CIPD Conference 2009 ‘ The critical role of the manager in supporting learning at work through coaching’ Michael Staunton, Executive Development & Succession Planning Director 11 June 2009

VT Group Diverse business - shipbuilding to education Rapid growth - £300m to £1.2 bn Changing requirements shipbuilding to support services Culture shift – focus on Talent Management and Coaching No learning culture – little investment L&D

Diverse business - shipbuilding to education

Rapid growth - £300m to £1.2 bn

Changing requirements shipbuilding to support services

Culture shift – focus on Talent Management and Coaching

No learning culture – little investment L&D

CIPD Annual L&D survey 2008 Coaching used by 76% of organisations Coaching in VT is a “tool for organisational change” like 35% of organisations Line managers are responsible for delivering coaching to direct reports in 36% of the organisations - again as in VT Coaching part of VT L&D strategy

Coaching used by 76% of organisations

Coaching in VT is a “tool for organisational change” like 35% of organisations

Line managers are responsible for delivering coaching to direct reports in 36% of the organisations - again as in VT

Coaching part of VT L&D strategy

VT Coaching Project Establishing a coaching culture in VT Our Aims Every manager in the organisation spends some of their time with their subordinates actively improving their performance through coaching. Coaching to be sponsored by the top and as a core mechanism through which managers can improve performance in their teams –“a couple of notches for everyone” Coaching is to be part of the managers “tool kit” throughout the organisation and to support our core organisational values of People, Performance and Partnership. Coaching will also support development as well as the talent management processes and future succession planning processes currently being developed. 5. Coaching will be supported at the top level in the organisation, and then rolled out to form a critical mass of ‘coaching enabled’ managers to build a coaching culture in VT.

Our Aims

Every manager in the organisation spends some of their time with their subordinates actively improving their performance through coaching.

Coaching to be sponsored by the top and as a core mechanism through which managers can improve performance in their teams –“a couple of notches for everyone”

Coaching is to be part of the managers “tool kit” throughout the organisation and to support our core organisational values of People, Performance and Partnership.

Coaching will also support development as well as the talent management processes and future succession planning processes currently being developed.

5. Coaching will be supported at the top level in the organisation, and then rolled out to form a critical mass of ‘coaching enabled’ managers to build a coaching culture in VT.

Structure of the Henley Certificate in Coaching Programme What is coaching? Who am I as a coach? My personal coaching style The context of coaching Reflective group process for immediate feedback. Supervision Group concept introduced Tools and techniques “ Bazaar” Inter-module peer coaching 6 weeks 1,500 word reflective document Formative assessment opportunity Inter-module peer coaching 6 weeks 1,500 word reflective document Formative assessment opportunity Self – Belief Module Tools & Techniques External Client Session 1 Integration Observed Coaching Session External Client Session 2 Module 1 2 days Module 2 2 days Module 3 2 days Supervision groups continued 3 Months

Coaching Story at VT First Phase with Henley – 45 senior managers completed and in the process of gaining Henley certification Senior accredited coach code of practice designed and agreed Phase 2 of coaching “cascade” to the next level of managers CEO went on own programme August 2007

First Phase with Henley – 45 senior managers completed and in the process of gaining Henley certification

Senior accredited coach code of practice designed and agreed

Phase 2 of coaching “cascade” to the next level of managers

CEO went on own programme August 2007

Coaching Story at VT Roffey Programme Objective: a 2 day programme focused on: improving performance through coaching - less on “pure” coaching From April 2007 to December 2008 136 people have been through the programme and all rated the programme positively Additional Henley programmes run

Roffey Programme Objective: a 2 day programme focused on: improving performance through coaching - less on “pure” coaching

From April 2007 to December 2008 136 people have been through the programme and all rated the programme positively

Additional Henley programmes run

Coaching Story at VT Roffey paid for by the businesses directly and exceeded expectations – extra programmes needed to meet demand Each attendee to completes 1000 word essay and allocate a “supervisor “ from the Henley Senior “coaches” pool. Each attendee coaches someone over 6 months and keeps a learning log Central database designed to monitor the hours of coaching and allowing participants time to build their skills Supervision of coaches is another area to build on

Roffey paid for by the businesses directly and exceeded expectations – extra programmes needed to meet demand

Each attendee to completes 1000 word essay and allocate a “supervisor “ from the Henley Senior “coaches” pool.

Each attendee coaches someone over 6 months and keeps a learning log

Central database designed to monitor the hours of coaching and allowing participants time to build their skills

Supervision of coaches is another area to build on

Measurement Qualitative Questionnaires Focus groups Course feedback Supervision outcomes Quantitative Metrics Coach/coachee evaluation Course feedback

Qualitative

Questionnaires

Focus groups

Course feedback

Supervision outcomes

Quantitative

Metrics

Coach/coachee

evaluation

Course feedback

N.B. Red and green shading indicates the lowest and highest scoring business area for each question Score shown are all positive percentages. Measurements – Employee Engagement Survey & Coaching Hours In 2008 our coaches delivered over 900 hours of coaching both within VT and to external customers/suppliers. Question VT VT GROUP SERVICES VT ENVIRONMENTAL ENGINEERING VT COMMUNICATIONS VT SUPPORT SERVICES VTES VT SERVICES INC VT Nuclear (with DEVA) 35. My immediate manager / supervisor coaches me to be the best I can be 54 50 62 51 53 53 64 37

In 2008 our coaches delivered over 900 hours of coaching both within VT and to external customers/suppliers.

Henley & Roffey Park Coaching Attendance 2006-2009

Conclusion Coaching part of change strategy in VT Line managers are responsible for coaching delivery Integrated into HR and TM and fits new VT culture business Some measurable improvement in Employee Engagement survey plus measurement of coaching hours Needs to be further embedded into VT business

Coaching part of change strategy in VT

Line managers are responsible for coaching delivery

Integrated into HR and TM and fits new VT culture business

Some measurable improvement in Employee Engagement survey plus measurement of coaching hours

Needs to be further embedded into VT business