Integrating Coaching, Training

and Development with Talent

Management
Structured Orientation to the
Organization and Role
Superkeepers , who embody core competencies, and values to the organization- must be
matched to the goals of the organization.

Entry into a new role sets expectations not only for job responsibilities and goals but also for
ethics, values, and acceptable behavior.
Orientation to service, whether to an organization or a new role, is a critical stage of
development for all professionals.

Orientations may be structured or informal, as long as there is consistency with the message
delivered
Coaching Vs Mentoring

Mentoring in the workplace refers to a long-term relationship between two

individuals which involves guidance

workplace coaching focuses on the development of performance or behaviours

Coaching Vs Mentoring
Coaching and mentoring require similar skills such as listening, communication,
feedback and empathy.
Factors of successful talent coaching
It is a developmental strategy for the talent management of the organization.

This is not “once and done”. It is a ongoing development strategy.

Needs a succession of counselors, teachers, coaches & guides during the course of career.
Peer coaching

Networking Groups

Group coaching & one to one coaching

Leadership Coaching
Purpose of Leadership coaching
Mainly focused on
a) Retention of Talents
b) Increase in productivity
c) Development of high potential performers
d) Job satisfaction
e) Achievement of organization objectives.
Coaching in cultural context
“Thetalent myth assumes that people make organizations smart. More often than not, it’s the
other way around.”
Organization often employ leadership development both in succession planning and for building
internal “bench strength
Teaching addresses information, training addresses action, and coaching addresses
observations.
Transformational learning takes place in organizations when we have a conversation that causes
us to look at things differently
The evaluation of observations or review of actions takes place in coaching conversations
The external coach exercises considerable influence through dialogue

Two operational characteristics of the relationship:

The coach’s job is to objectively manage the delicate balance of addressing effective business
outcomes alongside the leader’s desired outcomes.
The outside coach should strive always for a relationship as partner, colleague, ally, or equal—
never as a “superior” or “authority.”
Coaching a strategic tool to excel
Jobs are more complex.
Leadership challenges are more complex.
Feedback is needed, yet rarely received.
Organizations have a flatter structure, so “people issues” are even more important.
During periods of rapid change, effective leadership is more important than ever.
People are more open to outside help; some even welcome it.
It is a sound investment
Return on investment from coaching
A synergistic and focused relationship leads to growth and change
Clear goals and a focused endeavor lead to better outcomes.
Coaching is contextual
Coaching is a systemic intervention with multiplier results
Coaching focuses on using new skills and more effective behaviors
Executive development occurs through insight and with practice-not theoretically
Coaching helps leader develop emotional intelligence
Coaching impacts the bottom line.
Seven key elements of coaching(7’c)
Context
Clarity
Commitment
Coach ability
Courses of Action
Confidentiality
Chemistry
 Coaching process

Enrolling the
Fact finding Coaching to Planning
Building (assessment) Developmen the Closure/Eval
individual
relationships and t planning Developmen uation
New
client
Feedback t Plan Steps

Reassessment
COACHING THE SUPERKEEPERS
A company sponsored perk for top high potential employees, a customized development
process intended to accelerate effectiveness at work.

The coaching helps super keepers helps them handle the transitions points in their careers such
as assimilation, acceleration and introspection
Factors that distinguish the coaching of
super keepers
Holistic Approach
Deep behavioral insight
Active involvement of top executives
Sustained relationship with coach
Holistic Approach
Customization of Super keepers’ coaching

The coaches have the inclination, skill, courage to address the critical intersections between
work and personal priorities.
Behavioral Insight
New learning through data-based profile that highlights their strengths.
Coaches with background in behavioral sciences have better set of tools.
Interested in a deeper psychological look into themselves as a way of increasing self –
management and enhancing self knowledge.
Involvement of Top Executives
Opportunity to interact with top leaders.

Help bring perspective when the super keepers get unduly impatient about their future
prospects.
Identifying ways to increase top management interactions make everyone win
Sustained Relationships
The coaching must be relational not transactional.
Relationship with coaches may continue over years together.

Ideal companies have both internal resource as a long term coach or specifically present
coaches.
Meta Themes
They are central to understanding of the excellence in the coaching of super keepers.
The themes are
traction
trust
truth telling
Traction
Rightness of coaching
Good timing and quality time for coaching
Participation in choice of coach
A collaborative model
Customization
Maintaining
Trust
Confidentiality
Emotional competence

▪Additional trust aspects:

openness of company collaborators
boundaries of confidentiality.
Truth Telling
An accurate read on how super keepers are perceived in the organization.
If positive it deepens the affirmation and becomes an invaluable resource of increasing locus of
control.
If negative it helps in focusing on the coaching agenda.
It acts as a “double-mirror”