CLC Members' Seminar 4 June 2015 - eLearning supports a coaching culture - Southern housing group
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Transcript of CLC Members' Seminar 4 June 2015 - eLearning supports a coaching culture - Southern housing group
Coaching for successThursday 4th June 2015
Sarah Wilks, Head of HR Operations
Victoire Mazounie, Trainer/facilitator
Who are SHG ?
We are one of southern England’s largest housing associations. We
own and manage almost 29,000 homes for around 67,000 residents
across London and the south east.
We employ over 900 people and work with more than 50 local
authorities.
What did we do?
• Introduced an internal coaching programme
• Met our strategic objectives
• Met the Business needs
• Evaluated the programme
• Made best use of our resources
• Made savings of £37,108 in the first year.
• Business benefits
• Contributes to leadership development
• Improves employee engagement
• Improves employee retention
• Boosts individual performance.
• Encourages collaborative working across
teams
Why coaching?
• Sees potential in people
• Facilitates clarity of purpose
• Encourages risk taking
• Builds confidence
• Signals approachability
• Helps people identify and overcome self
limiting beliefs
• Calm and reassuring
• Know the organisation, its people and
the context
• Offered to greater numbers at different
levels
• Embed it as part of the Leadership and
Change programme
• Greater appetite to give and receive
positive and constructive feedback
• Coaches feel more engaged
• A coaching culture positively influences
attraction and retention strategies
• Surfacing potential and creativity within
the coaching community
• Senior stakeholder buy in
• We opted for ILM professional
qualifications
• We positioned it as an added employee
benefit
• We designed a clear process
• We offered a range of additional
supporting materials
• We have set up a coaching supervision
programme for coaches
• We measure our results
How did we do it?
• Average number of days lost due to
sickness absence 6.6 days
• Within 6.6 one day is due to
psychological (stress and anxiety)
reasons.
• Total head count 914
• Number of secondments and promotions
in the last 12 months = 80 (1.25% of
headcount)
• Resigned annualised turnover 13%
How did we measure it?
2013 – 2014
• 29 = Number of people being trained
in mentoring and/or coaching
• 70 = Number of people receiving
coaching
• 4.4% = Average number of sickness
absence days in this group
reduced to
• 15.7% = Number of resignations in this
population increased from 12%
• 24.9% = Internal promotions increased
from 4.3%
Best use of our resources
• Used existing e-learning modules to supplement the face-to-face
training sessions.
• Bought reference books for sharing and to put in the library
• We negotiated a keen rate of £36,000 to train the 29 learners to
ILM level 5 and level 7.
• Asked coaches to complete their assignments in their own time
• Used our own venue for training
• Prepared our own documents, designed a celebration event in-
house
• Minimal contact with Consultants beyond the actual training days
• No external coaching
Coachee testimonials
I have experienced a few
unexpected challenges in my role in the last
year. As a result of my coaching sessions, I
have been able to overcome these and remain
positive in my role for myself, my team and
The Group..
Being coached gave me the
opportunity to review my
progress towards the goals that
I set myself and to think about
ways to achieve them
This is because she listened,
questioned and responded to
me in a way that enabled self
discovery and realisation of
my barriers, and most
importantly, motivated me to
over come them with practical
and achievable solutions
The coaching was an incredibly
positive and powerful
experience. It enabled me to
develop solutions and clear
actions to address the areas
that I had asked to be coached
on. I finished each session
feeling highly motivated
Lessons to share
• Promote coaching to all staff right from the very start and all the time
so everyone understands what it is and who it is for.
• For each of the cohorts learning to be qualified coaches listen to
their feedback, learn from it and make the changes so the next group
can experience an improved course
• Make the policies, processes and procedures easy to follow and
easy to find. Plain English and style to suit the audience.
Achievements
• Introduced an internal coaching programme
• Met our strategic objectives
• Met the Business needs
• Evaluated the programme
• Made best use of our resources
• Made savings of £37,108 in the fist year.
What next?
• We know we can do more
• Continuously promote in-house coaching
• Continuously work to shift the mind-set towards a coaching culture
• Designing an internal coaching programme for anyone in an
influencing role.
• Continuously report on the metrics and look for more direct links to
the corporate strategy
• Looking to integrate coaching into our behaviours with a view of
measuring it through annual appraisals