Coaching for Success in Talent Management

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Coaching for Success in Talent Management Charles DeNault [email protected] @mathchuck Sr. Director of Product Marketing

Transcript of Coaching for Success in Talent Management

Page 1: Coaching for Success in Talent Management

Coaching for Success in Talent Management

Charles DeNault

[email protected]

@mathchuck

Sr. Director of Product Marketing

September 25, 2014

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Why Employee Coaching?

Four Steps to Better Talent Management

1. Teach Coaching

2. Direct the Coaches

3. Time for Coaching

4. Check on the Coaches

Questions and answers throughout.

Slides and the link to the recording will be sent to all attendees.

Agenda

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“Managers are the key to making sure learning has an impact on job performance”

Motivating Today’s Talk

Elliott Masie Charles Jennings

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The English term “coach” is derived from a medium of transport that traces its origins to the Hungarian word kocsi meaning “carriage” that was named after the village where it was first made. The first use of the term coaching to mean an instructor or trainer arose around 1830 in Oxford University slang for a tutor who "carries" a student through an exam.

The Term Coach

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Coaching thus has been used in language to describe the process used to transport people from where they are, to where they want to be.

- Wikipedia (http://en.wikipedia.org/wiki/Coaching)

Today, my focus will be on

coaching employees

by their managers.

The Term Coach, continued

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How is coaching viewed at your company?

1. Non-existent

2. Not important

3. Present

4. Important

5. Critical

Poll

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• Engage employees• Get more out of talent management

• Better business results

We need coaching today more than ever

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Organizations that are highly effective in teaching their managers to coach have

• 42% higher employee productivity • 33% higher employee engagement • 30% more likely to have strong business results. • Nearly 3 times more likely to have significantly better talent management results.

Coaching Correlates to Strong Business Results

High Impact Performance Management: Maximizing Performance CoachingStacia Sherman Garr, Bersin by Deloitte http://www.bersin.com/News/Details.aspx?id=15040

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•Trusted•Good listener •Supportive, encouraging, motivating

•Good with praise and feedback

Many Coaching Models, but Similar Attributes

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•Displayed good or excellent coaching attributes•Delivered good or excellent results•Perceived to have the right skills (exclusive of managing and coaching skills)

•Has been with the company a long time•Other (please share in chat)

Poll:Why does someone get promoted to manager at your company?

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• Instruction (Reading, eLearning, or Instructor led)•Role Play – Workshop• Inexpensive

1. Coaching Can Be Taught

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Give your coaches guidance

•Webinar•FAQ•Community with Discussions

•TMS / LMS Notifications & Evaluations

2. Direction

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•3.1% of your time – Daisy Wademan Dowling(http://blogs.hbr.org/2009/02/the-31-coach/)

•Nano-coaching – Elliott Masie http://trends.masie.com/archives/2011/9/22/686-idea-nano-coaching-and-nano-mentoring.html

•Leverage down time and technologyMobile phone, video meetings, email, Skype, IM, Social Groups

3. Coaches Need Time

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•Collect Feedback 360 assessment Informal feedback

•Employee survey

4. Evaluate Your Coaches and Program

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Coaching Program Checklist

Assess Coaching needs at your companyAssess Executive support for coaching

Coaching learning contentCoaching practice / workshopPromote time saving technologies and strategies

Provide direction and a place for questionsLeverage your Learning/Talent Management System for notifications and evaluations

Gather feedback informally and formallyIf possible, use the employee survey segmenting on coached vs non-coached employees

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Thank You