The Work Place
Coach John said “A coach is someone who can give correction without resentment”. I agree with John Wooden as coaching calls for patience and ability to listen and motivate. I just attended a Coaching Seminar the past Tuesday and the curiosity pushed to accept the invitation. It was one of those things that I felt … why not! Partly I convinced myself that HR practitioners should be Business Coaches. A good reputation is hard to build and very easy to destroy. One single reputation that organisations should build is the culture of coaching in an organisation. I was informed by the facilitator that most businesses that have done well so far have real passionate culture of coaching and development of employees. One golden rule of any business is to give employees an opportunity to coaching and development. A solid understanding of coaching is paramount to the success of any organisation. Yet this is viewed paramount we often pay very little attention to genuine understanding of this animal. At times, sadly we let our ignorance get the better part of us and preconceived ideas limit our appreciation. In the increasingly fast paced world of work today, Business Coaching is vital. The rise of Coaching in organisations poses a range of diverse challenges such as creating value from the concept itself. Learning and Development department need to dig deep and guide the organisation to embrace the coaching culture as a means to retain and create HPO (High Performing Organisation).
Many authors have published and defined the concept. The literature offers many definitions of coaching. Peterson (1994) cogitates that coaching is a process that furnishes people with the tools and knowledge. Other writers such as Kampa-Kolesch and Anderson (2001) define coaching as a form of systematic feedback intervention that is designed to enhance professional skills, interpersonal awareness and personal effectiveness. To me, coaching is guided structured purposeful process aimed at improving performance of an individual. Coaching has the potential to transform relationships within an organisation. The previous article was based on the HR and Business Partnering. This article is a continuation of the previous article but driving the point that Coaching is one core Business of HR. The relative value of HR and Business Partnering can be demonstrated by the ability of HR to provide and foster culture of Coaching in an organisation. The traditional HR Coaching focused on Assistant Divisional Managers addressing organisational issues and opportunities with employees. HR Department is at the centre stage of Coaching in any organisation and even the traditional concept of HR Coaching depicted HR as the middle-man.
As HR Business Partners, Learning and Development Managers or Organisational Development Manager are we really providing Coaching that is of real value to an organisation? Before putting the horse before the cart, are we trained to be Coaches to start with? I mean, do you have your own Business Coach or HR Coach as a HR Practitioner? The need for human resource expertise continues to fuel a strong demand for the services of skilled HR coaches to assist organisational success. Organisations are shifting their competitive strategy from competing on low cost to producing high value services that will attract and retain customers and this is based on Business and HR Coaching. HR is at the centre to provide guidance on Coaching in an organisation to managers and partners as a way to promote business excellence. It takes more than a change in the organisational structure to transform an entrenched culture of Coaching, and the question is – Can HR take that centre role? I think yes, because in my opinion you cannot separate Coaching from HR.
Great coaching lessons cannot be concluded without embracing one of the greatest football coaches – Sir Alex Ferguson – who shared that his success was a result of the culture he created. HR Department should drive and assist in implementing the culture of the organisation. Coaching, if embedded and shared by all in an organisation, will bear fruits. HR Coaching in organisations calls for HR to be consistent and disciplined. The discipline will arise from formulating policies and procedures as guiding frameworks and this will also include the measurement and evaluation of the process. Measurement implies difference and Evaluation adds meaning to measurement. Someone said, “You do not measure what you get, you get what you measure” and many Coaches and coaching programmes are either evaluated superficially or not at all. For Coaching to sustain credibility, levels of evaluation need to increase and business results and behavioural change must be evident. In conclusion, HR and HR Coaches should start doing their business right and coach for success.