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.
