The modern workforce is distinctly different from any other time in history. Employee experiences drives the approaches to many HR processes such as talent acquisition and management, learning and development and performance results, etc.
Directing efforts to an individual approach when managing employees can make them feel valued by the organisation. Employees want their employers to see their individual strengths and growth areas and give them tailored opportunities for development. This is true talent and performance management.
One size fits all just does not do it any longer. Gone are the days where employees attend a course as the sole means of learning and development.
This is where a coaching and mentoring culture in organisations can contribute to promoting individual learning. A growth mindset underpins this culture. Being stuck in old paradigms will not support this accelerated level of growth and development.
Some characteristics of a coaching culture:
– coaching appears as a key competency and capability for all leaders and managers
– employees are able to engage in constructive and positive confrontation
– there is a belief that you get the most out of employees not through telling them what to do, but through engaging them in real conversations
– coaching is seen as a joint responsibility of managers & their direct reports
– time for reflection is valued
– mechanisms for overcoming barriers to learning is available
– feedback is welcomed and continuous
Goal management and priorities become more effective based on two way dialogue fueled by trust. Crystal-clear definitions of goals, values, priorities and execution plans that bring results will be the true outcome of such conversations where coaching is the foundation.
Are the managers in your organisations equipped to coach their teams?
Do they understand the value of coaching as a management skill?