Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.

1. Coaching Employees
for High Performance
HR’S #1 TOOL FOR EMPLOYEE TRAINING,
DEVELOPMENT, AND PERFORMANCE MANAGEMENT
Presented by
quantumworkplace.comfuel50.com

2. 2
quantumworkplace.comfuel50.com
Fuel50 is award-winning, career
pathing software that offers a powerful
toolkit for employee coaching while
enabling employees to own and grow
their careers. Fuel50 is the fastest way
to drive engagement and improve
leader conversations.
Quantum Workplace is an
employee feedback software
company that helps organizations
retain top talent, motivate
performance, understand
turnover, and build magnetic
workplace cultures.
About the sponsors

3. 3
Dan Harris
Workplace Insights Analyst
Quantum Workplace
Anne Fulton
CEO & Co-Founder
Fuel50
Introducing the speakers

4. 4
What we’ll cover
• Research background
• What we learned about learning and
development opportunities
• What this means for your business
• How-to: Create a transformational culture
of growth and coaching in your organization

5. 5
Overview and
methodology
COACHING EMPLOYEES for HIGH PERFORMANCE

6. 6
Learning and development
is important to employees
2012 2013 2014 2015 2016 2017
7
6
5 5 5
?
Stay tuned for Quantum
Workplace’s 2017Employee
Engagement TrendsReport
tosee how thedriverranks
thisyear.
DRIVER RANK BY YEAR
“Isee professional growth andcareer development
opportunitiesfor myself inthisorganization.”

7. 7
Learning and development
is important to HR
OnequarterofHRrepresentatives saidimproving their
development andtraining opportunitieswouldbetheirtop
peoplepriorityover thenext 12months.¼
#2
Highlyengaged organizationssaidimproving development
and training opportunities wastheirsecond highestpriority
behindattractingtoptalent.

8. 8
About the study
• Study conducted by Fuel50 and
Quantum Workplace
• 976 employees from across the
US participated
• Uncovered crucial information
about learning and development
opportunities and how they can
impact engagement

9. 9
What we learned
about L&D
opportunities
COACHING EMPLOYEES for HIGH PERFORMANCE

10. 10
1/4 of employees don’t know
whether they have a formal program
Non-response
QUESTION
“Isthereaformalemployee development
program atyour currentorganization?”
“Idon’tknow”“No”“Yes”
47.1%
26% 26.7%
0.2%

11. Most common
Types of L&D opportunities
Most utilized Most preferred
Online training
sessions / webinars
Coaching from a
supervisor / manager
Classroom-style
learning
Coaching from an
immediate co-worker
Certification,
accreditation, or
credential reimbursement
e.g. lectures, workshops etc.
Online training
sessions / webinars
Coaching from a
supervisor / manager
Classroom-style
learning
Coaching from an
immediate co-worker
Cross-training
Certification, accreditation, or
credential reimbursement
Off-site
conferences
Tuition reimbursement
for college credit
Classroom-style
learning
Coaching from a
supervisor / manager
11

12. 1/5 of employees
don’t have career conversations
QUESTION
“Howoften doyou and your supervisor/manager
havecareer conversations?
Once every
6 months
Once every
3 months
Once a monthMore than
once a month
10.8%
12.6%
13.4%
10.6%
Non-responseNeverLess than
once a year
Once a year
19.4%
6.9%
5.6%
20.6%
12

13. 13
What this means
for your business
COACHING EMPLOYEES for HIGH PERFORMANCE

14. 14
Feelings after participating
in L&D opportunities
Feel motivated
71%
Feel more equipped
to do their job
64%
Feel empowered
55%
Feel ready to take on
more responsibility
48%
which also means
Do not feel
motivated
29%
Do not feel
more equipped to
do their job
36%
Do not feel
empowered
45%
Do not feel ready
to take on more
responsibility
52%

15. 15
How a formal program
impacts employee engagement
QUESTION
“Isthereaformalemployee development
program atyour currentorganization?”
“No”“Idon’tknow”“Yes”
79.5%
57.8%
69.0%

16. 16
Types of L&D opportunities
and employee engagement
1
Online training
sessions / webinars
2
Coaching
from manager
3
Classroom-style
learning
4
Coaching
from peer
5
Cross-training
Difference in engagement level for those who said they prefer
a specific form of development versus those who don’t
+2.9% +5.6% -2.8% +8.0% -6.0%

17. Career conversations
and engagement
STATS
Engagement by managercoaching frequency
BiannuallyQuarterlyMonthly> Monthly Never< AnnuallyAnnually
82.2% 82.6%
75.0% 76.8%
73.4%
57.2% 53.8%
17

18. 18
How to: Create a
transformational culture
of growth and coaching
in your organization
COACHING EMPLOYEES for HIGH PERFORMANCE

19. The 2020
coaching
culture
challenge.
19

20. n=8,500
Source:CEB2015CareersEmployeeSurvey
The 2020 coaching challenge:
A changed career landscape
Positionseniority
Tenure 20

21. 2010 practices
PERFORMANCE PRACTICES
vs
2020 practices
COACHING PRACTICES
• Top-down process
automation
• Focus backwards
• Promotes vertical
growth thinking
• Annual or
quarterly at best
• Self-directed growth
and development
• Focus forward –
future growth
• Strengths-based
• Continuous career-
growth thinking
• Peer + Manager
21

22. 22
Peer coaching is a rising trend
and it’s here to stay
Slightly more than one half of organizations have 360
feedback program that allows peers to give one
another feedback. Furthermore, one fifth of those
organization said peer feedback has become even more
important to their talent strategy in the last six months.
½
And managers believe it’s important too!
73.4% of managers said peer feedback is valuable.73.4%

23. Coaching enablement
Focus on the whole business
Everyone can become a stretch coach and a stretch learner
Want more work responsibilities and
believe they can contribute more *35%
Would use their own personal time for
learning and development *75%
* W O R K F O R C E C A R E E R AG I L I T Y & E N G AG E M E N T R E S E A R C H , F U E L 5 0 ( 2 0 1 5 ) 23

24. Coaching as Job Sculpting
— micro changes for macro
impact on engagement.
24

25. Crafting individualized
career propositions
Values
Passions Talents
25

26. 26
The traditional 9-box
is not delivering agility
Talent risk
Low performer
Low potential
Solid professional
Moderate performer
Low potential
High professional
High performer
Low potential
Inconsistent player
Low performer
Moderate potential
Key player
Moderate performer
Moderate potential
Current star
High performer
Moderate potential
Rough-diamond
Low performer
High potential
Future star
Moderate performer
High potential
Consistent star
High performer
High potential
Potential
Performance 26

27. 27
Strengths-based coaching
Fuel50 Performance vs passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”

28. Manager as coach
vs
Peer as coach
• Growth focus
• Insight-led
coaching
• Tactical and
strategic coaching
• Track and measure
growth
• Micro-learning
• Skill and task
focussed
• Continuous career-
growth thinking
• Track and measure
growth
28

29. Our top four best-in-class
coaching enablement practices
1. Educate: Build a career growth
mindset for the entire business
2. Enable self-directed growth
3. Empower managers to become
strategic and tactical coaches
4. Build peer coaching marketplace –
everyone is a coach and everyone is a learner
29

30. 30
A coaching culture
is about profitable
growth, both for the
business and for
the individual.
Manager
tactical
coaching
Peer-to-peer
coaching
Manager
strategic
coaching

31. 31
4 keys to creating a
culture of coaching
1 2 3 4
Provide training
to coaches and
coachees
Set the tone
from the top
Communicate
expectations
around coaching
Leverage tools
to streamline
coaching in your
organization

32. WHAT THEY DID
Outcomes
AVG. YEAR -ON-YEAR IMPROVEMENTS
• Leader coaching
program (micro-
learning program)
• Insight-led
coaching
• Employee-driver
career growth
Employee engagement
Engineering
Fuel50 user5%
2%
I receive coaching from my manager to help me develop
Engineering
Fuel50 user10%
2%
My immediate manager has made a personal
investment in my growth and development
Engineering
Fuel50 user11%
3%
32

33. The 2020 coaching culture
1
Focus on the whole organization
Growth + Coaching + Employee enablement
2 Enable + educate
3
Employee ownership
Self-driven learning agile organization
4
Enable insight driven coaching conversations
that unlock potential
5
Transform the culture
Change the conversation, challenge the status
quo, and create a movement
Workforce
agility will
deliver
competitive
business
advantage
35

34. Individualized propositions
for the purpose of
business velocity.
Marianne Jackson, CHRO of eBay
36

35. The Career Engagement Game (2015)
Visit www.fuel50.com/book
As employees begin to own their
careers and leaders coach for growth,
results in increased commitment,
discretionary effort, and that
contagious sense of passion that
inspires customers and key
stakeholders alike.
38

36. Coaching Employees
for High Performance
HR’S #1 TOOL FOR EMPLOYEE TRAINING,
DEVELOPMENT, AND PERFORMANCE MANAGEMENT
Created by
quantumworkplace.comfuel50.com
Get your copy f50.li/qntm