ goals.
• Document impact stories from associates.
• Host documents related to the initiative.
The other tool we use is Doodle, a third-party online application to schedule the one-on-one sessions.
BenefitsThe program covers associates across several designation levels — from managers to associate directors — spanning roles such as client leads, project leads, project managers and program managers. So far, 549 associates, primarily from North America and Latin America, have been coached. On a value scale of 1 to 8 (1 being the least and 8 being the most), the feedback metrics based on responses from about 85% of the par-ticipants reflects a little over 6 for return on investment (6.07) and about 6 for both learning effectiveness (5.97) and job impact (5.55). These three factors are indicators of learning transfer and are highly relevant for an initiative that aims to bring about a culture change.
An associate from the quality engineering group who attended the program said, “This program has shaped me very well in handling the team and people management. Some of the techniques or the messages from my coach played an impor-tant role. The “inner leader” concept has helped in making decisions. Most of the time we do not talk to ourselves, we make instant decisions. I am trying to implement this professionally and personally.”
There is also evidence that the coaching concept is cascading to the next level. In this regard, some early signs that we noted are as follows:
• In a focus group interview with the subordi-nates and peers of the participants, it emerged that there is a noticeable positive change in the level and nature of engagement between the supervisor and his/her subordinates.
• Participants are attempting to coach their team members who did not have the chance to go through the program. In a couple of instances of interpersonal friction, it was recommend-ed that associates go through the coaching program.
• Participants have requested a team coaching initiative to involve the entire team in the coaching experience.
• After the first two cohorts, many of our partici-pants in subsequent cohorts signed up based on the recommendation of previous partici-pants.
• Participants’ supervisors have noticed a higher level of involvement and motivation in the teams.
• People from other geographies have expressed a wish to adopt the framework and initiate coaching.
About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50 delivery centers worldwide and approximately 164,300 employees as of June 30, 2013, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
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