the process for and impact of using coaching … feb coaching... · coaching to support...
TRANSCRIPT
THE PROCESS FOR AND IMPACT OF USING
COACHING TO SUPPORT ORGANISATIONAL
TRANSFORMATION
For EELGA Coaching Conference 5th February 2016
Norma Atlay Tina Dickens
The aim of this session is to:
• Outline the purpose and role of coaching at NHDC
• Share the results of a case study about the impact of
coaching at NHDC
• Help you relate the information to your own environment
• Identify some take away tips and ideas to help you make
coaching succeed
About us
Norma Atlay – Strategic Director Finance,
Policy & Governance, North Hertfordshire
District Council.
Coaching Sponsor & Champion
Tina Dickens – Director, 2J Consulting
Coach, supervisor & ILM coaching lecturer
Background to coaching at NHDC
• Norma attended Leadership in Business course, and
then involved QLearning in developing a bespoke
development programme for Senior Management Team.
• Saw potential for using coaching conversations to
manage change, prompted by budget cuts following
‘credit crunch’
• Introduced coaching framework and programme of
coaching training for managers and option for those
wishing to be in coaching pool to complete ILM Level 5
in Coaching and Mentoring
Coaching at NHDC today
• Coaching conversations used by many staff to resolve
issues and problem solve
• Ongoing training within ILM programmes and ‘Manager as
Coach’ internal courses
• Programme of coaching training for managers and option
for those wishes to be in coaching pool to complete ILM
Level 5 in Coaching and Mentoring
• Sits alongside other Learning and Development options
• Available to all staff by request and always offered to new
staff and / or those receiving promotion
Breakout discussion
“How does the initial NHDC requirement for
coaching relate to your organisation?”
Coaching researchWhy?
As Visiting Lecturer on the ILM Programme at North Herts College Tina
had trained many of the NHDC coaches and was impressed by how
well run the coaching initiative was.
How?
Quantitative Research:
1) Key questions inserted into the annual staff survey for ALL staff to
complete
2) Two online surveys created. One for coaches to feedback their
experiences and one for recipients of coaching
Qualitative Research:
All key stakeholders interviewed face to face, to collate their in-depth
perspective on coaching at the council
The research findings: staff survey results
• 26% of staff (who responded) had requested coaching
• Of the 54 respondents who had received coaching their
expectations were fully met in 50% of cases and partly
met in 32% of cases
• Of those who had not requested coaching, 20% did not
know it was available, 33% didn’t know what it was and
41% didn’t want to ask
• Two respondents said that they were nervous about
opening up to internal coaches
The research findings: survey of coaches
• The main reported benefits of being a coach are personal
and professional development (91%)
• In addition 42% found that it has given them an expanded
professional network
• They most enjoy helping people and least enjoy the
challenge of finding the time to coach properly
• In spite of the time challenge 42% reported that they had
found no barriers to their coaching practice
• The coaches keep up to date with coaching skills in a
variety of ways
The research findings: coaching recipients
• The impact of the coaching was that:
50% were more effective in their role
44% increased their self-awareness
37% developed skills to help them move into a new role
• They most enjoyed the support and ‘attention’ that the coaching process gave them. They reported that they least enjoyed the process of opening up to someone.
• In 31% of cases the manager had recommended coaching and in an equal 31% of cases they were not involved at all. In one case the manager was the coach!
• “Coaching and mentoring lead to development and
performance improvement in both formal and non-directive
ways. It harnesses and recognises latent skills, enthusiasm,
commitment and talent to build confidence, and a shared view.
It also helps to create a reflective environment leading to self-
awareness.”
• “It is an embedded component part of the development toolkit,
and one which requires the individual’s drive for progress. It is
part of an ongoing drive to maintain a culture of learning and
adapting. Evidence from surveys (staff and IIP) suggests it is
informally embedded.”
The research findings: qualitative results
• “It has helped manage the loss of posts through a period
of change whilst improving performance against PIs,
raising customer service standards and retaining qualified
staff. Coaching has been an underpinning part of this.”
• “It has saved money: targeted to individual needs / time is
spent appropriately / development happens in a timely
and cost effective way / uses internal ‘free’ resource / not
PAID for any coaching for years!”
The research findings: impact of coaching
• “High impact (8 to 9 out of 10):
Coaching has been about “harnessing opportunities in difficult
circumstances”. Using coaching and searching questions has helped
find answers to cost saving demands. This has led to higher than
required savings. A natural progression of this has been the
development of workstreams to manage longer term ongoing cost
challenges, including people working outside their own areas.”
The research findings: impact of coaching
What next for coaching at NHDC?
- Embed good coaching behaviours through
staff training
- Develop internal coaching pool
- Steering group
- Promotion of coaching: what is it and how
can it benefit staff
“What would you say to other organisations considering adopting a
coaching framework as a tool to support staff through a period of
change?”
• Just do it! Combined with an understanding of the change curve it gives
opportunities to reassure people because you are listening, supporting and
giving some empowerment.
• It is an appropriate tool to use in the right circumstances. Has its place as a
proportionate part of development toolkit. Should be treated as
supplementary to organisational objectives.
• Do it! Give it a chance and don’t be afraid. There’s nothing to lose and a
huge amount to gain.
• Get senior management support and buy in, highlighting what’s in it for them.
• Do it incrementally, don’t shout loudly – it could put people off.
• It’s a really useful tool / approach for development if used in the right way =
ethical and skilled coaches and not remedially. It’s not always the right
solution and should only be offered when it is.
Actions to take away
What will you do as a result of the workshop?
Write actions on post-it notes & leave a copy on the board please
We are happy to follow up any of these points or answer any questions afterwards