Professional Documents
Culture Documents
Organisation?
INTRODUCTION ..................................................................................................................... 1
THE CHANGING LANDSCAPE ................................................................................................ 3
Change: the new constant ....................................................................................................... 3
Organisations that thrive and survive are agile ..................................................................... 3
Need for constant learning and development of employees ................................................ 4
Need for conversion of knowledge into skills and productive actions ............................... 4
Need for natural leadership .................................................................................................... 4
Change from with-in ............................................................................................................... 5
THE ISSUES ORGANISATIONS ARE FACING .......................................................................... 5
Perceived job-insecurity explains 50% of occupational stress ............................................. 5
Increasing workload................................................................................................................ 6
Presenteeism............................................................................................................................. 7
Low up-take rates of occupational health interventions...................................................... 7
Insufficient modelling by management .............................................................................. 8
Need for a sense of purpose .................................................................................................... 9
THE WAY FORWARD: THE RECOMMENDED PATH............................................................. 9
INTRODUCTION
Its fair to say that many organisations are going through a crisis. Psy@Work assessed 35.000
employees in the course of 2016, in countries like Belgium, France, Germany, Spain As a general
rule, two out of three employees are in need for some form of assistance. About 25%
suffer from burnout, depression, anxiety, or a combination of these.
a. A loss of purpose: people are wondering whats the meaning of what theyre doing.
What are they contributing to? What is their role? Does it correspond to their values?
Against this background, and applying a people-driven (as opposed to process-driven) approach,
we suggest that coaching should be at the heart of every organisation. If people are at
the core of the NEW organisation, and since they are facing the issues mentioned earlier, providing
each of them with their personal coach (virtual or not), makes sense.
After assessing the employees an exercise every organisation should make at least once a year
we can identify 2 groups:
a. The healthy ones: the ones that are in both good physical and mental health and
reasonably engaged. This group represents roughly one third of the organisation. For
them, coaching should focus on training their professional skills and boosting their personal
development
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b. The unhealthy ones: roughly two thirds of employees suffer from psychosomatic
symptoms, exhaustion, stress, burnout, depression or anxiety. They struggle with
motivation and finding meaning in their job. For them, coaching should deal with their
issues and the underlying causes.
Technology has made it feasible for every single employee to have his/her
personal coach. Weve put personal between quotes, since for part of the employees coaching
is done by a computer (eCoaching). Thanks to progressing artificial intelligence the most
advanced systems already contain thousands of rules , the adaptation of the coaching process to
the individual needs and preferences is often more personalised than by applying a traditional
human coaching process.
Experience in the field has learned that coaching is a continuum from pure eCoaching to
pure face-to-face coaching. In between, all sorts of hybrid forms of coaching have been
developed. Adapting the form of coaching to the individual employee in function of his/her needs
and preferences, is one of the new challenges we are facing. Research seems to point to hybrid
coaching as the one that represents the best fit with both the employees needs and preferences,
and with the available resources.
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THE CHANGING LANDSCAPE
Change: the new constant
a. Opportunity: change means opportunity, for both the organisation and the individual
employee. The organisation can take advantage of change by expanding into new
products and services. The individual could grow inside or outside the organisation,
towards the ideal job.
Coaching plays a key role in this psychological appraisal process. Where it teaches cognitive control
techniques, it can help in perceiving the same situation as an opportunity, instead of a threat.
Where it teaches the individual new skills (problem solving, time management,), the employee
feels better prepared for coping with the new situation.
Both our individual success, as the success of the organisation, depend on how we deal with
change. With change occurring more and more often, and with deeper consequences, it starts
dawning on many organisations, that a top-down approach doesnt work anymore. Trying to
adapt organisational structures and processes in an attempt to make them more fit with the new
environment, has proven increasingly difficult, with small or even negative pay-offs.
Successful organisations have taken up a bottom-up approach. They have put the
individual at the centre of the action, by empowering and coaching him/her. Many examples
already exist of organisations that constantly, and naturally adapt their structures from with-in,
adjusting to their environments. Some are even virtual, composed of teams of people who might
never have met in person.
It is only a small step from realising that the individual is at the core of the organisation, to linking
the organisational success to the degree of effective assistance for the employee to perform best.
We call this assistance coaching. Coaching can help to bring out the best in everyone, in
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teaching people to better work in virtual teams, improve their employability, increase their
engagement, and help them to overcome issues (exhaustion, burnout, depression,).
Coaching should start with an individual assessment of ones needs and preferences and design the
ideal coaching path. In our own research, weve discovered that adoption rates for professional
and personal development that used to be quite low (10%), tend to increase significantly when the
proposed development path is perceived by the employee as fitting his personal needs and
preferences.
Psy@Work has developed thousands of rules (algorithms) that map the individual assessment
with the components of the coachees path. Mapping goes beyond the content of the path,
and also affects the form. Some employees might benefit more from a strict eCoaching approach,
due to its convenience (available 24/7) or strict confidentiality. Others might need the warmth and
discipline inducing effect of a personal coach, guiding and following up the eCoaching process.
There is a fundamental difference between knowing and changing behaviour. Thats why
eLearning needs to come with techniques, tools and assistance to transform knowledge into a better
overall performance and well-being.
Too often, managers and leaders are appointed based on their seniority or formal skills, and not
based on their leadership skills.
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We know that leadership
can be trained. Thats where
coaching plays a critical role.
Those employees who are
prepared to work on their
professional and personal
development, should have the
opportunity to do so. We
know that spontaneously, less
than 10% will accept to be
coached, even if its offered to
them for free. Organisations
will need to become better at promoting employee development. Employees should receive
clear and constant signals that working on yourself forms part of the corporate
culture. This is accomplished by communication campaigns (marketing), HR policies (including
coaching as part of the periodic appraisals), and modelling by existing leaders.
Coaching does that, and should be applied to all employees. Coached employees will not
only cope better with the new challenges, but they will turn them into opportunities they are eager
to take advantage of. The need for skills and assistance should be assessed for each individual, and
delivered efficiently. ECoaching, assisted eCoaching and Hybrid Coaching, in combination with
constant assessment, can do the job.
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Nowadays, employees should be thinking in terms of professional and personal
development, and well-being, instead of career. By developing himself/herself, and staying
in good mental and physical health, the for him/her best options will become available.
Employability, or the capacity of adjusting to new demands in ones environment, becomes an
important factor in the perception of threat, and hence in the generation of stress. The more
employable one becomes, the more opportunities for professional and personal progress there
will be. It boosts self-confidence and a sense of self-efficacy.
Increasing workload
Most studies about occupational stress, conclude that workload is increasing. This is true for
all age groups, men and women, all functions and all sectors.
Few organizations have the possibility of effectively reducing workload. The reason is mostly
economical: the pressure of productivity. Recent studies including our own research with over
35.000 employees in 2016 have reached the conclusion that 2 out of 3 employees are either at
the limit of exhaustion, or already well beyond (burnout, depression,). Urgent actions are
needed.
Coaching can help with adopting better coping mechanisms regarding stress, and
one of its mayor causes: the increasing workload. These techniques range from cognitive-
behavioural ones (like reframing, controlling thoughts,) to relaxation techniques (breathing,
visualisation, mindfulness,), and have proven very effective in reducing the perceived stress.
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In addition, coaching contributes to an actual reduction of workload through the training of
professional skills, such as time-management, decision making, problem-solving
Presenteeism
Stress and its negative consequences is strongly affecting the motivation and engagement of the
employees. In combination with the perceived job-insecurity, employees who are not really fit
for work rather go to work than stay at home. Based on recent studies, this phenomenon is way
more important than initially thought. On average, across sectors, presenteeism is about
10 times more widespread than absenteeism, covering practically 15% of the workforce. Its
impact is so important that the productivity of entire nations, compared to others, has been
explained by it.
In addition, every three months, the organisation could pick a well-being topic (for
instance better coping with stress, work-life balance, mindfulness) for an
organisation-wide campaign.
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Coaching kick-off workshops of about 1,5 hours have also proven to be effective. Every
three months, in every (important) department of the organisation, such a meeting
should be organised.
b. Word of mouth publicity: in the interventions that were done by Psy@Work over
the past year, there has always been a core group of people who really loved the
coaching-experience and its effects. These people tend to talk about it with their
colleagues, who in turn get interested. The higher mentioned well-being website could
allow those people who got motivated by the success-stories of their peers, to sign up
at any time during the year.
c. Value the coaching effort: in their communication, managers should stress the
importance of the employee working on himself/herself. They shouldnt
underestimate the importance of giving the example: they should take up coaching
themselves (called modelling in psychology). The fact of being enrolled in a coaching
programme, should have a positive impact on the periodic appraisal of employees.
d. Allow for the perfect fit of the employee with the format of coaching:
some people are perfectly fine with pure eCoaching. It allows them to choose their
own rhythm, its convenient (24/7) and can also be totally confidential. But many need
at least the initial calibration (the process of getting to know someone, during the
first encounter) and follow-up of a coach of flesh-and-blood. We would strongly
recommend to let the employees choose the format of coaching, according to their
preferences. In our experience, this not only influences up-take rates, but also affects
adherence positively. Research of Psy@Work shows that organisations were able to
reduce drop-out rates from over 50% to merely 20%, by adding the
human component.
Even the Dalai Lama confessed that also for him meditation is hard! For all of us, working on our
professional development, personal development and/or health, represents a
serious effort. Were not naturally drawn to it. And even if we put our New Year resolutions in
practice and get started, we often even mostly fall back into our old behavioural patterns.
In reality most of us need role-model examples and social support to get started, and even more
importantly, to maintain a new habit. On average, it takes 6 weeks, before the new habit is
automated. Or in other words: if only we can keep up the effort for 6 weeks, once it has become
part of our new daily routine, chances are that we will continue.
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It is precisely here where management has a key role to play. It might be necessary to offer
management training (3-hour sessions) with a particular focus on the importance and effects of
modelling (providing the example).
People need to find meaning in what they do. Arguably, this phenomenon is part of a
broader issue in our society. The historical providers of meaning, religion and family, are having
much less impact today, leaving us with the mission of finding purpose ourselves.
Coaching can fill this gap. As part of the coaching paths that our platform offers, there are sessions
on authenticity and defining your personal and professional goals, in accordance with your own
values. It is much more likely that youll go the extra mile and feel resilient and engaged,
when youre convinced of the meaning of what youre doing.
Bottom-up interventions, assessing and responding the needs of every individual employee,
are 7 times more effective than top-down interventions.
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not to fall in the trap of stereotyping. For instance: younger people might pick up eCoaching faster
than those who are at the end of their careers. Nevertheless, research shows that adhesion rates
with the older co-workers tend to be higher.
The recommended path for dealing with the dual challenge, would contain the following steps:
3. A Well-Being Survey which assesses both the employee and the organisation. A yearly
roll-out of the Survey would provide a stick in the ground for yearly developments and
identify specific vulnerable groups. These groups could be approached with a targeted
Survey.
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The figure below illustrates what can be achieved with the recommended path (Psy@Work,
2016).
The percentages of people in each category (with a different colour), are the ones of employees
who have been actually coached. So, they are not representing the average distribution of employees
in an organisation. We can see that the healthy (green) group, which mainly contains
resilient/engaged employees, grew from 44,1% to 71,2% in six months.
The orange group contains people with alarming symptoms, which if not dealt with most
likely will end in burnout, depression or anxiety.This group has been cut by half in six months
of coaching.
The red group represents people with burnout, depression or anxiety. They went from
35,6% to 22% in six months.
Employees suffering from a severe depression, are shown in dark red. Their percentage was
decreased from 8,5% to 1,7%.
We can conclude that this is hopefull news! The combination of technology and psychology
can be effectively implemented for both the development of resilience/engagement
and the dealing with issues like exhaustion, burnout, depression and anxiety, in
organisations.
Thanks to its relatively low cost and very high return, there is no excuse anymore for not
putting coaching at the heart of the organization.
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