1. CIPD Conference 2009 The critical role of the manager in supporting learning at work through coaching Michael Staunton, Executive Development & Succession Planning Director 11 June 2009

2. VT Group

Diverse business -shipbuilding to education

Rapid growth - 300m to 1.2 bn

Changing requirementsshipbuilding to support services

Culture shift focus on Talent Management and Coaching

No learning culture little investment L&D

3. CIPD Annual L&D survey 2008

Coaching used by 76% of organisations

Coaching in VT is a tool for organisational change like 35% of organisations

Line managers are responsible for delivering coaching to direct reports in 36% of the organisations - again as in VT

Coaching part of VT L&D strategy

4. VT Coaching Project Establishing a coaching culture in VT

Our Aims

Every manager in the organisation spends some of their time with their subordinates actively improving their performance through coaching.

Coaching to be sponsored by the top and as a core mechanism through which managers can improve performance in their teams a couple of notches for everyone

Coaching is to be part of the managers tool kit throughout the organisation and to support our core organisational values of People, Performance and Partnership.

Coaching will also support development as well as the talent management processes and future succession planning processes currently being developed.

5.Coaching will be supported at the top level in the organisation, and then rolled out to form a critical mass of coaching enabled managers to build a coaching culture in VT.

5. Structure of the Henley Certificate in Coaching Programme What is coaching? Who am I as a coach? My personal coaching style The context of coaching Reflective group process for immediate feedback. Supervision Group concept introduced Tools and techniques Bazaar Inter-modulepeer coaching 6 weeks 1,500 word reflective document Formative assessment opportunity Inter-modulepeer coaching 6 weeks 1,500 word reflective document Formative assessment opportunity Self Belief Module Tools & Techniques External Client Session 1 Integration Observed Coaching Session External Client Session 2 Module 1 2 days Module 2 2 days Module 3 2 days Supervision groups continued 3 Months 6. Coaching Story at VT

First Phase with Henley 45 senior managers completed and in the process of gaining Henley certification

Senior accredited coach code of practice designed and agreed

Phase 2 of coaching cascade to the next level of managers

CEO went on own programme August 2007

7. Coaching Story at VT

Roffey Programme Objective: a 2 day programme focused on: improving performance through coaching -less on pure coaching

From April 2007 to December 2008 136 people have been through the programme and all rated the programme positively

Additional Henley programmes run

8. Coaching Story at VT

Roffey paid for by the businesses directly and exceededexpectations extra programmes needed to meet demand

Each attendee to completes 1000 word essay and allocate a supervisor from the Henley Senior coachespool.

Each attendee coaches someone over 6 months and keeps a learning log

Central database designed to monitor the hours of coaching and allowing participants time to build their skills

Supervision of coaches is another area to build on

9. Measurement

Qualitative

Questionnaires

Focus groups

Course feedback

Supervision outcomes

Quantitative

Metrics

Coach/coachee

evaluation

Course feedback

10. N.B. Red and green shading indicates the lowest and highest scoring business area for each question Score shown are all positive percentages. Measurements Employee Engagement Survey & Coaching Hours

In 2008 our coaches delivered over 900 hours of coaching both within VT and to external customers/suppliers.

Question VT VT GROUP SERVICESVT ENVIRONMENTAL ENGINEERING VT COMMUNICATIONS VT SUPPORT SERVICES VTES VT SERVICES INCVT Nuclear (with DEVA) 35. My immediate manager / supervisor coaches me to be the best I can be 54 50 62 51 53 53 64 37 11. Henley & Roffey Park Coaching Attendance 2006-2009 12. Conclusion

Coaching part of change strategy in VT

Line managers are responsible for coaching delivery

Integrated into HR and TM and fits new VT culture business

Some measurable improvement in Employee Engagement survey plus measurement of coaching hours

Needs to be further embedded into VT business