That’s what we’re asking in our latest White Paper ‘Coaching Employees for High Performance’.
In a nutshell ‘Employers need to be employee centric’ – a philosophy espoused by LinkedIn’s Reid Hoffman. He believes the role of employers is to make their employees more employable.
White Paper co-authors Anne Fulton CEO of 10Eighty’s Antipodean partners’ Fuel 50 and Natalie Hackbarth Inbound Marketing Manager of Quantum Workplace, an employee feedback software company, collaborated to produce a handy HR guide for implementing manager or peer coaching programmes with a real impact.
Employee engagement experts, Anne and Natalie, provide a raft of insights into learning and development strategies and consider how organisations can create a coaching culture, and how manager coaching and peer coaching can optimise employee engagement and talent management, particularly in conjunction with the powerful career pathing software CareerCENTRE™.
Forge a thriving coaching culture
The 18-page ‘Coaching Employees for High Performance’ White Paper includes the Top 5 learning and development opportunities and 4 Keys to create a culture of coaching. And how a fusion of these two processes can make a valuable contribution to your talent management strategy.
Understanding the roles of manager coaches and peer coaches and nurturing these two complementary coaching styles is important. But for a coaching culture to truly thrive, a commitment to engagement and employee development is essential.
The White Paper also provides a ‘best practice bundle’ for successful coaching:
- Set expectations
- Educate the coaches
- Create structure
- Set a frequency
- Consider attribution
- Encourage 2-way conversation
- Track, monitor and measure progress.
Coaching drives engagement
“People will produce more than they think they can if they’re challenged.” Ray Titus, CEO of United Franchise Group.
10Eighty’s CEO Michael Moran, expands: “Employees want to be developed. This is a key driver of engagement. In fact, research tells us that nearly 8 out of 10 employees who said their organisation had a formal development programme were engaged.”
Michael continues: “The connected conversation is at the heart of any developmental intervention. It is a conversation to understand what engages the employee, their values and motivators – what they like doing and what they are good at. This connected conversation is all about coaching.
“Line managers who spend time coaching their employees are rewarded with greater productivity, increased loyalty and a workforce that demonstrates a ‘can do’ attitude.
Research tells us that coaching by your line manager or by your peers is the biggest driver of engagement of any developmental initiative. “
Find out more
To get your copy of ‘Coaching Employees for High Performance’ simply click here and enter your details.