in Company shows 529% return on investment in ExecutiveCoaching, concludes:
The target population for the survey was 43 leadership development participants. These participants were drawn from tworegions: Eastern United States (37) and Mexico (6). These participants represented a cross section of the business and included those in sales, operations,technology, finance and marketing. Source: ASTD Article 2002
Three-quarters (77%) of the 30 respondents indicated that coaching had significant or very significant impact on atleast one of nine business measures.
Overall, productivity (60% favorable) and employee satisfaction (53%) were cited as the most significantly impactedby the coaching.TMP Worldwide Singapore is planning to introduce a new 2-day “Fundamentals of Coaching Practice” Course under licence with the Psychology of Coaching Unit at University of Sydney, Australia. This course is aimed at providing middlemanagers and senior managers with a core set of skills around coaching of their staff. Recent examples of companiesusing our services in this area include Telstra Australia and ANZ Bank Australia.The Gallup Organisation have already determined that a key issue of retention is the quality of relationship between eachstaff member and their immediate supervisor. This is consistently the key factor across all levels of a company or organisation. Leaders being able to coach their staff can enable these relationships to be win-win-win. The company andeach party can benefit from applying coaching as a tool for staff performance development. Coaching places theresponsibility for development into the hands of the staff concerned but enables managers to guide and direct the focusand strategy of development to suit each individual.
More information on this to follow: if you would like to be kept informed about developments in this area, please drop me an email at email@example.com
There are many in the current business cycle: from induction to performing in the job, from performance to performanceimprovement, then possibly as the business re-structures, the next transition could be outplacement for some and re-hiring for others. A core skill requirement is managing transitions, or change management as it is often known. Humanresources needs awareness of the need for managing these transitions, they need to know what is involved and how tomake it work best for their organisation in terms of public and internal relations, as well as productivity and cost controltoo. A quick search on the internet shows the following sample of competencies needed by managers and leaders in thisarea:“To understand and apply the principles of change management to achieve organisational goals
to view change as an opportunity for growth
to apply the principles of change management
to shift priorities, adapt to changes to fulfil the agenda
to be attuned with developments in the global picture
to gain support for non-traditional activities/decisions
to support staff in dealing with change
These competencies have corresponding skills and knowledge together with specific individual attributes that will lead toeffective delivery of response to change in individuals. Each level of management and leadership will have quite specificroles, competencies and development needs in this arena. TMP Worldwide Human Capital Development can assist youto define, develop and implement effective change management and transition management programs inside your organisation.