Deepening The Career Coaching Culture

Good day! Another opportunity for sharing learning moment.

Recently, we did a run for a multi-national insurance company desirous of getting its executives and managers to become people career coaches. It is the truth that while many companies claim to be concerned about career planning and management, they devote little time and resources to it. Their words do not match their actions.

This company is different. It takes coaching for career management very seriously. Together with us in Ancilla we have partnered to develop a system that works. Recently we did another training program to introduce new managers and executives to the system and how precisely they have to coach. In fact after two years of implementation, we are about to plan and introduce further innovations.

Career coaching has many benefits. It is a talent management tool that allows companies to keep the best of scarce talent. It saves money since search can be quite expensive. Then a new employees takes time to grow in terms of the learning curve and reach optimum performance.

The training program does not simply introduce the system. It trains managers to practice best coaching practices using role plays of actual situations that occur in the work place. Using a triad, playing roles of coach, coachee and observer accordingly, the learning is focused and intense.

Playing the observer role hones the person’s ability to give praise as well as constructive criticism that works.

In role playing, managers learn how to manage even difficult situations. In one instance one coachee played the role of a disappointed employee, who feels he has been bypassed for a promotion that he felt he deserved.  Presenting this situation in plenary the other participants were able to contribute other ways of handling the situation. 

What are the key principles that work for effective career caoaching for this company?

One the career coach is not the immediate superior. Often the immediate superior runs after the day to day results often neglecting career coaching. The career coach meets with the coachee once a quarter. S/he gives a listening ear. S/he monitors the development actions agreed upon. S/he prepares a coaching log that is then submitted to the human resource unit.

Two, the career paths are clearly spelled out from entry level to senior manager level. They spell out clearly what is required from the person desirous of getting to the next level. They include projects to be successfully undertaken and competencies to be acquired. The required performance appraisal rating  level expected is likewise included.

Third, decisions on promotions are jointly decided by the coach and the immediate boss. Once a year, candidates for movement and promotion who have completed requirements are recommended.

Try out these key principles that work.