Beste,
Ik ben een gecertificeerd coach en opgeleid door een ICF ("International
Coaching Federation") erkend en gereputeerd coaching kantoor. Door mijn passie in Coaching en aan de hand
van de vereiste vaardigheden, heb ik Senior managers, Managers, High
professionals en High potentials begeleid tot waardevolle en succesvolle
professionals.
In het kader van coaching opdrachten heb ik ondermeer
samengewerkt met ING, URSA, AZ Glorieux, Schelstraete & Desmedt, Lee Hecht
Harrison.
Door mijn overtuiging dat Coaching één van de meest
efficiënte ontwikkelingstools is, wil ik graag het volgend artikel met u delen
:
“Coaching - Take the ride - but avoid the bandwagon”
door Anna Britnor Guest and Pauline Willis
First published in Total
Business. Copyright Willis & Britnor Guest 2003.
CIPD (Chartered Institute
of Personnel & Development) research suggests that around 87% of companies
use some form of coaching to develop their staff. It seems as if almost
everyone is employing coaching for personal, career or organizational
development – and many who aren’t are either wondering if they should, have
dismissed it as a fad – or simply don’t have a culture of developing their
people.
Positive press for coaching
over recent years has encouraged increasing numbers of organizations to
implement coaching for staff at all levels – from graduate recruits, through
specialists and middle managers to board level executives. For the majority,
the results have been positive. Benefits to individual and company may include:
·
Improving company revenues and profits
·
Enhancing operational efficiency
·
Developing employee morale and motivation
·
Increasing employee
productivity particularly through developing soft skills
·
Providing clear thinking
space to gain clarity and fresh perspectives
·
Leveraging organisational culture change
·
Career
progression and succession planning
·
Creating cultures and
environments which promote loyalty and reduce staff turnover
As such, coaching can be
one of the most effective interventions for development at all levels – and
crucially for helping to align or balance personal employee development and organizational
goals. That said, if coaching is performed ‘for the sake of it’, without clear
expectations or by someone inadequately skilled, it is likely to be ineffective
and potentially disruptive to employee morale and organizational focus.
The challenge for organizations
– or individuals - seeking to benefit from coaching, is to identify the purpose
and the appropriate approach and to ensure that those working as coaches –
whether internal or external to the company – are competent and understand the
context in which the coaching takes place.
Achieving this requires a
significant investment of time and resource as well as commitment from the top.
So how do you ensure that you avoid the pitfalls and gain maximum payback for
this investment?
As the bandwagon grows so
does the potential for ‘self-styled’ coaches and ‘consultants’ with little or
no experience in broader OD issues to flood the market. An often overlooked but
essential feature of a successful programme is to integrate coaching within the
broader developmental strategy of the business. Not doing so can be, at best,
ineffectual long-term and, at worst, damaging. Also important is defining and
making transparent the relationship between coaching and related HR processes
and procedures such as appraisals, pay review and performance management, as
well as other training and development initiatives.
Programme sponsors should
also ensure that barriers and remits are clearly defined in terms of what the
coachee can expect – and the coach is required to deliver. Typically,
these may include the following criteria:
·
Relationships are
confidential and facilitative rather than directive, although the coach will
use their knowledge and experience to assist the coachee.
·
The remit is usually wider
than pure skills development and explores personal strengths, weaknesses,
style, aspirations and values in order to enhance self-awareness and lead to
lasting changes in attitude as well as behavior.
·
The process encourages a
commitment to measurable actions that have clear organizational as well as
personal benefits.
It is essential that the
key objectives or expected outcomes are clearly identified and communicated up
front, that some means of monitoring progress and measuring outcomes are
integrated into the programme. This is not to say that outcomes need to
quantitative. Far from it. Qualitative or behavioral measures are often more
effective for identifying how coaching plays its part in supporting the
achievement of broader quantitative goals.
Organizations also need to
pay close attention to who they employ as coaches, whether internal or external
– and take the right approach for each individual. Keys
options include:
·
Manager as coach : Arguably, all managers should coach their staff and coaching is now
often seen as a core management competence. This is a powerful approach but
with inherent conflict between the role of the manager who has ‘line’
responsibilities and the role of ‘coach’, which is neutral and supportive.
·
Contracting external
professional coaches : Often appropriate to
support culture change initiatives and to work with senior executives or those
in specialist roles, the executive coach should bring expert skills, an ability
to understand context and an objectivity not available in-house.
·
Employing dedicated
internal coaches : Performing a similar role to the external
coach, this is often an effective – and lower cost – approach but may not
always be appropriate at board level due to perceived hierarchies or need for
total confidentiality.
In essence, ensuring that
each individual receives the ‘right’ coaching at the ‘right’ time – within a
supportive organizational culture.
Coaching is not a panacea
and it is well to be wary of those who claim it is. The bandwagon may be
rolling but for those that avoid the ‘one size fits all for immediate and total
business and personal success’ and implement well-designed and executed
coaching programs, the outcome in terms of personal, career and organizational
development can be truly transformational.
Factors
for success
Schemes should and do vary
depending on needs – and are strongly influenced by organizational culture –
but scheme sponsors or co-ordinators should pay attention to:
·
Identifying coaching
competencies that support either the existing or desired organizational culture
·
Benchmarking core coaching
competencies against accepted professional standards
·
Developing processes and
procedures that support the new programme and culture
·
Redesigning jobs so that the
coaching function is integrated into roles and responsibilities and awarded
sufficient time and priority
·
Selecting and training to
ensure that internal coaches are suited to the role in terms of attitude,
emotional maturity and motivation
·
Assessing skills to ensure
that coaches are competent in the first instance and undertake appropriate
ongoing development.
·
Ensuring that coaches
understand their responsibilities, limitations and boundaries.
·
Defining and communicating
how coaching fits with other performance management and development initiatives
·
Setting in place systems
for monitoring, measuring and recording the effectiveness of the programme at
both the individual relationship level as well as programme wide.
Ik hoop dat u dit artikel
als een nuttige bijdrage beschouwt tot uw huidige inzichten in Coaching.
Wenst u meer informatie over
onze coaching aanpak, aarzel dan niet ons te contacteren, zij het via Email (info@bcs-hr.be) of bel
ons op 053 82 81 82 of 0476 43 00 75.
Voor een volledig overzicht van onze diensten, klik op http://www.bcs-hr.be
Met vriendelijke groeten,
Kris Buggenhout
Zaakvoerder
BCS-HR Services
Dorpsstraat 115, 9420
Erpe-Mere (nabij Aalst)
Ps.
Hebt u relaties, kennissen of vrienden die interesse hebben in Coaching, stuur
dit artikel dan door naar betrokkene.
