CIPD Conference 2009   ‘ The critical role of the manager in supporting learning at work through coaching’ Michael Staunto...
VT Group <ul><li>Diverse business -  shipbuilding to education  </li></ul><ul><li>Rapid growth - £300m to £1.2 bn </li></u...
CIPD Annual L&D survey 2008 <ul><li>Coaching used by 76% of organisations </li></ul><ul><li>Coaching in VT is a “tool for ...
VT Coaching Project Establishing a coaching culture in VT <ul><li>Our Aims </li></ul><ul><li>Every manager in the organisa...
Structure of the Henley Certificate in Coaching Programme   What is coaching? Who am I as a coach? My personal coaching st...
Coaching Story at VT <ul><li>First Phase with Henley – 45 senior managers completed and in the process of gaining Henley c...
Coaching Story at VT <ul><li>Roffey Programme Objective: a 2 day programme focused on: improving performance through coach...
Coaching Story at VT <ul><li>Roffey paid for by the businesses directly and exceeded  expectations – extra programmes need...
Measurement <ul><li>Qualitative </li></ul><ul><li>Questionnaires </li></ul><ul><li>Focus groups </li></ul><ul><li>Course f...
N.B. Red and green shading indicates the lowest and highest scoring business area for each question Score shown are all po...
Henley & Roffey Park Coaching Attendance 2006-2009
Conclusion <ul><li>Coaching part of change strategy in VT </li></ul><ul><li>Line managers are responsible for coaching del...
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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)

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

    1. 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. 2. VT Group <ul><li>Diverse business - shipbuilding to education </li></ul><ul><li>Rapid growth - £300m to £1.2 bn </li></ul><ul><li>Changing requirements shipbuilding to support services </li></ul><ul><li>Culture shift – focus on Talent Management and Coaching </li></ul><ul><li>No learning culture – little investment L&D </li></ul>
    3. 3. CIPD Annual L&D survey 2008 <ul><li>Coaching used by 76% of organisations </li></ul><ul><li>Coaching in VT is a “tool for organisational change” like 35% of organisations </li></ul><ul><li>Line managers are responsible for delivering coaching to direct reports in 36% of the organisations - again as in VT </li></ul><ul><li>Coaching part of VT L&D strategy </li></ul>
    4. 4. VT Coaching Project Establishing a coaching culture in VT <ul><li>Our Aims </li></ul><ul><li>Every manager in the organisation spends some of their time with their subordinates actively improving their performance through coaching. </li></ul><ul><li>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” </li></ul><ul><li>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. </li></ul><ul><li>Coaching will also support development as well as the talent management processes and future succession planning processes currently being developed. </li></ul><ul><li>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. </li></ul>
    5. 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. 6. Coaching Story at VT <ul><li>First Phase with Henley – 45 senior managers completed and in the process of gaining Henley certification </li></ul><ul><li>Senior accredited coach code of practice designed and agreed </li></ul><ul><li>Phase 2 of coaching “cascade” to the next level of managers </li></ul><ul><li>CEO went on own programme August 2007 </li></ul>
    7. 7. Coaching Story at VT <ul><li>Roffey Programme Objective: a 2 day programme focused on: improving performance through coaching - less on “pure” coaching </li></ul><ul><li>From April 2007 to December 2008 136 people have been through the programme and all rated the programme positively </li></ul><ul><li>Additional Henley programmes run </li></ul>
    8. 8. Coaching Story at VT <ul><li>Roffey paid for by the businesses directly and exceeded expectations – extra programmes needed to meet demand </li></ul><ul><li>Each attendee to completes 1000 word essay and allocate a “supervisor “ from the Henley Senior “coaches” pool. </li></ul><ul><li>Each attendee coaches someone over 6 months and keeps a learning log </li></ul><ul><li>Central database designed to monitor the hours of coaching and allowing participants time to build their skills </li></ul><ul><li>Supervision of coaches is another area to build on </li></ul>
    9. 9. Measurement <ul><li>Qualitative </li></ul><ul><li>Questionnaires </li></ul><ul><li>Focus groups </li></ul><ul><li>Course feedback </li></ul><ul><li>Supervision outcomes </li></ul><ul><li>Quantitative </li></ul><ul><li>Metrics </li></ul><ul><li>Coach/coachee </li></ul><ul><li>evaluation </li></ul><ul><li>Course feedback </li></ul>
    10. 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 <ul><li>In 2008 our coaches delivered over 900 hours of coaching both within VT and to external customers/suppliers. </li></ul>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. 11. Henley & Roffey Park Coaching Attendance 2006-2009
    12. 12. Conclusion <ul><li>Coaching part of change strategy in VT </li></ul><ul><li>Line managers are responsible for coaching delivery </li></ul><ul><li>Integrated into HR and TM and fits new VT culture business </li></ul><ul><li>Some measurable improvement in Employee Engagement survey plus measurement of coaching hours </li></ul><ul><li>Needs to be further embedded into VT business </li></ul>
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