ICBE Coaching Community of Practice – Case Studies Dec 2009. Prepared by Ann Mc Keon Profiles at Work
ICBE COACHING COMMUNITY OF PRACTICE
CASE STUDIES REPORT
Prepared by Ann Mc Keon
DECEMBER 2009.
Introduction
This document presents four case studies prepared during 2009 by member companies of the ICBE Coaching Community of Practice. These were primarily aimed at documenting the initial findings of in company studies where coaching was utilised within the workplace. Each company was asked to reflect on the learning from the experience and at the time of writing this process is ongoing. It is envisaged that a follow up meeting of the Community of Practice will explore the development of a coaching tool kit for HR practitioners and a dissemination seminar will be arranged.
Background and Context:
Literature Review
The ICBE facilitated a group of HR practitioners to set up a coaching community of practice to explore a range of issues within business coaching in the Irish context. A number of key outcomes have been achieved during the lifetime of the project. A review of international literature of best practice in coaching was prepared in 2008. Key findings of the review indicate that coaching is increasing at all levels within organisations. The practice has moved from a ‘tutoring’ role to one which aims to transform organisations and the individuals working within them. It is also emerging as a significant leadership development tool. The review also identified a number of examples of international good practice including executive coaching, team coaching, leadership development, working with internal and/or external coaches and ROI. (see appendix 1). In conclusion, the overarching theme of the review suggests that unless there is a willingness to truly develop a coaching culture within organisations, the full potential of coaching cannot be realised.
Coaching Survey
The findings from the review informed the ICBE Coaching Community of Practice on how to take the next step towards the development of a good practice coaching tool for HR Practitioners.
A confidential survey of 22 member companies was conducted to ascertain how coaching was conducted within Ireland. The survey made a number of conclusions:
1. There does not appear to be one recognised ‘Pathway to Coaching’ for those who practice as coaches within member companies.
2. Companies who offer in house coaching to staff have experienced a variety of benefits
3. Challenges identified include resource issues (time and costs); lack of clarity re process of coaching and inadequate participation by senior managers
4. Coaching involves both personal and performance issues. Having well trained in house coaches with access to coaching tools could be of benefit to companies.
5. The survey also identified and ranked key elements of a Model of Good Practice in Coaching. (see appendix 2)
6. 82% of companies who worked with external coaches were either very satisfied or satisfied. Coaches who worked best, understood the company’s culture, staff and needs. Those who did not work so well were found to be very expensive and did not understand the culture of the organisation.
Phase Three
The third phase of the work of the Coaching Community of Practice involved 4 member companies agreeing to develop case studies of their experience of coaching within their organisations. Each company agreed a general framework within which the studies would be reported. The findings are noted below:
CASE STUDIES
The overall aim of the case studies was to explore making a business case for coaching deployment within an organisation. Four of the member companies documented a range of coaching activities over a six month time frame. They presented these within an agreed framework in order to facilitate learning from the process.
CASE STUDY ONE
The first company is a global provider of Merchant, Business and Consumer Services.
Coaching Objectives
The coaching activity formed part of the design and implementation of a Performance Management (PM) framework designed essentially for the Team Managers (TMs) to ensure that the operation is meeting its service level agreements (SLAs).
The objective was to provide the TMs with the skills, knowledge and attitude to deliver a high level of quality coaching within a key operation to ensure results are achieved.
The pivotal service level agreements were in relation to service (80% of calls are answered within 20 seconds – agents are targeted with ensuring that they are available to take calls 85% of their working day (links to an adherence target of 92%), satisfy which is in relation to first call resolution (90% of calls that can be resolved are resolved on the first call) and security of service which relates to quality (call quality min of 80% and data quality at 98%).
Approach (Methodology)
Phase 1
· Day 1 – An introduction to the PM framework
· First 90 days – Effective evaluation of calls – how to assess and evaluate an agents performance when delivering a service to the customer on the telephone – formulating and delivering feedback to change behaviour / develop skill and knowledge / improve performance
Phase 11
§ Next 90 days – Facilitating the agent to set quarterly goals and from that the formulation of a Personal Development Plan – delivering 1:1 meeting to support achievement of goals – on-going call evaluation and feedback -
§ Evaluation – evaluate the effectiveness of Phase 1 and 11
Facilitator / Trainer is in constant contact with the Team Managers line manager to review progress
Outcome (Qualitative/quantitative)
Team Managers achieved their service level agreements at both a qualitative and quantitative level. Employee satisfaction levels improving
Analysis (What has worked well/not so well (include ROI))
From the facilitators’ point of view, one of the main areas which worked well was the rapport and trust between the Team Managers enabling good quality feedback to be provided.
An area for further development is the positioning of PM within the operation – more support from upper management in ensuring the PM is a priority focus and the outputs are delivered consistently.
CASE STUDY TWO
The second company is a global pharmaceutical company specialising in the development, production and marketing of generic and proprietary branded pharmaceuticals as well as active pharmaceutical ingredients.
Coaching Objectives
Coaching activity was initially for newly recruited Senior and Middle Managers. The objective was to ensure newly hired managers transitioned into their new role and received all the assistance and support they needed to be successful and be part of the organisation
Activity changed to managers promoted internally or who experienced role expansion
Recruitment costs are high and when new Managers were recruited the organisation wanted to ensure they had all the support they needed. Often new managers are left to their own devices to get on with the job; they feel lost and sometimes have no one to discuss issues/problems with. They are still trying to get a hand on the culture of the organisation and the do’s and don’ts.
With role expansion or promoted internally, often the manager is very competent and has proven themselves so there is a presumption that he/she can take on extra tasks or an expand role. The manager may be ‘trying’ to get on with this and not ask for any assistance. It was important to support these Managers in achieving their new goals, provide independent advice, and the organisation wanted the Managers.
Approach (Methodology)
External Coach – First 100
4 Day Program across 100 Days
§ Day 1 – Emphasis on Structured Planning & Diagnostic Skills. Development of The 100 Day plan
§ Day 2 @30 days – Emphasis on Relationship Building & Emotional Intelligence. Development of effective Stakeholder Management Plan.
§ Day 3 @60 days – Emphasis on Leadership & Building a High Performing Team. Development of Team Action Plan
§ Day 4 @100 days – Emphasis on Early Feedback and Reflective Learning. Conversion of 100 Day Plan into key strategic themes going forward.
The 5 Factors of Personal Success underpin the entire program.
Coaching call with each participant in between program Days
Between Day 3 and Day 4, feedback is gathered from participant’s line manager.
Outcome (Qualitatitive/quantitative)
Feedback from participants
· Supportive process
· Company values me
· Very useful process, focused on what needed to get done – yearly plan
· Follow up each month, keep you on track and ensure all goals are achieved
· Non-judgemental process
· Good sounding board
· Time out to reflect
· Pre-planned time out
· Independent check
· Independent advice
· Non-judgemental advice
· Leadership Skills advice, career development advice
· Very positive experience, would recommend to other managers
· Accelerated my performance, more focused
Cost per Manager was approx. €4,000
Analysis (What has worked well/ not so well
Worked Well
· Structured process
· Same day, time, location each month
· Used an off site location, off-site worked well
· Very positive support
· 2 hour slot very effective
Not so well
· Communication between Manager going on coaching and direct Manager
· Communication of link between organisational needs and individual needs
Learning and Recommendations
To make a division between an under performer and an expanded role. Some managers were requesting that their managers needed this intervention but on reflection they were ‘under performers’ and needed a different intervention than Coaching.
The focus during the 12 months changed, to work with the vendor to ensure organisation needs are being met
Use this approach as development coaching in line with in house Leadership Development Programme
CASE STUDY THREE
The third company was an Irish subsidiary of a large US multinational manufacturing company.
Coaching Objectives
The objective was to create an understanding of coaching and the benefits for the organisation within a very busy work environment.
The environment is very fast paced, changing constantly coupled with a very task focused culture. This demands quite a lot of employees and has created a culture where Managers are often too busy to meet on a regular basis with their employees and discuss items other than a task related work agenda.
Introducing a coaching culture in the organisation will assist the company in its desire to become more people focused, spending more time with employees on the ‘how’ and as opposed to the ‘what’. This will help employees learn as on a continuous basis, at the moment, they are told what to do without much opportunity to learn and develop on their journey.
To give Managers/Directors practical tools to give them the confidence to have these conversations and ask the right questions as opposed to giving the answer all the time.
Approach (Methodology)
A coaching provider was contracted to complete one half day workshop to give the Leadership Team some basic coaching skills to get started with. The coaching provider would then do a coaching session with each member of the leadership team so they can experience good quality coaching first hand. They would then practice their skills on some employees and after some time, attend another half day workshop with the coaching provide to discuss some of the challenges they had and get some assistance on how to approach in the future.
Once the management team had experienced the benefits of coaching first hand from the leadership team they would see the value in spending the time doing similar work with their teams. The management group would then go through a similar exercise where they would be given training and guidance on coaching skills.
Outcome (Qualitatitive/quantitative)
The coaching provider completed the first half day workshop with the leadership team. They also completed all coaching sessions with the leadership team individually. The second workshop and subsequent cultural change did not happen due to a lack of buy in from the leadership team.
Analysis (What has worked well/ not so well)
What worked well?
1. The structure of Knowledge Workshop, Practical Application, second Knowledge Workshop was a good idea and was received well as it was a logically thought out flow.
2. The coaching provider met the site leader to gain buy in
What didn’t work well?
1. Only got buy in from the site leader, didn’t influence the other directors on the leadership team. When the site leader lost enthusiasm for the idea half way through implementation, there was no other support
2. Weak support from key Director
3. Didn’t spent enough time selling to individual stakeholders up front
4. Half day workshop too short to gain any impact initially
Learning and Recommendations
Gain significant buy in up front
Outline benefits upfront and treat like any other business case
Sell to individuals first with ‘what’s in it for me’ and then the main group
CASE STUDY FOUR
This company specialises in heavy airframe maintenance and overhaul and has a highly technically qualified workforce. Typically 80% of the workload is prescribed by the customer or can be anticipated, but 20% is made up of emergent work which only becomes clear after the inspections phase. This can put significant pressure on meeting turn-time deadlines and can require significant change in day-to-day planning and activities. Employees must be flexible and committed to achieving the milestones in order to return the aircraft within the contracted ground-time, to the required quality standard and within the budget agreed with the customer.
Coaching Objectives
A lot had been changing within the operation – key changes included modifications to the organisation structure and the internal process for managing a lay-over coupled with the introduction of Lean manufacturing. Some of these changes had been implemented too quickly in some areas resulting in inconsistent application, confusion, and failure to embed the adjustments and in some cases rejection of the new ideas.
The objective was to bring stability to the new process, standardise the agenda and raise awareness of and focus on quality, safety and adherence to plan at the lowest level in the organisation. It was also important to embed a culture of holding a morning meeting at team level right across the organisation. To use this meeting to communicate the plan for the day, the key milestones to be achieved, to discuss any safety or quality issues and to pass on information relevant to the team members.