We’ve almost come to the last chapter, with our employee experience journey, where we started with the employee joining the workforce and now we are looking at coaching to support leaving the organisation – or even leaving the workforce through retirement. If you are just joining our journey now, you might want to catch up on what
For HR/L&D
The Employee Experience: Coaching to Change Role
Coaching to change role can help you in multiple forms of changing role: Sideways move to a similar role in a different function Individual Contributor to first time manager Managing others to managing a function Managing a function to managing a business Coaching can help at different stages of the decision-making journey. For example, you
Coaching the Employee Experience: Change in Role
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
The employee experience: re-joining the workforce
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
The employee experience: joining the workforce
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
Coaching to support the employee experience: the organisational lens
We’ve looked at how a coachee might decide whether to ask for coaching from their manager, from an internal coach, or from an external coach, depending on how transparent they feel they can be; we’ve also looked at how a manager-as-coach, internal or external coach might decide whether they can provide the service to the coachee.
Coaching roles to support the employee experience: the coach’s lens
Last week, we looked at the coachee making a choice about whether they could be totally transparent with the different coaching roles played by their manager, an internal coach or an external coach. But what about those people’s perspectives about whether they feel that they can give the best support and challenge they can? Coaching
Coaching roles to support the employee experience: the coachee’s lens
Last month, I discussed the importance of creating an employee experience that is inspiring. We want people to have an emotional connection to the company they work for. A connection with both their mind and their heart. If we can achieve that, we will entice talent to join and to stay, because they are in a
The career sweet-spot
So we’ve discovered that employees don’t care about HR processes – they care about their own careers and how those processes help or hinder them. They want to find their own career sweet-spot. Where is the career sweet-spot? That career sweet-spot (according to Bullshitelemination) is at the intersection of what they love doing, what they are
Right people, right place, right time – the employee’s perspective
“Engaged employees plan to stay for what they give; the Disengaged stay for what they get.” [Source: Blessing White Employee Engagement Report 2011] HR’s role is to make sure that the right people are in the right place, at the right time. And in those “right” places, employers have wanted to get more from their
Wilful blindness
Margaret Heffernan’s book Wilful Blindness has got me thinking about the systems we live and work in; and how we often go with the crowd, rather than following our own path. She quotes multiple examples of big organisations making huge problems for themselves, by ignoring the signs that something is not right. The banking crisis
Coaching side by side
I tried something new last week. Given all that I had written here about the positives of the lack of eye contact in virtual and walking coaching, I made an in-the-moment decision to stand next to my coachee when we were face to face. So once again, no eye contact. The results were amazing. Jane,
You don’t have to be a top executive to have a coach
Mike Saporito is our guest blogger today. He focuses on the forces leading to the inevitability of the digital coach within the enterprise. I have to admit I was sceptical – how could technology replace the human touch needed in coaching? But Mike’s product is similar to the 30 Day Challenge that I spear-headed through
Technology to support the coaching culture
Technology is an enabler. It enables you to be more effective and efficient; and to make informed decisions. Your coaching strategy will lead you to the kind of technology you need to underpin it. You can see the full blueprint for Creating a Coaching Culture here. Working through the coaching strategy blueprint, you might use technology
Coaching Culture: Internal Coaches
Why create an internal coaching function? If, like many organisations, yours does not have a strategy for coaching – or a function to manage whatever coaching is happening – it can cost the organisation not only money, but lots of opportunity costs too: not aligning to the business strategy not gaining economies of scale not measuring
Coaching Culture: Coach matching
Today’s post is from guest blogger, Stan Woster, of Coachmatch. As the name suggests, this is a company that matches coaches to clients. So I asked Stan to give us his top tips for matching. Stan writes: As Head of Client Services at Coachmatch, I hold responsibility for the delivery of our Coaching services into
