Coaching - Return on learning investment. Salome van Coller


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Aim : To convince you that coaching as a vehicle for the transfer of learning acquired through training, increases the potential to achieve Return on Learning investment.

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Coaching - Return on learning investment. Salome van Coller

  1. 1. COACHING + TRAINING = better return on learning
  2. 2. Newly acquired competence is • viable for the company • relevant to the job • personally meaningful Transfer of learning to the workplace is facilitated ROLI is higher when … An immediate need for implementation of the new learning: work-based assignment or project Newly trained individual feels empowered to try out new learning
  3. 3. Aim of sharing my learning To convince you that coaching as a vehicle for the transfer of learning acquired through training, increases the potential to achieve Return on Learning investment
  4. 4. 2 Successful Case Studies What is Roli ?
  5. 5. How I came to my belief Experience in Training field • Short term gains • Focused on satisfaction of learner • No support for implementation • Content not viable or relevant Current economic recession calls for a different request re learning approaches • Economic sense • Focus is on accreditation • Return on Investment
  6. 6. Coaching and mentoring under pressure to prove its contribution in measurable terms Lets generate few metrics for C/M • Group exercise • Conclusion • Personal view on coaching metrics • It has to tie up with outcomes reached • It should be measurable (qualitatively or quantitatively) The importance of metrics
  7. 7. Case Study  Project purpose  Metrics  Process  How was training plus coaching applied?  Results focus - Balanced scorecard Time saving Cost saving Improved relationships Medium to long term business created due to improved market-image and customer-feedback Case Study
  8. 8. Balanced scorecard
  9. 9. To offer technical services/total engineering solutions to manufacturing industries
  10. 10. To develop a culture which fosters achievement and support
  11. 11. Customer-Orientation
  12. 12. Case Study • AFPM plus coaching – project TalentGro • Context • Aims • Process • Results - Coachees/Learners - Line managers - Overall objectives • Personal Learning: Process/Support/Visibility
  13. 13. Qualitative feedback Coachees • Ability to influence • Personal conviction • Skill of reflection • Improved relationships • More than a job Managers • Take more responsibility • More action-orientation • Better problem solving • Better relationships • Adding value to business
  14. 14. Metrics used to determine ROLI Shorter meetings Less rework Improved relationships More confident and influential Sasol-specific project competence
  15. 15. Closure conversation with coachee Coaching relationship between coach and coachee? How will the coachee ensure sustainability (on-going learning) ? Did the coachee take responsibility for the coaching experience? Was the coachee open for this Coaching experience? Was the coachee ready for this coaching experience?
  16. 16. Line manager - QUESTIONNAIRE Do you believe that coaching adds value in a project execution environment? Was there any noticeable change in behaviour (performance) after the coaching experience? Was there improvement in application of the AFPM outcomes after the coachee attended the course? Was Coaching explained and understood?
  17. 17. • Process is key • Line awareness • Visibility • Communication • Celebration Personal learning