What is the Value of Coaching for HR and Managers? - International Coaching Federation
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What is the Value of Coaching for HR and Managers?

Posted by Catherine Tanneau, MCC | June 18, 2019 | Comments (2)

For the past five years, I have worked with the HR community in a worldwide leading organization, providing ICF accredited coach-specific training to more than 200 people over three continents. In this post, I will share the lessons learned and the potential coaching cultures can provide for other companies.

Why Such a Program?

In 2013, the HR Corporate identified needs in coaching skills for HR employees while the need for coaching conversations increased everywhere in the organization to accompany major changes. Cristina Scialino, who at the time served as HR Director for HR Development Worldwide, remembers: “The role of Human Resources Leaders is becoming more and more strategic; we needed to upskill them to turn them into trusted partners for business leaders with a high focus on people proximity to attract new talents. This is the reason why the company decided to enroll an ICF accredited provider and to provide an international accreditation worldwide.” The first certified program ever was a coaching program!”

What Kind of Impact?

After five years, the group now has an extended HR community worldwide with high coaching professionalism: already 18 cohorts (including the top of the HR pyramid) and around 220 managers (in 45 countries across all continents) are trained. All are integrating coaching skills in their HR missions. They have improved their professional people proximity, including feedback, career conversations and company transformation.  All the cohorts were evaluated externally; on average, the return on expectation has been 93.5%. Here is a breakdown:

  • 100% have increased self-awareness and self-development
  • 100% of participants declare they have progressed in their presence and capacity to listen to others
  • 95% have increased their ability to question others to stimulate their thinking and ideas
  • 85% are leading their team better and feel they have increased people proximity

Qualitative interviews reinforced this, as evidenced by Maeve Coburn, Senior Vice President of Learning for Transformation, L’Oréal USA: “50 senior HR professionals in L’Oreal USA have completed the Coaching tools for HR program since 2015.  The biggest impact has been a marked shift in HR leader posture from a ‘fix it’ mindset to a ‘strategic business partner’ mindset with their leaders and teams. They left the program with a renewed confidence to ask powerful questions, trust the coaching process and be a guide and partner with their stakeholders.”

How to Extend to Leaders? What are the Benefits of a Coaching Culture?

Coaching skills are now also relevant for leaders as a lever to accelerate the speed of change in new leadership behaviors and empower people. The extension of such a program to leaders is seen with many positive effects, according to some leaders themselves, including a country general manager who says, “It is a great opportunity to integrate coaching skills in the daily job for the benefit of all; it will allow the employees to  find their own solutions and answers instead of the leader saying what to do!”

Developing coaching skills will increase empathy and employee centricity, which is a motivational driver to better match people and jobs, develop individuals and teams and consequently better answer to business needs and employees’ satisfaction.

Final Thoughts

A coaching culture is seen as a driver for future stakes and disruptive trends, such as digitalization and artificial intelligence. Many companies are reviewing the competencies for leaders focusing on “leadership behaviors” that encourage coaching skills and attitude for fostering managers-enablers. The more machines, the more human! Coaching has this characteristic to reveal richness and leverage human potential. It is expected to grow even more as an answer to future business challenges and people’s aspirations.

Aware of this expected growth and the importance coaching can play in organizations, the ICF Global Board is working to provide a greater space for organizations using coaching and stewarding coaching cultures. Through this, we want to expand the market for coaches in organizations and raise the standards for managers/leaders using coaching skills.

We know that leadership style is changing, and a coaching culture is a great lever to guarantee sustainability. Extending coach training to leaders will be the new challenge. The effects will be very visible on authenticity, self-regulation, quality of relationships and teamwork. As one business leader I worked with explains, “It brings better quality of work: common coaching spirit is acting as self-regulation process during meetings or when solving issues. As Manager I enjoyed the whole training. (…) The most important is reminding us that presence and mindfulness maximizes the potential of human being and organizations; and therefore creativity, well-being and performance.”

Creating a coaching culture though a coaching program across an organization is an impactful answer to employees’ aspirations, sense of purpose and personal development. In longer terms, it means allowing each employee to develop their better self and uniqueness, which can bring more economic performance and social progress.

catherine tanneau

Catherine Tanneau, MCC

Catherine Tanneau, MCC, is Vice Chair of the 2020 ICF Professional Coaches Global Board. She is managing partner and CEO of Variations International, a coaching firm specialized in Executive Coaching, change management and governance issues. For more than 16 years, she has helped leaders, teams and organizations around the world manage complex and multicultural environments. She specializes in the change management process, strategy implementation, team mobilization, cross cultural leadership and governance. She is also a published author and a keynote speaker. Catherine has been involved with the coaching profession and ICF for more than 15 years. In 2003, she created Activision Coaching, which is now an ICF ACTP accredited coaching program. She previously served on the ICF France Chapter’s Board of Directors in various roles including president.

The views and opinions expressed in guest posts featured on this blog are those of the author and do not necessarily reflect the opinions and views of the International Coach Federation (ICF). The publication of a guest post on the ICF Blog does not equate to an ICF endorsement or guarantee of the products or services provided by the author.

Additionally, for the purpose of full disclosure and as a disclaimer of liability, this content was possibly generated using the assistance of an AI program. Its contents, either in whole or in part, have been reviewed and revised by a human. Nevertheless, the reader/user is responsible for verifying the information presented and should not rely upon this article or post as providing any specific professional advice or counsel. Its contents are provided “as is,” and ICF makes no representations or warranties as to its accuracy or completeness and to the fullest extent permitted by applicable law specifically disclaims any and all liability for any damages or injuries resulting from use of or reliance thereupon.

Comments (2)

  1. Thank you for sharing. This is encouraging for all coaches to read and shows us how an important impact coaching training can have on staff members in all kinds of organisations.

  2. David Carol says:

    I completely agree with the concept of extending coaching skills to leaders. In today’s fast-paced and ever-changing business landscape, it’s crucial for leaders to adapt and develop new leadership behaviors that empower their teams and drive positive change.

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