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3/17/2014
1
Talent Management, Coaching and Mentoring
Sarah Willson, BSN, MBA, CHPNA
TalentManagement:GettingStarted
Talent management is essential to the success of any organization. Leaders need to recruit, train, and retain qualified colleagues. Providing incenti es and de eloping indi id als is
Mymainjobwasdevelopingtalent.
JackWelch
incentives and developing individuals is the difference between engaging people and merely employing them. Investing in talent management will provide financial benefits as it improves the company’s culture.
WorkshopObjectives
ImproveDefine talent
Colleague engagement
Improve colleague retention
3/17/2014
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DefiningTalent
All talent is not artistic. Talent is any ability or skill at which a person is successful. It is important for leaders of organizations to find and develop
Areallygreattalentfindsitshappinessinexecution.
Goetheof organizations to find and develop talented colleagues. Colleagues who have the specific skill sets that the company requires are profitable and help drive the business forward.
Goethe
WhatIsTalentManagement?
Assess Recruit
Develop Coordinate
TypesofTalent
Innovator
Visionary
Practical
Relationship Expert
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SkillsandKnowledgeDefined
Knowledge Skills come
withg
comes from education
with experience and training
UnderstandingTalentManagement
Talent management takes hard work and dedication. It is not enough to recruit qualified candidates. Successful talent management retains the best colleag es The goal of talent
Motivationwillalmostalwaysbeatmeretalent.
Anonymous
colleagues. The goal of talent management is to have a skilled workforce and a complete succession plan without any destructive gaps that would cost the company if an colleague were lost.
Guidelines
Recruitment Retention
Job description
Sources
Incentives
Work/Life balance
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Importance&Benefits
Reduces turnover
Increases productivity
Engages colleagues
Challenges
Money to invest
Support from executives
Competition with other companies
KeyElementstoDevelopingaWinningStrategy
Strategic Goals: Focus on talent management
Colleague Involvement: Talent management policymanagement policy
Communication: Expectations and provide feedback
Assessment: Make changes where necessary
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HowtoKeepYourColleaguesMotivated
Lead by example
Reward colleaguesReward colleagues
Delegate
Celebrate
Engagement
Implementing any business plan requires managers to engage colleagues. The Gallup Report indicates that engaged colleagues are
Thevisionisreallyaboutempoweringworkers.
BillGates
indicates that engaged colleagues are more productive and have more company loyalty. Colleague engagement is an important part of talent management.
ColleagueEngagement
Know what their job requires
Have the tools neededHave the tools needed
Voice in the company
Opportunities to advance
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GeneratingEngagement
Motivate colleagues:
Direct colleaguesg
Develop colleagues
Make opportunities available
Influences
Better productivity
Take ownership
Improved talent pool
CoachingandMentoring:GettingStarted
This workshop focuses on how to better coach your colleagues to higher performance. Coaching is a process of relationship building and setting goals. An
Whatmakesagoodcoach?Completededication.
GeorgeHalas
easy‐to‐understand coaching model taught in this workshop will guide you through the process.
3/17/2014
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WorkshopObjectives
Define S t O
coaching and
mentoring
Set appropriate
goals
Build and foster trust
Overcome common obstacles
DefiningCoachingandMentoring
The goal of this module is to define both concepts and introduce a coaching model that will allow you to focus on improving performance Let
Weareallcapableofchangeandgrowth;wejustneedtoknowwheretobegin.
BlaineLeefocus on improving performance. Let us begin by defining what coaching is.
WhatisCoaching?
Trainer
Instructor
Tutor
Focus on one or two skills at a time
Their interaction is planned and structured
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WhatisMentoring?
Guiding Counseling
SupportingDifferent from
coaching
IntroducingtheG.R.O.W.Model
Goal setting
Reality checky
Options developed
Wrap it up with a plan
SettingGoals
This module will discuss setting goalswith an easy‐to‐remember technique. This is the first component or the “G” of the GROW
Ifyoudon’tknowwhereyouaregoing,youwillprobablyendupsomewhereelse.
LawrenceJ.component or the G of the GROW method of coaching. Let us explore what this is and how to develop it.
Peter
3/17/2014
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GoalsintheContextofGROW
Starting in the right direction
Coaching time is more efficientg
Plan ahead and prepare targeted questions
Direct and avoids meandering
IdentifyingAppropriateGoalAreas
Where are you in relation to those goals?
What goals are you working on right now?
How will you know you reached that goal?
What do you think is keeping you from reaching this goal?
SettingSMARTGoals
Specific
Measurable
Attainable
Realistic
Timely
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UnderstandingtheRealities
In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey. Examining the
Realityisthatwhich,whenyoustopbelievinginit,doesn’tgoaway.
PhilipK.Dick
g j y gcurrent realities is the second component or the “R” of the GROW model.
GettingaPictureofWhereYouAre
What is happening now?
How often is this happening?pp g
When does it happen?
What is the affect?
IdentifyingObstacles
Identify the obstacle
Antidote given
Root out the cause
3/17/2014
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ExploringthePast
Goals that were met
Great behaviors
Great attitudes
Problems solved
DevelopingOptions
This module discusses how to explore options that will enable your colleague to move towards the goal that was set before them This is the
Whenapersonactswithoutknowledgeofwhathethinks,feels,needs,orwants,hedoesnotyethavetheoptionofchoosingtoactdifferently.
Clarkethat was set before them. This is the next component or the “O” in the GROW model.
ClarkeMoustakas
IdentifyingPaths
Buy‐in by your colleague
Innovation more creativity isInnovation, more creativity is possible when two work at it
Growth, the options developed will have more meaning
3/17/2014
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ChoosingYourFinalApproach
Does this option build new supporting skills?
D hi i hDoes this option meet the time requirement of the goal?
Is this option measurable?
StructuringaPlan
What are you going to do:
Tomorrow?Two
weeks?Thirty days?
WrappingitAllUp
In this module, you are going to learn how to finalize your colleague’s plan in a way that motivates them to take action immediately Wrapping up the
Agoodplantodayisbetterthanaperfectplantomorrow.
ChineseProverb
action immediately. Wrapping up the coaching session is the final component or the “W” in the GROW model to coaching.
3/17/2014
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CreatingtheFinalPlan
Learn Apply Measure Assess
IdentifyingtheFirstStep
Colleague feels valued with the investment
Helps to foster a better working relationshipp g p
You give a chance for a role model to become a mentor to your colleague
New skills learned could be shared with other colleagues
GettingMotivated
Be consistent
Be respectful
Be caring
Be flexible
Be a cheerleader
3/17/2014
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TheImportanceofTrust
This module discusses the meaning of trust, its relationship to coaching and building trust. Building trust must be a sincere desire in you It
Withouttrust,wordsbecomethehollowsoundofawoodengong.Withtrust,wordsbecomelifeitself.
must be a sincere desire in you. It requires an investment in time and emotion. Anything less will not foster a trusting relationship between you and your colleague. First let us begin by defining what trust is.
Anonymous
WhatisTrust?
Built over time
Reliance in you by being
fair
Truthful
TrustandCoaching
Don’t
Degrading
Ostracizing Don t be a DOPE Punishing
Evaluating
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BuildingTrust
Always respect your colleagues
Keep things confidential
Keep your promises
Tell them you believe in them
ProvidingFeedback
Understanding how to structure feedback is essential in balancing trust with the need to discuss desired and undesired behaviors with your
I’velearnedthatmistakescanoftenbeasgoodateacherassuccess.
JackWelch
and undesired behaviors with your colleague. In this module, you are going to learn techniques for delivering feedback well. Let us begin.
TheFeedbackSandwich
Praise
Opportunity for growth
Praise
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ProvidingConstructiveCriticism
Avoid addressing multiple issues
Focus on being timelyFocus on being timely
Focus on observable actions or behavior
Focus on a plan to change the behavior
EncouragingGrowthandDevelopment
Develop a peer mentorship process
Use your internal training departmenty g p
Send your colleague on lend to another department
Send your colleagues to seminars if your budget allows
OvercomingRoadblocks
In this module, we will discuss ways to overcoming roadblocks. Some of the things you will learn are identifying common roadblocks re‐
Obstaclesarethosefrightfulthingsyouseewhenyoutakeyoureyesoffyourgoal.
HenryFord
identifying common roadblocks reevaluate goals and focus on progress. Roadblocks are not dead ends. They are warning signs that will help you identify when you need to intervene and get your colleague back on track.
3/17/2014
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CommonObstacles
Lack of confidence in coaching
Fear of confrontation
Fear of failure in coaching
Afraid colleague will not respond
Re‐evaluatingGoals
Revisit the starting point
D i h h bDetermine what has been accomplished
Review the amount of time left
FocusingonProgress
Increased communication
Build trustIncrease
motivation
Goal is reachedBuild good
relationship with your colleague
3/17/2014
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ReachingtheEnd
In this module, you will learn to recognize success, transition your colleague from this coaching goal to another and wrapping it up Let us
Thereasongoalsarenotreachedisthatwespendtimedoingsecondthingsfirst.
RobertJ.McKain
another and wrapping it up. Let us begin by discussing how to know when you have achieved success.
HowtoKnowWhenYou’veAchievedSuccess
Review the goals and compare them
Review the progressp g
List the behaviors
Strengths and weaknesses
TransitioningtheCoach
Overview of accomplishments given
Verify your colleague agrees
Engage the colleague with the next level of development
3/17/2014
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WrappingitAllUp
Transition the colleague
Organize all of your coaching documents
Your overall assessment
List of positive behaviors
List of achievements
HowMentoringDiffersfromCoaching
In this module, you are going to learn the practical differences and blend the two for a balanced development program. In addition, we will discover how to integrate the GROW module
Mentoringisabraintopick,aneartolisten,andapushintherightdirection.
JohnCrosby
how to integrate the GROW modulewhen you are mentoring your colleague and finally, you will learn how to focus more on building relationships. Let us start by comparing the practical differences between coaching and mentoring.
TheBasicDifferences
• Interaction is usually not voluntary
• The focus is on a particular job function
Coaching
• Interaction is usually voluntary
• Career development is the overall goal
Mentoring
3/17/2014
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BlendingtheTwoModels
Increased flexibility
Allows you to supervise your colleaguey p y g
Your colleague will feel more empowered
Greater satisfaction for both you and your colleague
AdaptingtheGROWModelforMentoring
What are your career goals?
Where are you in relation to your career goal?goal?
What are activities you think will help?
How do you want to go about this?
FocusingontheRelationship
Demonstrate caring by listening
Demonstrate understanding by acknowledging and
empathizingempathizing
Demonstrate listening by giving your undivided
attention
Demonstrate respect by keeping the relationship professional
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WrappingitUp
This is the last module of today’s session. We have learned many things about coaching. Implementing what you have learned today immediately is the best a to start changing o r
Thingsdonotchange;wechange.
HenryDavieThoreau
the best way to start changing your behavior. Remember that coaching is an equation that includes you. Your colleague will respond better if they see you are willing to change to help them reach higher performance.
WordsfromtheWise
John Wooden
• If you're not making mistakes, then you're not doing anything. I'm positive that a doer makes mistakes.
• I don't wait for moods. You
Pearl Buckaccomplish nothing if you do that. Your mind must know it has got to get down to earth.
Warren Buffett
• I don't look to jump over 7‐foot bars. I look around for 1‐foot bars that I can step over.
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