Coaching on Demand – How to use virtual coaching as part of your L&D kit bag to support and motivate your talent pool
By Jo Taylor - Managing Director of Let’s Talk Talent At Let’s Talk Talent, we…
We know you are being bombarded with pandemic-related newsletters at the moment which are no remedy for your Zoom-fatigued brain. So instead we have decided to dedicate this newsletter to a different ‘C’ word – not Covid but Coaching.
It’s a word that can provoke a strong response. It can either invoke a genuine delight or produce raised eyebrows and a high degree of cynicism. For many people, coaching is an invaluable resource that has helped them gain confidence, clarity, and those “lightbulb moments”. For others, it may seem a waste of money & time, and yet another HR fad!
In this edition of the Tucker Stone newsletter we are sharing some different, highly qualified, perspectives on coaching, on how and where it has proved to be of significant value, across all levels within an organisation – not just the select few in leadership.
For the HR profession, it has been a hugely testing few months – one which has required people to find solutions to significant challenges with no clear trodden path to follow; to support teams through incredibly tough decisions; and to work with leaders who themselves have struggled with new working conditions. In this context, coaching has, for some, proved to be invaluable – giving individuals the much-needed headspace to reflect, regroup and move forward. Yet we also recognise that it may seem like a huge cost, especially in these times where every penny counts. In our articles, we will see examples of where organisations have continued to invest in coaching, either at an individual, or team level, and evidence of some stand-out benefits, as well as some common themes emerging.
Coaching is frequently only offered at the highest levels of leadership or as a retention/development tool for top talent. Yet there is an increasing need for it to be used as a vehicle that can benefit a wider audience.
This newsletter explores; the role that coaching has played during change and transformation; how coaching can be made more accessible, thus impacting engagement and culture; themes and learning that have emerged from conversations with Executive Leadership Teams during the last few months.
As part of Tucker Stone’s continued commitment to developing HR leaders and their teams we can now offer onboarding coaching. A significant investment of time and money goes into the resourcing process, and our clients realise new joiners need to feel supported from an early stage in what is an exciting but potentially unsettling period.
Where does its value lie?
Research shows the cost of failed hires is extremely high and 40% of new leaders fail in their first eighteen months
What can we offer?
We provide coaching to organisations/individuals transitioning into a new role through a tailored package of 1-1 coaching sessions.
If you would like to know more about this, we would love to hear from you. We recognise that resources are tight for many businesses right now, but we know with certainty that investing in the people you have worked so hard to find will have an amazing impact.
Each newsletter we ask our Partners in the wider HR Community to provide commentary and expert opinion in their field and in this issue we are delighted to welcome:
Executive Coach and Principal Consultant at Q5 Partners
Ann supports organisations through transformation and change by helping them develop their leaders, culture and change capabilities. With over 20 years’ experience as both an in-house HR professional and in consulting roles, her work is grounded in extensive experience of implementing and supporting leaders through change.
“CCoaching has long been recognised as an effective way of supporting leaders in their development. Working with a coach can increase a person’s effectiveness by providing time for reflection, building self-awareness and helping them plan their actions to increase their impact. Coaching can be a catalyst for change and also a support during change. Often it is most effective when introduced at a time of professional transition or transformation – on starting a new role, picking up a challenging project, working with a new team, moving to a new organisation – times when the individual can’t necessarily rely on their established playbook. When encountering a new situation or set of challenges, what they did before may not be what they need now and might actually be what they don’t need.”
Managing Director of Let’s Talk Talent
For over 25 years, Jo Taylor has been working in Talent Management & OD, starting her career at the BBC as a storyteller – which gives her a unique insight into HR. Launching Let’s Talk Talent in 2015, Jo is currently delivering a wide range of Talent & OD projects for global clients with the aim of ensuring that people and organisations “unlock their potential in people”.
How to use virtual coaching as part of your L&D kit bag to support and motivate your talent pool
“At Let’s Talk Talent, we are huge fans of using coaching as a tool to unlock people’s potential. We have launched our very own on-demand coaching service, which allows us to focus a great amount of time on meeting talented staff and future leaders on a one-to-one basis and help them grow. In 2020 alone, we have led over 150 hours of coaching. This work has helped us gather valuable insight into which situations can truly benefit, what makes a successful session and how to prepare effectively. We thought we would share our main findings below. Findings born out of lots and lots of interviews commissioned by dozens of great clients, all of whom committed to connecting their people with their own specific purposes.”
Director – Interim Practice
At the very end of last year I sat down to write an interim market update and life, as we all know, was very, very different. The market was buoyant, businesses were in the final throes of planning for a successful 2020 and the mere suggestion of entire companies working remotely would have been met with more than just raised eyebrows. That said, with all my well-intentioned predictions thrown firmly out the window within the first couple of months of 2020, how has the interim HR market fared subsequently?
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