ImaginativeHR e-bulletin Jan 2015

ImaginativeHR January 2015 e-bulletin - more at www.imaginativehr.com
Exploring what's new and innovative in the world of HR and talent management 1
This bulletin:
● Page 2 - Luke Bennett on Effective
team-based senior career transition
support
● Page 3 - ImaginativeHR / iPEC London:
Coaching Excellence Survey 2015
(Launch)
● Page 4 - ImaginativeHR update on
International HR-to-HR Mentoring
● Page 5 - Clayton Glen on Rolling out
your international coaching pro-
gramme
● Pages 6-8 - Paul Leonard on After the
war: a unique international career
transition project
Welcome to our January 2015 e-bulletin.

Integrated teams offer the most effective senior career
transition support
Senior one-to-one programmes, delivered flexibly over 3 to 12 months, typically provide the best
opportunity for self-challenge and creativity in considering career next steps.
The most effective senior outplacement programmes are those which are led by highly engaging and commercially astute,
world class coaches, capable of supporting a broad and/or complex range of career transition objectives, e.g. local and
international re-employment, self-employment, business start-ups, non-executive directorships, voluntary leadership
assignments, further education, professional development, professional sabbaticals, commercially active early retirement
and/or a combination / portfolio career transition strategy.
Assuring one-to-one ‘chemistry’ is key
A prerequisite to a successful career transition relationship between a senior exec and his/her career coach is positive
‘chemistry’ from the outset. Very often this is a by-product of intelligently matched personalities, professional and
commercial competence (on the part of the coach), appropriate levels of challenging behaviour (by the coach) and the
coach’s empathy for the senior candidate’s specific circumstances.
While ‘chemistry’ is essential for a positive start; successful senior outplacement support often requires creative follow
through and energy - and this is often best achieved via a strong and engaging team approach to the delivery of the
programme. High calibre, senior career coaches draw on extensive career transition ‘toolboxes’, however programmes
which include access to a coordinated and handpicked team, immerse the individual in a much broader and deeper pool of
expertise and experience.
A concerted team effort works best
In our experience, truly bar rising support is achieved by combining one-to-one coaching support (delivered face-to-face
and/or remotely) by a dedicated lead senior coach with a range of team inputs – thus assuring a comprehensive and highly
customised career transition experience and outcome for the individual. For this reason, all ImaginativeHR support
programmes are centrally coordinated, but often delivered via multiple members of our career transition team to provide
tailored:
● core one-to-one senior transition coaching
● access to proactive and targeted senior candidate marketing via our dedicated senior candidate marketing team
● access to the most appropriate 360s, psychometrics and strengths assessments
● access to specialist coaching for e.g. self-employment, interim management, early-retirement, social networking,
professional presence, etc.
● access to specialist seminars, webinars and podcasts
● access to authorised vocational learning, within the limits of individual programmes
● peer-to-peer networking contact with others in transition
● interview and psychometrics practice
● access to personal finance services, where applicable
● seamless access to international job opportunities and relocation support
● onboarding (first 100 days) coaching into new roles
● access to ImaginativeHR’s Online 24/7 Outplacement Programme resources
Luke Bennett is co-founder of ImaginativeHR and has worked in the HR
consulting space since 2006. Prior to his time in HR consultancy, Luke
held a number of senior (service industry) client relationship / opera-
tions management roles in the UK, the USA and France. Contact : ++44
(0)845 548 4321

Participate in our ImaginativeHR / iPEC
London Coaching Excellence Survey 2015
Unlike training, business coaching is always bespoke and designed specifically around individual needs, objectives,
learning style and personality - and, of course, best linked directly or indirectly to clear business ROI objectives.
Coaching is increasingly acknowledged as the most impactful leadership development activity, however interna-
tional coaching practices and preferences are highly variable and inconsistent. At the same time, few comprehen-
sive studies have been conducted which seek to identify local, regional and international coaching best practice
and / or the definitive building blocks of effective ‘coaching cultures’.
ImaginativeHR is partnering iPEC London; independently ranked as the world's No.1. ICF accredited coach
training programme, to survey business international leaders, HR, L&D and Talent professionals during Q1/Q2
2015, to identify current coaching trends within their organisations.
We will be delighted if you take the time to participate in our survey here or by clicking on the image below:
Individual survey responses will of course be treated in complete confidence.
Participation in this survey will mean that you will automatically receive a copy of our coaching best-practice
white paper and related media clips. Randomly selected survey participants will also be eligible to receive copies
of a range of excellent business coaching books; including author-autographed books.
The ImaginativeHR team.

Mentoring HRThe positive outcomes of mentoring are increasingly cited and discussed…most recently by no less than Sir Richard Branson
in a media clip which was presented at a HR briefing in London - where he described mentoring as the missing link which
separates “a promising business person and a successful business person”.
Starting out with the simple idea to make a practical and tangible contribution to the international HR community’s ongoing
development, rather than just talk or write about supporting HR, ImaginativeHR established the world’s first independent
HR-to-HR mentoring network in Q1, 2013.
While HR is clearly a great career stepping stone to business awareness, HR individuals and teams can often find themselves
somewhat un-empowered, non-commercial and not necessarily aligned with their organisation’s business / commercial
objectives - despite major shifts in the role of HR, driven by new workplace needs, new technologies and commercial ROI
demands. Our underlying idea nevertheless, was that effective HR leadership is underpinned by effective relationship-
building, so developing mentorship relationships within the professional HR community, was clearly going to help.
From there, we identified three core objectives for our international mentoring network:
1. To provide early-career HR professionals with the opportunity to absorb learned experiences and wisdom, on a
one-on-one basis, from seasoned HR director-level professionals, in their resident country or internationally –
across all sectors and/or particular specialities within HR
2. To provide seasoned HR director-level professionals with the (‘give-back’) opportunity to practically develop their
mentoring skills, and develop their commercial reputations/ personal brands
3. To develop unique enduring relationships based on mutual learning, dialogue, experience-based guidance, chal-
lenge and trust.
2 years on from launching this initiative, our team, mentors and mentees have learnt an awful lot and experienced many
surprises along the way – including:
1. The success of virtual (e.g. Skype based) mentoring where geography has been a factor, both across the UK and
internationally. (Our most distant mentoring relationship so far was separated by 16 time zones)
2. Opportunities and the appetite for reverse-mentoring – whereby early career stage mentees have reciprocated -
thus benefiting and enriching the experience for their more experienced mentors
3. The solidity and level of trust generated within the mentor<>mentee relationships we have facilitated
4. The trend for more experienced HR professionals (who have often had a less formal entry into the HR profession),
opting to benefit from mentoring, later in their careers.
If you are a seasoned HR director-level professional with a track record
of success in HR and consider yourself approachable, encouraging,
patient and motivating; regardless of your qualifications or professional
accreditations; we will be delighted to hear from you via our volunteer
HR-to-HR questionnaire here:

Rolling out your international coaching programme
ImaginativeHR delivers a range of individual and team coaching solutions; including coaching solutions with
clients across multiple countries.
Unlike training, coaching is bespoke and designed specifically around individual needs, objectives, learning style and
personality. Coaching is usually underpinned by both organisational and individual objectives.
Our recommended approach when engaging business coaches internationally is to seek coaches who:
1. Are prepared to challenge your coaching and business objectives; e.g. whether the individuals in question are likely to
respond positively/negatively to being coached or e.g. whether coaching is/is not the optimum solution for a particular
scenario or individual – versus alternative interventions.
2. Demonstrate the ability to balance the needs of the individuals they are coaching, whilst remaining focused on achieving
the business/corporate agenda. It seems obvious, but as a business coaching relationship is a complex, three-way relation-
ship (i.e. the business / the senior leader / the coach); it is essential to ensure that the proposed coach remains focused on
the ‘bigger picture’ versus solely focusing on the development and enablement of the individual they are coaching.
3. Offer a track record of enabling behavioural improvement, achieving commercial ROI and of working with a similar level
of seniority or coaching complexity.
4. Offer a (no charge) telephonic or face-to-face ‘chemistry’ session. Ideally individuals should have the opportunity to select
their preferred coach from a short listed selection following initial discussions with those put forward. This makes absolute
sense, given the intimacy of the coach <> coachee relationship. High calibre coaches/coaching providers will advise if the
‘chemistry’ is not there from the their perspective – and if appropriate, make further recommendations of alternative
coaches or interventions.
5. Offer a range of coaches and options, (including multi-lingual and multi-country options, as well as local, native speaking
coaches for multi-country coaching initiatives). Often, following a successful chemistry process, the coachee may opt to
work in a second language remotely and virtually, (e.g. via Skype) versus locally, face-to-face – if the chemistry with one
particular coach stands out. Equally, some individuals respond optimally when working face-to-face, communicating in their
mother tongue, with a coach who they feel is culturally empathetic to their situation or personality. Either way; the
coachees should have the option to choose what is most appropriate for them.
6. Reflect an industry and scenario-relevant empathy and credibility – particularly in e.g. some newer sectors. Typically, this
will be a function of the coach’s experience, confidence, professionalism and time invested to become familiar with the
sector.
7. Are appropriately qualified. While there are range of recognised coaching qualifications and accreditations recognised
within the coaching community, the most highly regarded qualifications do not of course automatically translate to the best
coaching results. Nevertheless, coaches who have invested time and money developing knowledge via e.g. the ICF, EMCC,
AC and ICC accreditations are certainly worthy of consideration and ultimately these accreditations are likely to impact
positively on the coachee’s experience / the coaching objectives.
8. Are able to identify how success could be measured - during and at the conclusion of the
coaching programme.
Clayton Glen is co-founder of ImaginativeHR and has worked in the HR
consulting space since 2003. Prior to his time in HR consultancy, Clayton
has held senior commercial and HR roles in the UK, the USA, continental
Europe and in Southern Africa; in fmcg, automotive, digital consulting,
and technology. Contact : ++44 (0)845 548 4321

After the war: a unique international career transition project
Paul’s story: Bosnia and Herzegovina (B&H) July – September 2001
The expansion of world class outplacement and career transition capability has developed at
highly varied rates around the world; impacted by a broad range of factors, including:
historical, economic and socio-cultural factors, regulatory and legal requirements, tax-relat-
ed benefits, and also technology-related country differentials.
While we have delivered career transition and outplacement programmes in over 30
countries on all continents; perhaps the most unusual location that a member of our team
has delivered career coaching support is in post-war Bosnia and Herzegovina.
While it is an older story from a number of years ago, we thought it would be interesting for
our colleague, Paul Leonard, to tell his unique story about overcoming various difficulties to assist others to achieve
career transition success. Paul’s story follows:
Background
I was approached to gauge my interest in a potential project in Bosnia and Herzegovina with a view to apparently
looking after 16 ex pats who were finishing a project in B&H at the end of September.
The group included 8 British nationals and 8 American nationals, all at International Project Management levels and
above. All were experts in supporting fledgling and start up businesses who had been given a loan by the
International Bank.
I put an outplacement programme together which involved mainly one-to-one coaching sessions and various
workshops, dependent on interest and needs; covering 3 locations. My plan was accepted by the recruiting agent
and I was given the go ahead within 2 days to fly out that weekend.
Upon arrival I was warmly greeted by the Chief of Party and introduced to various heads of department in Sarajevo,
at the Head Office. Upon discussing my plan it was clear that the recruiting agent had given me the wrong brief.
Their expectation was for me to look after 86 B&H nationals who were being left behind in Sarajevo, Mosta, Tuz-
la, Banja Luka and Brcko.
(Continued on next page…)
Case Study

(Continued from previous page)
I asked for 24 hours to put together a different plan at my hotel and the following morning I presented my plan to all heads
of departments from all 5 locations and it was unconditionally accepted. My new plan included a series of CV workshops, to
put together short and long-form CVs, with a view to put all short form CVs into a presentation folder to be presented to all
International companies based out of Sarajevo.
The workshops would be delivered by me with in-house translators, followed by one-to-one coaching.
The one-to-one meetings included CV fine tuning and counselling support where needed. When all CVs were in place I put in
place final workshops for interview training. The workshops delegates were separated in terms of their level of responsibility
in Sarajevo only.
Within 48 hours I started the workshops, organised with help from the Chief of Party’s PA and with the added benefit of
having a full-time driver allocated to me to get me from location to location.
The time plan was fluid, with a vision of completing the CV workshops for the senior staff at Sarajevo first. Then organise
workshops for senior and reporting staff in all the regional offices, and finally return to Sarajevo to complete the workshops
for reporting staff.
Delegate issues
Very quickly I established that the biggest concern for most of the delegates was the lack of ability to converse and write
English in an attractive way to create initial impact to generate interviews with international companies.
They had an overall lack of personal confidence, coming from a communist upbringing and recent experience of living in a
war zone, where most of what they owned was lost. They consequently also had a lack of understanding and misunderstand-
ing of individual value to any organisation.
Finally, they were concerned about not securing a new position with an international company vs a B&H company; the main
motivation being the vast difference in pay rates.
Difficulties
The biggest difficulty was logistics. The state of the roads between cities was awful. There was only one piece of dual carriage
way in the country and that was only half a mile long!
The distance between venues was not great but the travel time was extensive; e.g. the distance between Tuzla and Sarajevo
is only 124 kilometres but it would take over 6 hours to get there, given that the route consisted of single track roads, full of
craters and pot holes, sometimes flooded. Travel time hence had to be planned into daily schedules and extended the
working week.
Other difficulties included having to rewrite/fine tune all CVs received , in short and long form, to ensure impact whilst
working with a very basic IT system that had very poor internet reliability and was constantly under threat of virus infection.
(Continued on next page…)
Email us at info@imaginativehr.com or call us at ++44 (0)845
548 4321 to speak to ImaginativeHR about how we can support
your international outplacement needs on all continents & for
complimentary access to our online career transition pro-
gramme.

Continued from previous page)
Just before launching the Interview workshops I was informed that staff contracts had been extended by US AID, the project
owner, to finish at Christmas, rather than the end of September. This gave me a training issue of rather than “Do it now”;
changing the delegates emphasis to keep researching but not to start applying for new roles until the end of October. From
research, recruitment happens twice as fast in B&H if relevant vacancies were available.
One-to-one coaching / counselling sessions
After completing all CV workshops and all CVs were in the presentation file, I started to meet with all individuals on a
one-to-one basis with a view to fine tune their recruitment activities towards their individual goals. On almost every occasion
they used the opportunity to talk about their recruitment activities and anxieties and also relay their war time traumas. Whilst
I am a trained counsellor I was initially overwhelmed by their suffering and how they recovered their lives.
I delivered motivation counselling to most and kept everything as practical as possible. With hindsight this would have been
an ideal time to introduce a professional trauma counsellor on a needs basis.
Personal Learning
Upon starting the contract and beginning to build relationships and trust with the delegates who spoke English, I had to get
used to and not be challenged by a very abrupt delivery style.
When working with a translator the training delivery had to be slower and very specific. I also learnt that you have to trust
the translator to convey your messages in their interpretation.
Results
I left the project mid-September as per my original end date. I left my contact details at all locations for anyone to contact me
before the contract finished.
Over the following weeks I spoke to many delegates and received emails asking for advice. I spoke to the Chief of Party mid-
December and he was happy to tell me about his new project in Sri Lanka and also to tell me that all the employees had found
new jobs apart, from one.
A really rewarding and unforgettable project.

ImaginativeHR e-bulletin Jan 2015

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ImaginativeHR e-bulletin Jan 2015