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The critical role of the manager in supporting learning at work through coaching by Michael Staunton
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The critical role of the manager in supporting learning at work through coaching by Michael Staunton

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Presentation by Michael Staunton at the Acas national conference 2009 London, UK. (Acas.org.uk/summit09)

Presentation by Michael Staunton at the Acas national conference 2009 London, UK. (Acas.org.uk/summit09)

Published in: Business, Education

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    • 1. 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
    • 2. 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
    • 3. 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
    • 4. 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.
    • 5. 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
    • 6. 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
    • 7. 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
    • 8. 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
    • 9. Measurement
      • Qualitative
      • Questionnaires
      • Focus groups
      • Course feedback
      • Supervision outcomes
      • Quantitative
      • Metrics
      • Coach/coachee
      • evaluation
      • Course feedback
    • 10. 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
    • 11. Henley & Roffey Park Coaching Attendance 2006-2009
    • 12. 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

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