Pioneering Coaching at EricssonHeadquarters: Budapest, Hungary

Number of Employees: 1,200

Coaching Implementation Date: April 1, 2013

Number of External Coach Practitioners: 14

Number of Internal Coach Practitioners: 8

Number of Managers and Leaders Using Coaching Skills: 120

Number of Employees Receiving Coaching from a Coach Practitioner: 220

Prism Nominating Coach: Tamara Szabó, ACC

O R G A N I Z A T I O N A L S N A P S H O T : Ericsson Hungary Ltd. Research and Development Center

Courtesy of Ericsson Hungary Ltd. Research and Development Center

Established in 1991 in Budapest, Ericsson Hungary Ltd., Research and Development (R&D) Center is the largest industrial R&D institution in Hungary and one of the top four R&D centers globally in Ericsson, a world leader in communications technology.

The R&D Center’s coaching initiative began in 2013 after leaders explicitly asked human resources for access to leadership coaching. With strong support from leadership, coaching was then expanded throughout the R&D Center and is now available to individuals at all levels of the organization. The program has a dedicated budget for coaching, and 18 percent of employees have received coaching from an internal or external coach practitioner.

The organization has been recognized locally for its coaching program as the winner of ICF Hungary’s 2015 Prism Award. It has also been recognized globally by the International Coach Federation (ICF) as one of five finalists for the 2016 ICF International Prism Award program. The Prism Award program honors organizations that have achieved the highest standard of excellence in coaching programs that yield discernible and measurable positive impacts, fulfill rigorous professional standards, address key strategic goals, and shape organizational culture. (Learn more about the award at Coachfederation.org/prism.)

Setting the StandardCreating and maintaining high professional standards have been a clear objective from the start of the organization’s coaching program. Approximately 80 percent of external coaches have an ICF Credential, and all internal coaches abide by the ICF Code of Ethics and Core Competencies. Internal coaches are committed to continuous learning, and the organization strongly supports their desire to pursue ICF Membership and Credentials. At this time, 80 percent of internal coaches have attended ICF-accredited training programs, and the team’s goal is for all internal coaches to hold ICF Credentials by the end of 2017.

In addition to the passion they have for their own continuing development, internal coaches are also enthusiastic in educating staff about what coaching is and what it is not. They do this through roadshows, interactive presentations, coaching demonstrations and increased internal communication. However, they note that their best marketing tool is the example set by engaged leaders. When employees see their direct manager participating in coaching, they are more interested in learning more about coaching and participating themselves. According to data, which has been collected since 2013, in 64 percent of cases demand for coaching by section leaders follows unit managers having participated in coaching.

Courtesy of Ericsson Hungary Ltd. Research and Development Center

Coachfederation.org

The International Coach Federation (ICF) is dedicated to advancing the coaching profession by setting high ethical standards, providing independent certification and building a worldwide network of credentialed coaches across a variety of coaching disciplines. ICF is active in representing all facets of the coaching industry, including Executive, Life Vision and Enhancement, Leadership, Relationship, and Career Coaching. Its 27,000-plus members located in more than 135 countries* work toward the common goal of enhancing awareness of coaching, upholding the integrity of the profession, and continually educating themselves with the newest research and practices.*Numbers as of October 2016. Numbers are subject to change month to month.

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Five Pillars of SuccessEricsson Hungary Ltd, R&D Center uses a five-pillar strategy to ensure coaching is a part of everyday life:

• Pillar 1: External coaches are available to leaders and undergo strict quality checkpoints that align with ICF standards.

• Pillar 2: Internal coaches are available to anyone in the organization. They are held to the same quality standards as external coaches. They are also responsible for implementing and maintaining the coaching strategy throughout the organization.

• Pillar 3: Competence development is available including “Leader as Coach” training for managers/leaders and coach-specific training for internal coaches.

• Pillar 4: Community learning is organized and provided by internal coaches. Coach Clubs are open to everyone who is interested in learning more about what coaching is. Group coaching allows for further development of coaching skills.

• Pillar 5: The organization runs several initiatives for the local ecosystem to learn about coaching and exchange ideas about coaching and leadership topics.

Pioneers in Local and Global CommunitiesCoaches and the coaching program manager at the R&D Center are committed to spreading coaching and a coaching mindset locally and globally, internally to other Ericsson affiliates and externally to community members and business partners.

“I think that we are pretty much pioneers within the global company,” says internal communications manager and internal coach Tamara Szabó, ACC, who nominated the organization for the Prism Award. “We share what we are doing. We share the best practices we have. We

share the strategy that we’ve built because we think that it’s very unique, and this is something that we are ready to discuss and ready to tell anyone about.”

In addition to sharing their best practices and challenges with other Ericsson affiliates, internal coaches also help to provide a framework to those affiliates that are looking to start coaching initiatives. Gizella Érsek, competence development manager and internal coach, explains, “We are often asked to explain what coaching is and how it can be used within the organization, why it is beneficial and where other organizations might be able to start anything regarding coaching.” She continues, “We can share our experience with the global organization: This is what we do, both in how we use coaching and our success stories.”