As a coach who has worked with many organisations, I have seen first-hand how coaching can change HR’s impact. My mission was always to’make HR good’.
I’ve seen that coaches can be strategic partners in today’s business environment. HR teams are under pressure to deliver strategic results with limited resources.
Building solid foundations
Clarity is the key to success. My HR colleagues identify candidates for coaching, including future leaders, managers who are new to the company and employees returning after a leave. There is a correlation between coaching, and an increase in employee engagement. 72% of respondents to the 2023 ICF HCI Defining New Coaching Cultures Report acknowledged this relationship.
As an example, I worked with a member of the marketing team who over several years became the Marketing Director. We built a strong partnership through monthly, one-hour sessions that focused on both his career and team vision. It was important that HR, the coach, and the client had a strong relationship. They didn’t micromanage him, which allowed him to ask for extra support before presentations or pitches. His success was driven by his flexibility and accountability.
Supporting pivotal moments
It can be daunting to manage people for the very first time. Since I work with people of all levels, I can understand concerns from different perspectives. My coaching sessions offer a confidential environment where new managers are free to openly discuss their challenges, without worrying about office politics. Early intervention can prevent issues from reaching HR.
In recent years, the transition from long-term sickness leave or maternity to return-to-work has become an important topic. Our pre-return sessions were highly valued by one client, who developed strategies to help her in the first few weeks of returning to work. Working closely with HR I was able to integrate existing support systems, such as KIT days and maternity buddies into our approach.
She was grateful that I spent time with her to help her get back into the work mindset.
A strategic partnership in action
Sometimes, my role goes beyond coaching individuals. As an example, I’ve set up quarterly reviews for the HR teams that I work with. This gives them the opportunity to share their insights on the company culture and any strategic changes. It could be a change in the company’s objectives, a new employee benefit or updated HR policies.
My coaching sessions are often dominated by the topic of change. It is important for the business to understand how their employees react to these issues. I use my quarterly review sessions to give HR teams an insight into the possible impact on company culture.
I also actively promote HR’s wellness initiatives. I actively promote HR’s initiatives for wellness. Recently, I connected clients to HR benefits that they were unaware of, such as gym discounts and wellness programs.
Regular office visits allow for face-to-face HR coaching and catch-ups. This ensures that the organisation’s objectives are met. This integrated approach supports HR’s broader development efforts while maintaining strong relationships.
Calculating the winners
All of these small wins add up – a global survey by PriceWaterhouseCoopers and the Association Resource Center report an average ROI of seven times the cost of employing a coach.
I find my greatest satisfaction in supporting clients during life’s most important moments, such as births, marriages or career transitions. HR’s confidence in our partnership allows us to gain these privileged insights into people’s personal lives.
It’s crucial to succeed as a Coach. Your role is to make HR look good. We can create a powerful system of support when both parties are working together. This will enhance the performance of your organisation and encourage employee growth.
