在领导力发展计划中开展辅导项目ppt课件

1、Implementing Best Practices In Coaching- Ensuring That Coaching WorksAgendaDefine coachingChecks & balancesRoles in the Coaching ProcessUnderstanding coachingChoosing a coaching panelWhat Is Coaching?One-on-oneOngoing process (multiple sessions)Focus on improving insight and effectivenessOur Definit

2、ion of CoachingCoaching is the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective.Peterson & Hicks (1996)Continuum of coachingmanagerHR, ODTargeted CoachingComprehensive CoachingtherapyDrive overall developmentHow to do

3、the jobTechnical & functional skillsPerformance expectations & feedback Prepare for future rolesComplex challengesConfidential situationsFacilitate teams and relationshipsTransaction-basedSkills training Career counseling360-fddback that includes action planningTransformationalComplex situationsDiff

4、icult people & issuesRapid developmentEmotional & personality issuesFamily problemsSubstance abuseExecutive coachingConsultativeIndependent perspectiveWhy So Popular?Accelerating pace of changeIncreasing need for people to learn new things all the timeMaking a personal connectionChecks & BalancesIde

5、ntifying the business imperativeDefining your roleSetting expectations for the coachOutline expectations for the coacheeorganizationCoachCoacheeWhen do you choose coaching?In ORDER TOenhance skills for performing in current roleLearn new skills to prepare for future roleRetentionAccelerate developme

6、nt on a development opportunityFacilitate culture changeBUT NOTAs a benefit without clearly defined objectivesAs another development option on the menuAs a miracle cureIdentifying the Business ImperativeClearly define the purpose for using the coaching. Link to:Strategic objectivesOverall HR strateg

7、yObjectives of the works team/business lineHR Generalists Role Regarding ParticipantClearly communicate clear expectations to the participant (desired outcome & process)Assess participants motivation and insightHighlight clear link to business objectivesEnsure follow through and track progressHR Gen

8、eralists Role Regarding CoachesOrient coach to organizations culture, values, leadership initiatives, and business objectivesFacilitate contact with coaching sponsors (participants boss)Establishes key contact for coachesTreats coaches like strategic partnersFor Coaches: Practice and ArtCurrent Prac

9、ticeState of the ArtCoachesOrganizationsWhat are coaches doing today?How can coaches provide maximum value?Coaches: State of the Practices #1Coaches often emphasize one side of the partnershipPerson-centeredInsight-orientedMotivational, human potentialOrganization-centeredFeedback-orientedBehavioral

10、 focusWell-developed methodologies and tool-kitCoaches: State of the Art #1Coaches explore relevant information from all perspectivesInsight requires a view of the persons capabilities and style from all anglesMotivation requires both personal and organizational payoffCoaches: State of the Practice

11、#2Coaches often equate insight with learning360 feedback and development planningIntensive feedback from othersPersonal exploration about goalsCoaches: State of the Art #2Coaches guide people through the entire development processInsight is just the beginning; coaching needs to produce tangible resu

12、ltsFocus on the necessary conditions for developmentDevelopment PipelineThe necessary conditions for systematic people developmentDevelopment PipelineRaw talentIncreased capabilities1. InsightInsightDo people know what to develop?2. MotivationInsightMotivationAre people willing to invest the time an

13、d energy it takes to develop themselves?3. News Skills And KnowledgeDo people know how to acquire the skills and knowledge they need?InsightMotivationNew skills4. Real-World PracticeDo people have opportunities to try their news skills at work?InsightMotivationNew skillsReal-world practice5. Account

14、abilityDo people internalize their new capabilities to actually improve performance and results?InsightMotivationNew skillsReal-world practiceAccountabilityGapHelping others determine what the coaching should focus onGap GridWhere the person isWhere the person is goingThe persons viewOthers viewAbil

15、itiesHow they see themselvesGoals & ValuesWhat matters to the personPerceptionsHow others see the personSuccess FactorsWhat matters to othersCoaches: State of the Practice #3Definitions of coaching are all over the mapMany writers dont actually define coaching; they just describe what its notMany de

16、finitions focus on only one aspectFor Organizations: Practice and ArtCurrent PracticeState of the ArtCoachesOrganizationsHow are organizations using coaching today?How can organizations get maximum value?Organizations: State of the Practice #1Organizations make coaching decisions on a decentralized,

17、 case-by-case basisMany writers dont actually define coaching; they just describe what its notMany definitions focus on only one aspectOrganizations: State of the Art #1Organizations use coaching strategically-to get greatest paybackWhere can you invest in coaching to get the greatest return?Strateg

18、ic LeverageHigh leverage situationsMission-critical assignmentsHigh-risk situations; cant risk failureSignificant increase in work complexityLow leverage situationsMore cost-effective alternatives availableSystems or organization issueNeeds are common to many peopleFinancial Firms CriteriaGenuine de

19、velopment needLinked to improved business performanceIssue is not symptomatic of larger organizational problemPerson is open to learning and feedbackPerson is motivated to changeCoaching is most appropriate optionOrganizations: State of the Practice #2Shifting from fix-it coaching to coaching specif

20、ic groupsOn-boardingExecutivesSuccessionHigh potentialsInternational assignmentsOrganizations: State of the Art #2Integrate coaching with HR systems to meet organizational needsStart with business strategy and organizational needsAlign with existing HR systems and overall development strategyCoachin

21、g and HR SystemsOrganization NeedHR SystemType of Coaching1. Ensure talent for current needsStaffingTransition coaching2. Learn new skillsTrainingTargeted coaching3. Meet job requirementsPerformance managementPerformance coaching4. Ensure future talentSuccession planningDevelopmental coaching5.Retai

22、n talentCareer developmentCareer coaching6. Build effective organizationOrganization developmentExecutive coachingOrganizations: State of the Practice #3Organizations select and manage coaches informallySelection based on availability and reputationUse informal criteria to screen out coachesEmerging

23、 criteria and certificationsBeauty pageants on the riseOrganizations: State of the Art #3Organizations build a pool of coaches they can count onSelect in: find the best coachesDefine what works bestSource and review coaches against criteriaMatch people and coaches based on needProcesses to integrate

24、 coachesOrientation to organization, culture, and strategyManage like long-term strategic vendorsOrganizations: State of the Practice #4Organizations accept coaching as effectiveReliance on personal testimonialsWidely varied evaluation criteriaInformal tracking processesSelect the best coach: Six QuestionsBackground and expertiseWho else have you worked with on similar issues? What results did you achieve?What types of people & topics do you work best with?Who would you turn down and why?Approach to learningHow will you figure o