talent management
HAVING COACHING RESOURCES AVAILABLE – WHETHER
THEY ARE INTERNAL, EXTERNAL OR BOTH – SENDS
A STRONG MESSAGE ABOUT THE VALUE OF PEOPLE
IN THE ORGANIZATION AND CAN HELP TO ATTRACT
TOP TALENT IN A COMPETITIVE JOB MARKET.
Context – Seeing the client operate in his or her natural environment
can allow specific workplace examples to be fluidly
explored in coaching.
Affordability – The only investment in coaching may be salary,
benefits and possibly training (which could be further reduced
when paired with existing roles and responsibilities).
Availability – Clients can self refer or HR professionals can refer
individuals as soon as high potentials are identified or, on the
flip side, hard-to-address issues surface (e.g., disruptive behaviour).
EXTERNAL COACHES
There are many benefits of an external coach as well. These include:
Unbiased – Removed from a client’s environment, the coach offers
a “blank slate” from which to support the client.
Clarity – With dedicated coaching time, it can be easier to see
trends and give credible, high-level feedback about patterns emerging
across a broad brushstroke of conversations.
Proficiency – Being exposed to a variety of perspectives and
practices from a broad range of clients and industries, with significantly
more hours spent perfecting their craft, external coaches
move seamlessly to meet clients where they are at and match to a
variety of styles.
Efficacy – Often the preferred choices for senior leaders or
those who struggle to trust members within the organization,
trust is built and sustained more quickly.
Confidentiality – If leaders are referred to a coach due to performance
issues, they are often more amenable to working with
an external coach as it “saves face” and reinforces neutrality and
confidentiality.
Deliverables – Goals and deliverables are consistently negotiated
from the start, supported by clear roles and responsibilities.
POTENTIAL DRAWBACKS
There are some drawbacks and considerations that should also be
understood before implementing an internal or external coach.
For internal coaches:
Healthy boundaries – Any coach has to have strong boundaries
with confidentiality, which may be a greater challenge for
internal coaches if pressured to disclose information to their direct
supervisor or someone else in a position of authority (or their
clients may worry that they will). If not careful, internal coaches’
view of peers may shift from what they hear in coaching.
Workload – It can be difficult to balance coaching with other
duties, or to have consistent availability for clients due to fluctuating
work demands. The same can be true for the emotional energy
required to “shift gears” after an intense coaching session.
Rafal Olechowski/Shutterstock
For external coaches:
Financial costs – Limited budgets may impact the availability
and duration of coaching for those who may most benefit from
it. It may take longer to understand the nuances about the organization
that are important to the client and how this impacts their
role.
Bidding for work – Public sector organizations may be required
to solicit coaching services through a Request for Proposals
process, often reducing the pool of those who bid for the work,
sometimes impacting the end cost.
Sourcing – Not knowing where or what to look for in an external
coach might make it difficult to find the “right fit” for an
organization and individual clients. Tip: Referrals from trusted
colleagues or going to the ICF website for a certified (local) coach
are great ways to start.
Having coaching resources available – whether they are internal,
external or both – sends a strong message about the value of
people in the organization and can help to attract top talent in a
competitive job market. New leaders who receive coaching have a
shortened transition time, and all clients experience increased confidence
in bringing forward their ideas, working through barriers
impeding their success in their roles and sharpening their focus. ■
Sarah McVanel, MSc, CHRL, PCC, CSODP is founder of
Greatness Magnified. Christine Burych, MHRM, CPC is president
of StarlingBrook Leadership Consulting.
40 ❚ MARCH/APRIL 2015 ❚ HR PROFESSIONAL