Human Resources

Coaching “Intrapreneur”

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Professional Coaching is growing at an exponential rate as the public awareness of its effectiveness grows and more suitably qualified individuals enter this relatively new entrepreneurial endeavor. New coaches see the opportunity to truly leverage their existing skills, experience and wisdom to be the catalyst in people’s lives and truly provide tangible value to clients.

What is also fast emerging is the “intrapreneurial” variation of coaching. This is where people are consciously taking the methodologies and affecting real meaningful change within organizations by creating an internal coaching capability. 41144838 - coaching word cloud, business conceptThough primarily viewed as a skill set that could enhance the human resource function, it is also emerging as a most effective way for supervisors, managers and executives to interact most productively with their reports.

Like most disciplines within an organization, Human Resources have had to adapt. Traditionally viewed as the department that problematic employees were sent to be “sorted out”, they also had the reputation for not being in touch with business realities. Progressive human resource functions have had to step up to the plate, become much more strategic in their thinking, earn their place at the table and establish much greater credibility in terms of their contribution to the overall organization.

Acquiring the skills of coaching has been a huge enabler in this regard. Front line supervisors and managers are now being confidently and effectively coached by their HR Partners on how best to handle difficult employees. This in turn provides the freedom to be much more influential throughout the organization which helps to enhance credibility. Indeed it is ultimately allowing HR to develop innovative support structures to ensure fully trained, motivated and engaged employees show up all the time.

In addition for the business, having this internal capability reduces the costs associated with expensive external coaches but, more importantly, is making coaching more accessible to existing and emerging leaders. One clear sign of the prevalence of coaching today is that organizations are now advertising for HR professionals that have a formal Coaching Certification.

Human Resources for the Future

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When most non-Human Resources (HR) people think about this function, it’s typically not with a feeling of endearment. If you go back a number of years when it was more commonly known as the Personnel Department, the perception was even worse. However, in successful organizations today, the Human Resources function is redefining its role and, in many cases, being greeted with open arms and sought after. What has happened to cause this shift?human-resources-pic

In truth, the modern HR function is adopting a much more “proactive developmental” role, versus the traditional “reactive remedial”. The latter was very much associated with problem employees, policing the rules and administering policies that really didn’t add any value. However, today HR is truly stepping up and is gaining a place at the table purely on the merits of providing value added systems and support to the organization.

A key contributor is that the HR function is now the facilitator of performance growth or Organizational Development (OD). The emphasis is on assessing the individual relative to the job requirement and ensuring they have the skills / knowledge and, most importantly, the support to bring about significant performance improvements. There is ongoing monitoring of this rather than the traditional Annual Review that everybody hated and, quite frankly, did very little to improve performance.

The modern HR professional also has a new set of knowledge and skills. They are now utilizing the methodologies of Coaching and this is building credibility and sustainability into the professional development mentioned above. It is also modeling a set of behaviors that are essential to leadership. This is about being able to have the impactful conversations that get to the root causes in an empowering way and that ultimately leads to positive motivation and sustainable results.

Many organizations claim their greatest asset is their people but are not quite sure how to go about this. The reality is that people drive an enterprise; they are both the engine and the fuel. We are also dealing with a new more challenging type of people through the influences of technology and generational issues. A progressive and fully functioning HR function is now essential to serve the organization’s evolving needs.

Selling Training / Coaching to Organizations

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employeesProfessional development is not an easy sell. In fact in many organizations, training is seen as a discretionary cost and, if budgets are tight, it is often one of the first things to be cut. This maybe perceived as understandable as often associated benefits are less tangible and impact is not typically immediate.

Consequently for those selling their training or coaching services, one needs to be mindful of the agenda of those to whom they are selling to. Quite often it starts with speaking with a Human Resources representative who is charged with the responsibility of identifying a suitable program and vendor. They in turn will typically present and justify their recommendation to the Business Leader of the people identified for training. So here are a few key considerations (and associated questions) to think about depending on whom you are dealing with.

What’s Important to Human Resources
1. Curriculum
What does the program involve in terms of training manual and assessments used? How long does it last and what experiential components are there?
2. Trainer Qualification
Who are the trainers, what’s their style and backgrounds?
3. Testimonials
Who else has done this training? What has been their experience? Can we speak with somebody?
4. Cost (if coming from OD budget)
How much will it cost and how many per class?

What’s Important to the Business Leader
5. Business Benefits
How will my group be better as a result? What are the deliverables? What has been your experience with a similar discipline in another organization?
6. Program Duration
How do you propose to do this training? How much time will participants be away from their work? What else do they have to do?
7. Participation
Who are the best people to put in the first group or should I put those who need it most?
8. Cost (if coming from business unit budget)
How much will it cost and what’s the return on investment

Final Tip: Consider coaching the Human Resource representative on how best to subsequently sell to the Business Leader by sharing all 8 tips.

Changing Face of Human Resources (HR)

by necoaching necoaching No Comments

When most non HR people think about this function, it’s typically not with a feeling of endearment.  If you go back a number of years when it was more commonly known as the Personnel Department, the perception was even worse.   However, in successful organizations today, the Human Resources function is redefining its role and in many cases being greeted with open arms and even sought after.  What has happened to cause this shift?

In truth, the modern HR function is adopting a much more “proactive developmental” role, versus the traditional “reactive remedial”.  The latter was very much associated with problem employees, policing the rules and administering policies that really didn’t add any value.  However today HR is truly stepping up and is gaining a place at the table purely on the merits of providing value add systems and support to the organization.  This is being accomplished on three fronts.

1. Professional Development

The HR function is now the facilitator of performance growth or Organizational Development (OD).  The emphasis is on assessing the individual relative to the job requirement and ensuring they have the skills / knowledge and most importantly the support to bring about significant performance improvements.  There is ongoing monitoring of this rather than the traditional Annual Review that everybody hated and quite frankly did very little to improve performance.

2. Coach Approach

The modern HR professional also has a new set of knowledge and skills.  They are now utilizing the methodologies of Coaching and this is building credibility and sustainability into the professional development mentioned above.  It is also modeling a set of behaviors that are essential to leadership.  This is about being able to have the impactful conversations that get to the root causes in an empowering way and that ultimately leads to positive motivation and sustainable results.

3. Leadership

Because of HR’s new modus operandi, high potential professionals are now being drawn to this particular discipline of the business rather than the heretofore attraction of sales, operations and finance.  HR is now playing a significant leadership role and is seen to be a significant cog in the potential success of the business.  There are no longer on the periphery and so the credibility of HR continues to grow.

Many organizations claim their greatest asset is their people but are not quite sure how to go about this.  The reality is that people drive an enterprise; they are both the engine and the fuel.   We are also dealing with a new more challenging type of people through the influences of technology and generational issues.  A progressive and fully functioning HR function is now essential to serve the organization’s evolving needs.

Coaching “Intrapreneur”

by necoaching necoaching No Comments

Professional Coaching is growing at an exponential rate as the public awareness of its effectiveness grows and more suitably qualified individuals enter this relatively new entrepreneurial endeavor. New coaches see the opportunity to truly leverage their existing skills, experience and wisdom to be the catalyst in people’s lives and truly provide tangible value to clients.

What is also fast emerging is the “intrapreneurial” variation of coaching. This is where people are consciously taking the methodologies and affecting real meaningful change within organizations by creating an internal coaching capability. Though primarily viewed as a skill set that could enhance the human resource function it is also emerging as a most effective way for supervisors, managers and executives to interact most effectively with their reports. Read more

Decision Makers for Professional Development

by necoaching necoaching No Comments

Professional development is not an easy sell. In fact in many organizations, training is seen as a discretionary cost and, if budgets are tight, it is often one of the first things to be cut. This maybe perceived as understandable as often associated benefits are less tangible and impact is not typically immediate. Of course most progressive organizations recognize that their only way to get better is to invest in their people. After all that is what will keep them ahead of the competition. 

Consequently for organizations selling their training services, one needs to be mindful of the agenda of those to whom they are selling to. As much as 101 sales training will stress the need to speak to the ultimate decision maker, this is not always the possible, particularly in large organizations. Quite often it starts with speaking with a Human Resources representative who is charged with the responsibility of identifying a suitable program and vendor. They in turn will typically present and justify their recommendation to the manager of the people identified for training. So really there are at least two buying groups both of whom look at this proposition quite differently. Read more

What HR Type Make The Best Coaches?

by necoaching necoaching No Comments

In very general terms Human Resource personnel typically fit into one of the following broad categories:

  • Process Oriented: They normally specialize in areas such as payroll, benefits, recruiting, etc. They apply a very systematic and sometimes rigid approach and for the most part they see things as either black or white. They are typically most concerned about the outcome from the company’s perspective.
  • People Oriented: This group more typically aligns with areas such as performance, discipline, training, etc. They are generally seen as flexible and more people friendly. They have this knack of been able to assess the situation and work out a diplomatic solution. However their outcome concern has more to do with the person than the organization.

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How Coaching Supports An Organization

by necoaching necoaching No Comments

Coaching has emerged as a very dependable and effective methodology in the development of staff within organizations. Companies have long wondered how to make learning more sustainable and integrated. All too often a lot of money has been spent on sending people on various training programs, which very often contained great content; however the impact was never felt back in the company. Coaching, whether in tandem with or in support of training, provides the support and accountability to ensure that results emerge from learning.
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