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Coaching EmployeesforHigh PerformanceHR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT
Presented by
quantumworkplace.comfuel50.com
2
quantumworkplace.comfuel50.com
Fuel50 is award-winning, career pathing software that offers a powerful
toolkit for employee coaching while enabling employees to own and grow their careers. Fuel50 is the fastest way
to drive engagement and improve leader conversations.
Quantum Workplace is an employee feedback software
company that helps organizations retain top talent, motivate performance, understand
turnover, and build magnetic workplace cultures.
About the sponsors
3
Dan HarrisWorkplace Insights Analyst
Quantum Workplace
Anne FultonCEO & Co-Founder
Fuel50
Introducing the speakers
4
What we’ll cover
• Research background
• What we learned about learning and development opportunities
• What this means for your business
• How-to: Create a transformational culture of growth and coaching in your organization
5
Overview and methodology
COACHING EMPLOYEES for HIGH PERFORMANCE
6
Learning and developmentis important to employees
2012 2013 2014 2015 2016 2017
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6
5 5 5
?
Stay tuned for Quantum Workplace’s 2017 Employee Engagement Trends Report to see how the driver ranks this year.
DRIVER RANK BY YEAR“I see professional growth and career development opportunities for myself in this organization.”
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Learning and developmentis important to HR
One quarter of HR representatives said improving their development and training opportunities would be their top people priority over the next 12 months.¼
#2Highly engaged organizations said improving development and training opportunities was their second highest priority behind attracting top talent.
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About the study
• Study conducted by Fuel50 and Quantum Workplace
• 976 employees from across the US participated
• Uncovered crucial information about learning and development opportunities and how they can impact engagement
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What we learned about L&D opportunities
COACHING EMPLOYEES for HIGH PERFORMANCE
10
1/4 of employees don’t knowwhether they have a formal program
Non-response
QUESTION“Is there a formal employee developmentprogram at your current organization?”
“ I don’t know ”“ No ”“ Yes ”
47.1%
26% 26.7%
0.2%
Most common
Types of L&D opportunities
Most utilized Most preferred
Online training sessions / webinars
Coaching from a supervisor / manager
Classroom-style learning
Coaching from an immediate co-worker
Certification, accreditation, or credential reimbursement
e.g. lectures, workshops etc.
Online training sessions / webinars
Coaching from a supervisor / manager
Classroom-style learning
Coaching from an immediate co-worker
Cross-training
Certification, accreditation, or credential reimbursement
Off-siteconferences
Tuition reimbursement for college credit
Classroom-style learning
Coaching from a supervisor / manager
11
1/5 of employeesdon’t have career conversationsQUESTION“How often do you and your supervisor/managerhave career conversations?
Once every6 months
Once every3 months
Once a monthMore thanonce a month
10.8%
12.6%13.4%
10.6%
Non-responseNeverLess thanonce a year
Once a year
19.4%
6.9%5.6%
20.6%
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What this means for your business
COACHING EMPLOYEES for HIGH PERFORMANCE
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Feelings after participatingin L&D opportunities
Feel motivated
71%
Feel more equipped to do their job
64%
Feel empowered
55%
Feel ready to take on more responsibility
48%
which also means
Do not feelmotivated
29%Do not feel
more equipped todo their job
36%Do not feelempowered
45%Do not feel readyto take on more
responsibility
52%
15
How a formal programimpacts employee engagementQUESTION“Is there a formal employee developmentprogram at your current organization?”
“ No ”“ I don’t know ”“ Yes ”
79.5%
57.8%
69.0%
16
Types of L&D opportunitiesand employee engagement
1Online training
sessions / webinars
2Coaching
from manager
3Classroom-style
learning
4Coachingfrom peer
5Cross-training
Difference in engagement level for those who said they prefer a specific form of development versus those who don’t
+2.9% +5.6% -2.8% +8.0% -6.0%
Career conversationsand engagementSTATSEngagement by manager coaching frequency
BiannuallyQuarterlyMonthly> Monthly Never< AnnuallyAnnually
82.2% 82.6%
75.0% 76.8%73.4%
57.2% 53.8%
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How to: Create a transformational culture of growth and coaching in your organization
COACHING EMPLOYEES for HIGH PERFORMANCE
The 2020coachingculturechallenge.
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n =
8,5
00
So
urce: C
EB
20
15
Ca
reers Em
plo
yee Su
rvey
The 2020 coaching challenge:A changed career landscape
Po
sitio
n s
en
iori
ty
Tenure20
2010 practicesP E R F O R M A N C E P R AC T I C E S
vs
2020 practicesCOAC H I N G P R AC T I C E S
• Top-down process automation
• Focus backwards
• Promotes vertical growth thinking
• Annual or quarterly at best
• Self-directed growth and development
• Focus forward –future growth
• Strengths-based
• Continuous career-growth thinking
• Peer + Manager21
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Peer coaching is a rising trendand it’s here to stay
Slightly more than one half of organizations have 360 feedback program that allows peers to give one another feedback. Furthermore, one fifth of those organization said peer feedback has become even more important to their talent strategy in the last six months.
½
And managers believe it’s important too! 73.4% of managers said peer feedback is valuable.73.4%
Coaching enablementFocus on the whole businessEveryone can become a stretch coach and a stretch learner
Want more work responsibilities and believe they can contribute more *35%
Would use their own personal time for learning and development *75%
* W O R K F O R C E C A R E E R A G I L I T Y & E N G A G E M E N T R E S E A R C H , F U E L 5 0 ( 2 0 1 5 ) 23
Coaching as Job Sculpting— micro changes for macro impact on engagement.
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Crafting individualizedcareer propositions
Values
Passions Talents
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The traditional 9-boxis not delivering agility
Talent riskLow performerLow potential
Solid professionalModerate performer
Low potential
High professionalHigh performerLow potential
Inconsistent playerLow performer
Moderate potential
Key playerModerate performerModerate potential
Current starHigh performer
Moderate potential
Rough-diamondLow performerHigh potential
Future starModerate performer
High potential
Consistent starHigh performerHigh potential
Po
ten
tia
l
Performance 26
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Strengths-based coachingFuel50 Performance vs passion talent matrix
Talents to avoid using Potential talentInvestment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Pe
rfo
rma
nce
“I
am
go
od
at
this
”
Passion “I love to do this”
Manager as coach
vs
Peer as coach
• Growth focus
• Insight-led coaching
• Tactical and strategic coaching
• Track and measure growth
• Micro-learning
• Skill and task focussed
• Continuous career-growth thinking
• Track and measure growth
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Our top four best-in-classcoaching enablement practices
1. Educate: Build a career growthmindset for the entire business
2. Enable self-directed growth
3. Empower managers to becomestrategic and tactical coaches
4. Build peer coaching marketplace –everyone is a coach and everyone is a learner
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A coaching cultureis about profitable growth, both for thebusiness and forthe individual.
Manager tactical
coaching
Peer-to-peer coaching
Manager strategic coaching
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4 keys to creating aculture of coaching
1 2 3 4
Provide training to coaches and
coachees
Set the tonefrom the top
Communicate expectations
around coaching
Leverage tools to streamline
coaching in your organization
W H AT T H E Y D I D
OutcomesAVG . Y E A R - O N - Y E A R I M P R OV E M E N T S
• Leader coaching program (micro-learning program)
• Insight-led coaching
• Employee-driver career growth
Employee engagement
Engineering
Fuel50 user5%
2%
I receive coaching from my manager to help me develop
Engineering
Fuel50 user10%
2%
My immediate manager has made a personal investment in my growth and development
Engineering
Fuel50 user11%
3%32
The 2020 coaching culture
1Focus on the whole organizationGrowth + Coaching + Employee enablement
2 Enable + educate
3Employee ownershipSelf-driven learning agile organization
4Enable insight driven coaching conversations that unlock potential
5Transform the cultureChange the conversation, challenge the status quo, and create a movement
Workforce agility will
deliver competitive
business advantage
35
Individualized propositions for the purpose ofbusiness velocity.Marianne Jackson, CHRO of eBay
36
The Career Engagement Game (2015)Visit www.fuel50.com/book
As employees begin to own their careers and leaders coach for growth, results in increased commitment, discretionary effort, and that contagious sense of passion that inspires customers and key stakeholders alike.
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Coaching EmployeesforHigh PerformanceHR’S #1 TOOL FOR EMPLOYEE TRAINING, DEVELOPMENT, AND PERFORMANCE MANAGEMENT
Created by
quantumworkplace.comfuel50.com
Get your copy f50.li/qntm