Coaching an operational manager to take on a specialist HR role

Joce White

Background and situation

Joce was working as an HR manager within a large organization and took on the role of coaching an operational manager who was moving into a specialist HR role. Joce learnt coaching skills through her experience of being coached, from informal coaching situations and by learning from trial and error (trying different things). Her experience and formal training in group training techniques gave her a grounding in the knowledge and skills required to help others learn. Joce also feels that her natural management style is a facilitative and ˜coaching style. She has also picked up knowledge more recently by reading coaching books and applying the suggested models.

The process

The current skills, knowledge and experience of the individual were identified through an assessment centre process. These were then compared with those required for the new role. Together Joce and her coachee agreed a coaching plan, which took into account the learning style, personal situation, timescales required and resources available.

Positive aspects of this approach

The approach took advantage of the organizational culture where progression was encouraged. The organization was growing and there was a ˜grow your own mentality which supported learning and development. The coachee wanted to move into the specialist area and was highly focused and self-motivated “ he was hungry for knowledge and was able to learn very quickly.

The coaching plan that was developed was based on building blocks. The coachee was not rushed and the process followed a logical order.

During the process Joce and the coachee were able to take advantage of real situations as they arose.

Challenges faced

Due to the time constraints experienced by both parties, Joce sometimes felt that it would be quicker to do certain tasks herself, rather than supporting her coachee to do them. There was some frustration when the coachee did not grasp things quickly and she needed to reassure him that, when things got tough, he should keep going and that she believed he could do it.

Learning

Joce found that coaching is very rewarding if the people involved are well chosen and the relationship works. She noted that a coach needs patience and the flexibility needed to take advantage of unplanned , ˜real coaching opportunities when they arise. Joce feels that it is important to inform colleagues and business partners what is happening, how it is taking place and why, so that if they are impacted by the coaching process, they will understand why. Finally she mentioned that ˜there is no better feeling than seeing someone you have coached achieving what they set out to do and feeling great!

Top tips

• Both people should be clear about what the coaching process is setting out to achieve.

• Agree responsibilities, remembering that these do not all belong to the coach.

• Ensure that both parties have the time required for the process to be effective and allocate regular coaching times in your diaries .

• Check that the coachee is ˜hungry for it and 120 per cent committed .

• Celebrate successes, however small.

• Be honest, but supportive.

Advice for the coachee

• Visualize what will happen, how long it will take and what is involved from you.

• Be sure what your goals are and that you are really committed to all that will be involved in achieving them.

• Ask yourself whether you have a good rapport with your coach and whether you can be honest with each other.

Final words

˜Coaching happens naturally every day in most organizations, in small ways. Anyone who enjoys supporting others to achieve something that they want and has the patience to keep at it when things get tough, should find out more about formal coaching. In coaching situations, everyone wins, and feels great.

Authors comments

Joce s case study clearly projects the message that coaching has benefits for both parties involved. She has described some of the difficulties that coach and coachee will face because, in most instances, coaching is not the only thing that each person will be involved in, but she stresses that the rewards outweigh the challenges.

This case study also highlights the need to have a structured and manageable coaching plan that both parties have agreed to and are committed to. It also raises the point that commitment from the coachee will ensure that the process is very manageable and that results are achievable.