The critical role of the manager in supporting learning at work through coaching by Michael Staunton
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Transcript of The critical role of the manager in supporting learning at work through coaching by Michael Staunton
- 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