To enrich the coaching experience, HR plays a vital role in providing ongoing advocacy and support, accelerating the client's development, improving the coaching process, and achieving more impactful and long-term coaching outcomes.
FREMONT, CA: After more than two years of upheaval and change, an organisation may be ready to implement executive coaching. To make the most of these agreements, it can be beneficial for HR, the executive, and the coach to collaborate. While the coach and executive must maintain confidentiality, HR's involvement ensures that the coaching is in line with business requirements. Pre-defined roles for the coach, the client and HR; guidelines and principles acknowledged in advance, are the few key ideas to achieve a successful outcome from a coaching engagement.
A coaching relationship is essentially a business relationship initiated by the organisation and often facilitated by HR. Despite the high level of confidentiality between the client and coach, both the business and HR expect to know how things are going, especially when the contract is initiated by HR. However, HR must also be involved in shaping and identifying requirements and expected outcomes. Intentions must be clearly defined so that everyone involved receives what they require.
An industry-recognized expert who has immense knowledge of technical solutions for attractions and maintenance needed within a company, a client will desire an impartial third party to guide them through their plan of action, composition, and people processes.
However, for the HR support to serve and enrich the client's coaching experience, several success factors must be present for the client-HR-coach triad to be workable and effective. When these success criteria are met, HR will be well-positioned to play an ongoing advocacy and support role that will accelerate the client's development, improve the coaching process, and achieve more impactful and long-term coaching outcomes.
To improve a department’s structure, leadership and functionality of an organisation, listening sessions with all full-time team members and more-detailed sessions with the maintenance management team to gain feedback can work wonders. For HR to be of utmost effectiveness as a support for the coached executive, they should ensure that the client’s leadership development is reinforced by HR systems and processes. For instance, observing special assignments, internal learning and development resources, performance assessment, succession planning, and rewards and recognition. HR can function as an advocate for the client’s relentless development within the organisation and aid in ensuring comprehensive organisational support for the client’s development. When these processes are in effect and place, the welfare of the client is substantially improved through the sustained internal support of HR.