Coaching in Asia 2004 A Review

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Maximizing ROI In People
EMPLOYMENT LIFE CYCLE
Attraction & Selection

Getting the right people on board.

Engagement & Development

Creating a highperforming workplace.

Career Transition

Providing transition solutions that meet business and employee needs.

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HCS: Spanning All Phases of Employment
EMPLOYMENT LIFE CYCLE
Attraction & Selection
• Candidate Selection
– Job profiling – Assessment

Engagement, Management & Development
• Organizational Effectiveness

Career Transition
• Outplacement Services

– Performance management consulting and software (TalentMax TM ) • Relocation Assistance – Online employee surveys – – Knowledge management – Succession planning tools – Balanced scorecards

360º • Candidate Relationship Management feedback tools – Career portal outsourcing – Recruitment audits – Diversity and inclusion – Job board consulting

• Reintegration Services

• Customized Interactive HR Solutions
– Online alumni programs – Employee portals – Employee relationship software

• Customized Interactive Recruiting Solutions
– Online networking web sites – E-mail marketing strategies – Online events

• Career Development Services – Coaching – Leadership development

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Changing Requirements for Leadership
Importance

Technical Expertise
Crucial Cross-Over Point

Emotional Intelligence

Author: BH Tan, Senior Associate

Professionals

Middle Managers Senior Executives
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AG EN DA
History
What is  Coaching?

The Coaching Industry

Coaching

Coaching  Individuals

Coaching In Organisations

Future
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Coaching is…

“Coaching is about creating behaviour changes that help enhance work performance and learning”

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Coaching Suite
Coaching Interventions

• Leadership Development Coaching • Performance Enhancement Coaching • Career Coaching • Coach Training • Panel of Accredited Coaches • Unique methodology
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Why coaching… Studies say…

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Coaching is… “Coaching is a solution-focused, resultorientated systematic process in which the coach facilitates the enchancement of performance, self-directed learning and personal growth of other individuals” Dr Anthony Grant, PhD Head of the Coaching Psychology Unit University of Sydney Hudson Coaching Leader
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What is Coaching? Coaching is a Distinct Activity  Coaching Learning is derived through the coaching conversation, clarifying consequences and identifying what works and what doesn’t work.  Defining and motivating actions that work and stopping what doesn’t work leads the coachee to refine learn from feedback and experience to adjust their own behaviour.
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What is Coaching? Coaching is a Distinct Activity  Coaching is…  Facilitated inquiry focused on important issues of performance leading to goals and actions to improve that performance  Coaching is not…  Instruction, training, direction or delegation  Nor is it Mentoring

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Coaching vs. Training?
Mentoring

Counseling

Coaching

Training

Consulting
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Coaching vs Training

• In training, agenda is fixed by trainer
• In coaching, client sets agenda (often fluid) • Training tends to involve hierarchical style and procedural behavioural skills acquisition • Coaching is about creating sustained shifts in behavior, feelings and thinking
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Coaching vs. Mentoring
Thinking of a mentor might conjure up visions of a white bearded wise man in flowing robes and sandals or Telemachus' adviser in Homer's Odyssey. The image of a coach is somewhat different: Plato walking beside his friends holding two-way dialogue helping them reach better understanding of their world and take better actions within it. He will be prompting them with questions…
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Coaching vs. Mentoring
• Mentoring is a hierarchical relationship • Mentoring is about passing on personalised, domain-specific knowledge • Coaching is about facilitating self-directed learning and development • Traditionally mentoring is a wise senior and grateful junior

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Coaching vs Counselling / therapy

• Counselling / Theraphy tends to look for causes
of problems • Coaching emphasies new competencies • Different rhythmn, different tempo • Counselling / Theraphy tends to be reactive • Coaching is pro-active

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Coaching vs. Consulting • Consulting tend to be experts in their area,
coaches need only be experts in facilitating the coachee’s learning and goal attainment • Consultants have professional expertise, privileged knowledge and know the best way to proceed – Coaches help the client find their own solutions • Consultants tend to tell – coaches ask the right questions

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Learning Points for Coaching  The key variable in determining the success of coaching is not the coach; it is the person being coached and their co-workers.  True long-term change requires discipline over time and process management – Adult Learning.  By involving team members and key stakeholders the value of the coaching process can be increased exponentially.
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Coaching Focus
• • • • • Life coaching Business coaching Executive coaching Spiritual coaching Performance coaching • Leadership coaching • Skills coaching • Remedial coaching • Career coaching • Team coaching • Group Coaching • Couples coaching • Family coaching • Hobby coaching

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Coaching delivery
• • • • • • Face to Face coaching Telephone coaching  Video coaching Email coaching Internet coaching Audio/Video Format –  non­interactive  coaching
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Psychology of Change
GOALS

FEELINGS

THOUGHTS

House of Change

BEHAVIORS

ENVIRONMENT
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Coaching Managers Drive Results Observed changes in behavior:
 Perception shifts  Paradigm shifts  EQ Skills such as Active Listening  Better focus – relationships, projects, managerial performance  Flexibility – created new and better habits  Goal orientation

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Choose the right Targets • “Smart Organisations will turn their attention to the 50% of work groups that fall in the middle. • Moving just the top one-fifth of the middle 50% into high performing business units catapults the company into a position to achieve sustainable growth” Research by Hudson Centre for High Performance
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Coaching Fit in Leadership Development
PERFORMANCE RANGE SUB-PAR NORMAL STARS Top 5-10% Can Coach

Next 20%

Can Coach

Should Coach

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Coaching History
Coaching in Asia is a not recent phenomena Coaching has been around for a long time in sport & informally in most fields of endeavor In Asia other development relationships are stronger: • Teaching - Confucius • Guidance – Lao Tse • Today’s Guru’s – Robert T. Kiyosaki Common characteristics: • Based on hierarchical relationships • High Power distance • Expert model: Single best source of knowledge • One best solution to a problem • Only the Guru is allowed to be individual HUMAN CAPITAL SOLUTIONS

Coaching – New Industry
Cycle of industry development Methods: - Major Niches will develop: • Sales Coaching –SME’s but not MNC’s • NLP Coaching – special niche product appeals to certain individuals based on relationship with the coach. • Success Coaching – SME’s but not MNC’s • Psychology Coaching – MNC’s but not SME’s • Leadership Coaching – MNC’s but not SME’s • Life Coaching – Locals and Expats • Team Coaching – the next frontier • EQ Coaching – growing field
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Coaching History

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Coaching History
Coaching in Asia is a not recent phenomena Coaching has been around for a long time in sport & informally in most fields of endeavor In Asia other development relationships are stronger: • Teaching - Confucius • Guidance – Lao Tse • Today’s Guru’s – Robert T. Kiyosaki Common characteristics: • Based on hierarchical relationships • High Power distance • Expert model: Single best source of knowledge • One best solution to a problem • Only the Guru is allowed to be individual HUMAN CAPITAL SOLUTIONS

Coaching – New Flavor of The Month or Sustainable Development Tool?
Coaching is a new industry • 1970’s – 1995 not much growth, a few providers • 1980’s Graham Alexander publishes the GROW (goal-reality-options-wrap up) model • 1995 – 2000 much more growth, in publications, ICF President says in 2001: “We have grown at unprecedented rates for a professional society,” says ICF President DJ Mitsch. •In August 2001 they reported “A group of European business coaches with a passion for cross cultural issues have put together a workshop and coaching program for American business executives arriving in Europe.”
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Coaching Industry

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Coaching – New Industry
CLIENTS LEVELS INT’L  MNC’S BOARD NEEDS
- Business Strategy Coaching - Leadership - Coaching - Team Coaching - EQ Coaching - Credibility & Confidentiality

VENDORS
• Consulting  Companies • Commercial  Coaching  Companies • Individual  Coaches

METHODS
• Relationship coaching • Strengths coaching • Other interventions incl. Advisory

CEO/CXO

•Leadership Coaching • Team Coaching • EQ Coaching • Credibility & Confidentiality

•Leadership Coaching • Team Coaching • EQ Coaching • Credibility & Confidentiality

• Relationship coaching • Strengths coaching • Team coaching

HUMAN CAPITAL SOLUTIONS

Coaching – New Industry
Cycle of industry development Methods: - Major Niches will develop: • Sales Coaching –SME’s but not MNC’s • NLP Coaching – special niche product appeals to certain individuals based on relationship with the coach. • Success Coaching – SME’s but not MNC’s • Psychology Coaching – MNC’s but not SME’s • Leadership Coaching – MNC’s but not SME’s • Life Coaching – Locals and Expats • Team Coaching – the next frontier • EQ Coaching – growing field
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SME Coaching
• The role of the Business Coach is to coach business owners to improve their business through guidance, support and encouragement. They help the owners of small and medium sized businesses with their sales, marketing, management, team building and so much more. Just like a sporting coach, your Business Coach will make you focus on the game. Action Coaching www.actioncoaching.com
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SME Coaching • Your Action Business Coach will become your marketing manager, your sales director, your training coordinator; your confidant, your mentor. Your Action Coach will help you make your dreams come true ...

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SME/Business Coaching • Your Action Business Coach will become your marketing manager, your sales director, your training coordinator; your confidant, your mentor. Your Action Coach will help you make your dreams come true ...

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Organisation wide Programmes

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Four Critical Behavioral Interfaces
Business  Demands Behavioral  Interface Company  Demands Behavioral  Management  Interface Demands

Behavioral  Interface

Staff  Reality

Behavioral  Interface

Staff  Actions

Business Results
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Critical Performance Success Factors • Behaviourally:
Listening Questioning Solution focus Two-way Dialogue Style versatility to fit needs Giving and Receiving feedback Informal two-way feedback Individual and Team skills

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Coaching in Organisations

In Asia • Few doing it widely • Many talking about • Many more trying it  selectively

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Coaching in Organisations

• How is it developed?
– – – – – Organically ­ one business unit at a time Systemically – one target group at a time Selectively – one individual at a time Internally vs externally resourced  Coaching managers vs ‘Manager as coach’

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Coaching in Organisations

• Who lead’s it?
– Typically HR or Leadership Development – Existing HR staff or rarely external project person  (contract or consultant) – Typically ‘Corporate’ programme, centrally driven – Few cases Board/CEO strongly behind it

• What resources are used?
– Hr Project Management – External Vendor coaching resources
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Coaching in Organisations

• What happen’s?

– Internal coach capability development • Managers • Selected internal coaches • HR – External Coaches applied to development for a  selected target(s):  • HiPo’s  • Bands  • Key individual’s  • Certain situations/competencies
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Coaching in Organisations

• How does it sit with other people investment?
– Training vs coaching 
• Rarely leveraged fully as yet as post training requirement • Attracts separate funding, often competes for funding with  training

– Very few companies have it effectively integrated  with other development activities 
• Don’t understand it’s SWOT

– Not strategically balanced within people  development frameworks – Not tied to overall ‘development culture’  ‘performance management culture’, ‘accountability  culture’ or competency models

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Coaching in Organisations
• When is coaching typically implemented? • Coaching programmes are generally implemented at times of change or rapid growth. Results can be phenomenal • What are the benefits of developing a coaching culture? • Companies developing a strong coaching culture demonstrate a strong commitment to empowering their employees to learn and grow. • These companies are rewarded with greater loyalty, involvement and commitment, which in tangible terms are manifested in increased motivation, effectiveness and professionalism of both individuals and groups.

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Coaching in Organisations
Coaching and Mentoring Schemes • Whilst coaching programmes are to do with empowerment and motivation of the individual • Mentoring is concerned primarily with the transfer of key skills and with the provision of a formal structure for guidance through the company's procedures, culture and politics.

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Coaching in Organisations
Organisation-wide mentoring Schemes • In an age where 'a job for life' is no longer an option for either company or employee, organisations need to ensure that they retain staff as long as practical and that they manage the transfer of skills and knowledge throughout the business. • Evidently the objective should be for the mentee to become as knowledgeable as the mentor.

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HR has a role

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Can Internal Coaches Use this Process
GE Capital did some research using this behavioral coaching model with internal HR coaches . Their results were just as positive (if not more so) than the same research that we have done with external coaches. Internal HR coaches can use this process if: 1) They have to time to do it. In many cases coaching is an "add on" for HR professionals and they are just not given the time to "do it right". 2) They are seen as coaches, not judges. Clients may not "open up" to HR professionals if they are later going to use what is being shared as part of a performance appraisal. 3) Their internal clients give them credibility. In some cases internal people can say exactly the same thing as external coaches but not be listened to.
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HR has a role HR  Facilitate Capacity development
‘Capacity development’ is about developing and enhancing the capacity of individuals,… communities … to respond to issues that concern them Parnell and Benton, 1999

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HR can help to create coaching capability in managers • Coaching expertise • EQ Knowledge Expertise • Knowledge resources • Collate best practice examples • Build management practice

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HR can help to create Selective opportunities for
 Reinforcement of positive changes  Feedback from significant others  Acceptance of where they are  Facilitate better choice-making  Focused safe sharing of experience  Emotional understanding and reflection  Learning or ‘Ah huh’ moments
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To influence the environment HR Role
 Manage stakeholder’ expectations  Facilitate change and provide milestone progress feedback  Build and create climate of success & help to balance with support and clear messages of ownership of changes  Listen, respond  Encourage feedback from significant others
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Apply Critical Management Competencies Motivation
Move your management skills from telling to asking, from directing to coaching

Delegating

Supportive

Coaching
Directive

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Competence

Benefits of Coaching Create a Development Culture • Enhanced management and leadership skills • Better team cohesion • Facilitate Career and personal development • Increased work satisfaction and staff retention • Increased interpersonal and communication skills
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Additional Outcomes  Empower staff
 Increased individual and team effort and results  Greater Engagement

 Get Better Business Results through others

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HUDSON BACKGROUND

Major capabilities
• Coaching • HR Consulting

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THANK YOU!

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