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Coaching Organizational Development People Development

Case Study: The Ripple Effect of Leadership Coaching

Case Study: The Ripple Effect of Leadership Coaching

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Case Study The Ripple Effect of Leadership Coaching

As organizational coaching grows in popularity, more and more organizations recognize coaching for leaders as a way to achieve business results by focusing more on people, not only as a way to be better at business, but also to be more in alignment with core values and emphasize the human side of the modern workplace.

In January 2017, Shawna, a college registrar, accepted my invitation to experience coaching for leaders It was her first experience of formal Coaching, and she was open to learning more about how it could help her lead her team of 25 individuals representing 14 different nationalities on a college campus in Qatar.

From the first day, we established clear goals for how Shawna wanted to lead her team to engage in personal groundwork, foster greater accountability and pay more attention to business results. Through this process (which also involved departmental reorganization and the creation of an internal leadership team), she shifted from “micromanager” to coach, observed the positive impact on her team, and came to describe her coaching experience as “transformative.”

Perhaps most importantly, Coaching for Leaders program created a ripple effect that extended beyond Shawna to impact her team and her organization.

Individual Impacts

Shawna reported a shift in her experience of coming to work each day. Instead of feeling frustrated and focusing on constraints, Shawna changed her perspective, noting, “I think this realignment has helped me feel much better about coming in to work in the morning because I know the work I’m doing is helping others rather than clearing one more data set.”

We discussed how Shawna had been feeling out of alignment professionally prior to the start of our work together. We started by identifying her core values, and she explained, “I have noticed a big shift from the day that we started, and we did the core values and balance wheel. Previously, I had been focused on quality, data control and effectiveness. These tools helped me identify that my values were teamwork, leadership and integrity and that I was off balance with where I wanted to be…this awareness has really made a big impact in supporting how I enjoy my job, and it’s supported my team as well.”

We also talked about authenticity, and the importance of being in alignment with our core values. Shawna explained, “It’s my regular nature to be real and true and authentic. But I feel in some ways over the last few years, I’ve had to reorganize myself into a framework which is not as real as I would like it to be. So, I think these conversations have helped me recognize the importance of and realign myself with authenticity.”

Team Impacts

One new focus for Shawna was developing trust and allowing for vulnerability with her team. “I believe that being more authentic and vulnerable has helped them feel more of a connection to the goals of the department and to each other. It’s helped develop deeper leadership conversations and relationships,” she said.

We also utilized various measurements to track progress with the team. One measurement Shawna used was adapted from Patrick Lencioni’s The Five Dysfunctions of a Team: A Leadership Fable. We observed improvements in each of those measures (trust, conflict, commitment, accountability and results) as a result of the coaching engagement. Shawna was also able to measure quantifiable improvements through an increase in the number of completed projects, which she attributes to the increased accountability and sense of empowerment her direct reports feel because of her shift in leadership approach.

We also introduced a process for asking for and providing feedback to one another. Shawna described this process as an impactful way of improving the team’s communication and trust: “As a result of [the feedback exercises], I can see that there’s an increased sense of trust amongst the team, and that now there’s a group of people not only relying on me for feedback, but working on it together. I can see that my being coached and coaching them is helping them coach each other and their direct reports.”

Organizational Impacts

In addition to an increased number of completed projects and improved business results, Shawna’s team shared powerful stories of how they brought their personal and team learnings home with them. One individual shared a team-building tool with her husband, who in turn brought it to work with his own team.

Shawna and I have been encouraged and energized by the observed “ripple effect” from our work together as a way to grow a strong coaching culture from the ground up in a culturally diverse organization in Qatar. Over time, we look forward to seeing continued growth throughout the organization, and collecting more stories of the contributions of coaching from individuals impacted by this work.

Source: International Coaching Federation

Career Transition, Outplacement and Mobility Change Management Organizational Development

HR on The Frontline During Redundancies

HR on the frontline during redundancies

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How HR leaders can support their teams as their teams support the business with redundancies

It has become a cliché to say that companies in every industry are facing unprecedented change. But cliché aside, it’s true. We are living, and indeed working, in rapidly changing environments.  This was true even before the Covid-19 pandemic. A pre-pandemic survey of ours involving 1,000 business decision makers in the UK highlighted that the majority of organisations (65%) are currently dealing with more disruption to the workforce than ever before, with a startling 94% of organisations saying they have recently or are about to undergo significant people-related changes.

With the Covid-19 pandemic disrupting every aspects of our lives, this level of uncertainty and change has been further amplified and looks set to remain the case for the foreseeable future.

HR leaders have never been more in the spotlight, coming under scrutiny from anxious employees and managers alike whilst partnering with leadership teams to help inform and make long-lasting people decisions when only short-term accurate intelligence is available.

Redundancies in particular have always been personnel decisions that feel very personal, but this is even more the case as we enter a new post pandemic world of increased unemployment and business instability.  How should HR leaders support their teams as their teams support the business with redundancies?  How do HR professionals ensure that they’re emotionally equipped to manage difficult conversations day-after-day?

Laura Welsh, Head of HR for LHH offers some advice to HR professionals grappling with these questions.

Preparation and the devil in the detail

The more the HR team are prepared for a redundancy situation, the better they can support the business and the teams and individuals concerned whilst minimising stress for all involved, including themselves.

As soon as HR leaders know the situation, they should involve their team and provide as much information as possible so that they:

  • Understand what the plan is
  • Know who is doing what elements of the plan
  • Are clear on the timescales
  • Know who is affected and more importantly why they’re affected
  • Understand the rationale for all the decisions made

As well as enabling them to prepare effectively, these are the areas that HR will face questions about directly from the people involved who will expect them to have answers. If the answers are not forthcoming or clear enough, then there is a risk that myths, stories and rumours quickly start circulating. Laura says “The biggest mistake I see when redundancies are made is plans not being detailed enough when it comes to how the process will run and will work. The people impacted and involved want the nitty gritty detail and you can quickly come unstuck if you don’t have the information to share. HR leaders need to be involved in the business decisions right from the start and HR teams need to be brought into the fold as soon as plans are being made.”

Acknowledge the human in HR

Whenever the issue of redundancies is raised, there are likely to be a huge array of emotions playing out across the business.  Fear, anxiety, sadness, anger, resentment and shock are common feelings that surface but there are also those who view redundancy as a positive event depending on their personal circumstances. It’s perfectly normal and natural for HR to experience the same emotions at various points throughout the process. Laura says “As HR are also involved in consultation meetings and having what can be difficult conversations often multiple times a day, all of which require emotional intelligence, empathy and for HR to share a bit of themselves, it’s normal for HR to experience emotions.  The best HR professionals are not robots. It’s how, where, when and to whom they share these feelings that is key, not that they have them in the first place.” Being prepared for these feelings to surface and acknowledging that they exist and that it’s OK for them to do so can help HR teams to support themselves and others. Laura adds “It’s a good thing that HR experience these emotions. It means it’s not something that’s being done lightly.”

Put your own oxygen mask on first

HR teams feel a strong sense of responsibility to make sure the best plans for redundancies are made and implemented in the right way to get the best possible result for people and the business. Laura says “HR need to feel this same sense of responsibility for looking after themselves too so that we’re in the best position to make sure others are OK. It’s the classic case of applying your own oxygen mask first”.  She advises HR leaders to:

  • Stay close to your teams to quickly spot any warning signs that need addressing before they escalate.
  • Provide opportunities for the team to formally and informally connect with each other.
  • Encourage your teams to take regular breaks even when time is shortHave frequent 1:1s.
  • Allow them to express their feelings and be vulnerable with you in a safe environment.
  • Consider providing them with access to resources and training to help them with key skills at this time such as increasing their resiliency, having difficult conversations, demonstrating emotional intelligence etc.
  • Don’t stamp out black humour amongst the team. It can be a great mood lifter at the right time!
  • Encourage your teams to go home at the end of the day knowing that they can look in the mirror and know that they’ve been treating people the way that they would want to be treated.

Push for the business to offer the necessary support for all

Redundancies can be challenging for everyone in the business. Providing timely, relevant support for all of those impacted is both the socially responsible thing to do and the right business thing to do.  Knowing that your people are being supported in the best possible way can also remove a lot of the burden from HR during what is an already difficult time.

1) To those facing redundancy

Providing outplacement support to those facing redundancy not only supports the individual during what can be a difficult time, but also the mission and values of the organisation. It speaks volumes to your employer brand as you demonstrate a strong duty of care even up until the end of someone’s employment. For the individual, it helps them put their best foot forward and provides them with a new purpose. Whether it be specialist support for your most senior executives or a designated programme for a large group of your employees, there are experts available to help make this whole process a lot smoother for everyone involved. As Laura mentions “Best practice is to offer outplacement support. I have seen the difference between those who get offered this support and those who don’t, and I can tell you this helps not only the initial conversations, but also the individuals feel so much more supported with their next steps. It allows them to focus on the positive aspects of what’s next and helps them to have a much more constructive end of working relationship with the employer.”

2) Support for managers delivering the news and managing the process

One aspect of redundancies that often gets neglected is the impact the process has on line managers. With the focus on the employee being impacted, the wellbeing of the managers having to work through one or many consultations, deliver the news and manage the after effects can take its toll. If left unmanaged there’s a risk of falling motivation and engagement, reduced productivity and diminished ability to lead their teams. Laura says “Providing support, guidance and training to these managers before, during and after the redundancy process to ensure they feel fully supported and have the capability and skills needed to effectively lead themselves and their teams through the change brings huge benefit to all in the business.”

3) Support for “survivors”

Understandably, the focus is on those exiting the business, yet it is the employees that remain, the “survivors”, that will be pivotal to the future success of the organisation. “Survivor syndrome” is the term often used to describe the impact of redundancies on the remaining staff who kept their jobs. In the same way that people that have lost their jobs experience a range of emotions, so too do those that remain. For most, the initial feeling is one of relief, but this can quickly give way to anger at the loss of their colleagues and friends, guilt if they’ve had to apply and “compete” for a limited number of roles, worry about future redundancies, resentment at picking up the workload and responsibility left by those that have gone, and occasionally envy at a missed opportunity a redundancy payment can offer. If not properly managed and quickly addressed, these feelings can quickly lead to a spiralling dip in motivation, engagement and productivity. Discover LHH’S Change Management for support that can provided to these survivors.

4) Work with your employee representatives

Now is the time that having a good relationship with your unions, works councils and employee representatives will really pay off.  In times like these HR and employee representatives should ideally be working together to both minimise the impact on people where possible and of course to ensure the business is doing all it can (within the resources available) to support the staff and managers who are going through a difficult time. The art of the possible will vary depending on your company and circumstances but working with and not against your employee reps is only going to help – they may have some interesting and creative ideas on how to better support people and they will be hearing things from your staff that you might not otherwise be aware of. 

Find a mentor if it’s your first time

As a final piece of advice for those HR professionals managing redundancies for the very first time Laura says “Find a mentor to guide you through it. Managing redundancies well isn’t something you can learn from a textbook-it’s something you learn from watching it being done and doing it. Sit in on meetings as a note taker. Spend time observing and watching what people do well and do badly. Look at what lands well in the difficult conversations and what lands badly. A good mentor will be able to help you avoid the pitfalls and show you how the redundancy process can be managed with dignity and empathy whilst delivering the best results for the business and the people impacted.”

Laura Welsh

Laura Welsh

Laura Welsh is the Head of HR for Lee Hecht Harrison for UK & Ireland. Laura has a BA in French and Russian and an MA in Human Resource Management. Laura is a Chartered Fellow of the CIPD and has more than 15 years’ experience; leading HR in a range of businesses both in the public and private sectors in the UK and Ireland. Laura joined Lee Hecht Harrison in early 2017

Source: lhh.com

Assessments & Analytics Career Transition, Outplacement and Mobility Change Management Coaching Organizational Development People Development Workforce Transformations

Transformation Insights 10th- Creating Opportunities For the Future

Transformation Insights 10th- Creating Opportunities for The Future

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Workforce Transformations Insights

To help identify emerging trends in 2021, it’s important to first reflect on what happened in 200 to see how these insights inform the opportunities that lie ahead. At LHH, we are critically concerned about workforce transformation as a strategy to not only improve current performance but also future-proof companies for the inevitable change that is to come. Our tenth edition of Transformation Insights is now available. This quarter we feature future-focused perspectives and insights that will help business leaders keep up with today’s rapid change.

In this issue Arne Hellmuth, Alex Vincent, Cara Danielson, and Sharon Patterson share fresh ideas to help employers build fit-for-future workforces. Caroline Pfeiffer Marinho talks with Shanthi Flynn about the unique career advancement challenges women face. Jim Mitchell and Rob Hosking share new practices in recruiting and hiring that will help organizations compete effectively for talent. And we hear from Frank Congiu who shares his personal story about the invaluable role mentors have played in his career.

Let’s explore:

  • Employee expectations are changing: Here’s where employers need to focus
  • 5 core practices to build an effective virtual onboarding program
  • Living your best life: 4 Key lessons that will advance your career
  • The employment bridge: Workforce planning designed for an age of unprecedented challenges
  • The future of recruiting & hiring: 5 trends to watch
  • How to find a mentor and tap into something bigger

Source: lhh.com

Coaching Organizational Development People Development

Case Study: Cultural Transformation through Executive Coaching

Case Study: Cultural Transformation through Coaching

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coaching case study

Supporting cultural transformation​ – through the delivery of Executive Coaching to leaders within a global oil & gas organization​.

Case Studies

The context 

The Oil and Gas industry faced major challenges in recent years. Demand is flat in a highly regulated industry with significant environmental pressures

Our client realized business as usual will not suffice – they needed significant transformation to sustain their past success, while seeking to deliver against a new 50-year strategy. With a clear vision focused on customers, competition and innovation, cultural change was necessary.   ‘Creating a coaching culture’ would be key in driving new behaviors throughout the organization. ​

Our client completely restructured and merged several divisions across their downstream and upstream businesses. To drive these new expectations throughout the business, the company leveraged several cultural change initiatives to support and sustain the transformation needed. ​

The solution​

LHH provided six-month Executive Coaching to 300+ senior leaders globally and Team Coaching to several critical teams in Houston, Brussels and Singapore:  

  • Engagements started simultaneously around the globe in EMEA, APAC, and the Americas​
  • All coaching engagements were delivered with local coach resources​

We designed and delivered a Coach the Coach program to 100+ HR BPs:

  • Encompassed an online coach digital toolkit, 2-day classroom training program with significant real-life coaching practice, 1:1 coach mentoring, and coaching skill assessments to embed and sustain learning ​

New leadership would be in various CEO/President roles across the new divisions, plus 60% of their leaders would be in new or expanded positions. This restructure created a significant opportunity, yet additional challenge, to change the culture during the reorganization.​

The results and impact​

Our client appreciated our flexibility and responsiveness, by listening to their needs as we created a unique solution for their business. 

Significantly improved HR BPs’ coaching skills through the Coach the Coach program, as the HR BPs enabled sustained behavioral change with leaders and teams they support.  The client offered this program 5x through 2018-2019 to develop more internal coaches as the program was so impactful.​

In one year, the organization significantly evolved from a hierarchical, top down, ‘tell me what to do’ environment to one where decision making occurs at lower levels, greater initiative taking place, and more people involved in decisions. ​

Source: lhh.com

Coaching Organizational Development People Development

Fostering a Safe and Trusting Environment for Coaching in Organizations

Fostering a Safe and Trusting Environment for Coaching in Organizations

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coaching culture in organizations

Studies have shown that a coaching culture in organizations significantly reduces staff turnover and increases productivity and employee happiness and satisfaction. A coaching culture can only be possible when there is trust and sense of safety in the system.

Ten years ago, the Harvard Business Review conducted a survey with 140 leading coaches which found that the top three reasons why organizations hired coaches were to develop high-potential talent, act as a sounding board and address behaviors. Coaching was a tool that organizations leveraged to address performance, development and career trajectory.

Fast-forward to 2018 where coaching has been “democratized.” It’s no longer a tool exclusively reserved for the C-suite or high-potentials. Coaching is now described as a culture that organizations are developing to encourage passion, openness and curiosity.

Interestingly, a coaching culture in organizations has various interpretations. The Behavioral Coaching Institute defines “a coaching culture as an organizational development model that defines how organization’s members can best interact with their work environment.” A 2011 article by Bill Pullen and Erin Crane in The International Journal of Coaching in Organizations describes the outcome of a coaching culture as an “environment where employees feel supported, while at the same time being challenged to grow, learn and deliver.”

I know what a coaching culture in an organization feels like firsthand, having worked in a multinational conglomerate for the past 17 years. What I observe is that when managers embrace coaching as a creative exploration process with their employees, all parties feel open, safe and trusted.

So, how do we foster a coaching environment where employees and managers feel safe and trusting?

I believe there are two factors that create trust and safety: coaches who show curiosity through powerful questions and are genuinely dedicated, and sufficient understanding of coaching structure and expected outcomes among individuals receiving coaching.

Curiosity and Being Genuine

In a May 2016 article, “Ahead of the Curve: The future of Performance Management,” McKinsey & Company shared that helping employees “find meaning—seeing purpose and value in work—is the most important factor that motivates and fires up the best employees.” Organizations can consider leveraging coaching to support employees’ self-exploration, and to move them forward toward their goals.

For employees to open up to coaches and talk about their goals, a safe and trusting environment is a must. A coach needs to be authentic and curious about the employee. And, to do so, asking powerful questions and being fully attentive are important attributes to demonstrate the coach’s genuineness and willingness to partner in organizations.

ICF defines Powerful Questioning as the “ability to ask questions that reveal the information needed for maximum benefit to the coaching relationship and the client.” Asking powerful questions requires a coach’s full attention in order to actively listen to the employee, reflect what is said and not said with honesty and sincerity, and help them move forward toward a goal.

Another important way to demonstrate attentiveness: Eliminate all digital distractions during a coaching session. Silence notifications and put your devices away, close your laptop or turn off your PC monitor.

Coaching and Session Expectations

In order for an employee to maximize each coaching opportunity, clear expectations of coaching can help them prioritize forward-looking goals, while also providing a sense of trust.

I often find that employees in organizations are not aware of how coaching sessions are structured and what outcomes are expected. I recommend that managers be clear and share that a typical coaching session consists of these elements: setting and prioritizing goals, exploring meanings of these goals, creating an action plan together, and committing to being accountable.

Trust and Safety

“The people when rightly and fully trusted will return the trust.” —Abraham Lincoln

Studies have shown that a coaching culture in organizations significantly reduces staff turnover and increases productivity and employee happiness and satisfaction. A coaching culture can only be possible when there is trust and sense of safety in the system.

Source: International Coaching Federation

Coaching Organizational Development People Development

The Value of Coaching: A Business Superpower For Everyone

The Value of Coaching: A Business Superpower For Everyone

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The Value of Coaching

Is your team doing too much at once? Are you struggling with staff turnover, inefficiency, or low morale? – Coaching can help to address these issues, and many more. By providing support, guidance and advice in a non-judgemental space, executive coaches can help your team to iron out any issues that they’re facing, and help to boost happiness levels and confidence to allow your team to get the job done.

Offering coaching to your team is a great way to demonstrate how much you value them, as well as offering a path to career development that will keep them motivated and engaged.

Why coaching matters

Our theory is that organisations can go further when everyone’s coached to get more from their career. So we think coaching’s right for the first-line manager, the working parent, the team leader with a packed-out schedule or a grad with buckets of potential.

When do we need coaching?

Develop your people​

Coaches can help people define their career path and stick to it​

Create happier teams

Coaching helps with employee engagement, retention and overall happiness​.

Handling Change

Personal and professional change can be tough. Give people a space to talk it through.

Create better managers

The day-to-day challenges of leadership will always call for a second opinion​.

Improved on-boarding

Give people a helping hand during their first 90-days.

Recruit the best

Good hires will always recognize coaching as a great benefit.

Who’s it for?

We believe coaching should be for everyone. But we’ve seen it work particularly well for these people.

Coaching - Who’s it for?

First-line Managers

Give them a space to talk through their new-found role and the skills of the job – like delegation and feedback.

High potential People

They need meaning and focus. A coach can make them find both.

New Starters

Newbies need a hand navigating a new culture, whether they’re joining your board grab scheme.

Transitional Teams

People going through change sometimes just need to talk through how their new role or location will work.

Remote Colleagues

When you’re not in the office every day, you can easily start to feel distant. Help these people feel closer and keep them on track with their goals.

Last year, we noticed a problem with professional coaching…

Not coaching itself, but the way it works – a professional coach can change your life, and not even just your work life. They can help you become more self-aware, set goals, and work through problems that might be holding you back.

But in most organizations, only top teams and executive leaders have access to this superpower. We hated to see all this untapped potential; we started to imagine what organizations would look like if everyone was coached to get more from their career – and we designed and built Performance Coaching.

Learn more about LHH’s Performance Coaching

Source: ezra

Career Transition, Outplacement and Mobility Organizational Development

Secret To Success: Upgrade Your Skills To Match Emerging Job Opportunities

Secret To Success: Upgrade Your Skills To Match Emerging Job Opportunities

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The Future of Learning: Connecting People Who Want Jobs with Jobs that Need People

The global skills shortage is not about a lack of skilled workers. It’s really about our collective inability to connect learning with emerging job opportunities.

It was one of those stories that spoke volumes about the state of today’s global labor market.

The New York Times recently profiled a New Jersey woman who had been diligently looking for full-time work ever since she was laid off in March 2016 from her job as a production manager at an advertising agency. 

In those three years, she applied for more than 500 different jobs.

While she searched for that elusive full-time job, she used her time constructively by taking a project management course at a college. But nothing seemed to do the trick; over the past three years, she has only been able to find short-term contracts.

It seemed extraordinary to me that someone with solid job experience who had also made legitimate attempts to upgrade her skillset could not find a full-time job, even in an era when we are told there is a global shortage of skilled workers.

However, when I thought more about it, I realized that the global skills shortage is not about a lack of skilled workers. It’s really about our collective inability to connect learning with emerging job opportunities. The result is that we have a mismatch that leaves organizations without the skilled workers they need and otherwise talented and motivated workers without meaningful, sustainable job opportunities.

Traditional approaches to learning—compulsory or voluntary programs in a formal classroom setting—have not proven effective. More informal approaches, where learners are in control of the learning process and outcomes, have shown some promise but have failed to make a dent in the skills shortage.

The problem with traditional learning strategies is that they lack strategic focus. Companies usually offer employees opportunities to learn things that help them improve upon the job they are doing. Rarely, it seems, do they offer opportunities for employees to learn things that will help them fill the jobs of the future.

As well, too many organizations see their workforces as replaceable as opposed to renewable resources. These organizations believe they can still hire to fill new skillset needs. The reality is that global shortages of workers with future skills make it impossible to just go out and shop for new people on demand.

Complicating matters, younger generations now demand a whole new approach to learning and gathering information. These are the generations that do not read newspapers or watch the evening television news. They very much want to learn, but they don’t want to sit in classrooms or stare at awkward avatars. They want to use technology as a conduit for focused, purposeful learning.

Learning must be directly connected to actual jobs

LHH recently sponsored a luncheon in New York City to coincide with the World Business Forum (WBF). Our featured speaker at the luncheon was Ian Williamson, the dean of the Wellington School of Business and Government at Victoria University in New Zealand, and a featured speaker at the WBF.

In his luncheon address, Williamson posed a number of questions to the assembled business leaders to help them build a workforce of the future. The first question, and perhaps the most important, was “do you know the skills your organization needs to fuel innovation and drive business strategy?” 

Williamson told us a story about work he did with Nestlé in Malaysia and Singapore. After decades of dominating the beverage industry in the two South Asian countries, a local upstart unleashed new and appealing products that eroded Nestlé’s once-insurmountable market share.

The problem for Nestlé was that this new competitor was very much rooted in the local culture of the two countries. Nestlé found its success by marketing its line of global products, not products with a true local flavor.

Rather than wave the white flag, Williamson said Nestlé began working closely with local schools to train a new generation of workers. The result was an influx of young and innovative talent that helped the company unleash a new array of products that were able to earn back market share from the local competitors.

Successful organizations must look first to their existing talent pool to fill future skill needs

Human capital must be viewed as a renewable resource, rather than a component that can be removed and replaced at the drop of a hat.

One of our clients, BAE Systems in the United Kingdom, has an extensive redeployment program at work that allows skilled workers in one area of its extensive operations to obtain training to take on jobs in other areas. 

As a defense contractor, BAE has traditionally suffered through a hiring and layoff cycle driven by contract schedules. As one contract winds down, workers are laid off even as the company is hiring in another area to ramp up for a completely different contract. 

To avoid this cycle, BAE Systems developed a program that offered intensive training for any employee that had roughly 60 percent of the skills necessary to perform a different job. Since 2008, the program allowed the company to redeploy more than 1,300 employees, saving more than £20 million in severance and transition costs and retaining 20,000 years of expertise.

Technology can assist learning but cannot replace the human touch

There has been a lot of talk about whether people are ready for the “Uberization” of education. That’s an interesting idea, particularly if you follow the logic employed by Uber.

The Uber app does not, in and of itself, transport you from one place to another. The Uber app connects you with a person with a car who is willing to shuttle you from one place to another for a fee. It is technology that connects people to accomplish a valuable goal.

Now, apply that same equation to education. We have already tried to use technology to deliver the actual learning with mixed results. In the future, however, we will need to employ technology as a conduit that connects the people who want to learn with those who can deliver learning.

We at LHH are already experimenting with technology that can help connect people with teachers, coaches and mentors. These are the people who can help individual workers plot their future careers and find the learning opportunities that will give the best shot at a sustainable job. 

Right now, we are not doing a good job at matching people who need jobs with the jobs that need filling. But with a focus on improved learning opportunities and a more deliberate effort to connect people with future skills, we are getting closer.

Source: lhh.com

Career Transition, Outplacement and Mobility Change Management Organizational Development People Development

Reskilling and Upskilling the Workforce of the Future

Reskilling and Upskilling the Workforce of the Future

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Reskilling and Upskilling the Workforce

In the white-collar world, we’ve seen the rapid rise of specialized and technical skills that require almost constant upskilling and reskilling to keep pace with innovation. That means a lot more organizations are coming to the sudden realization that they need to change their approach to learning.

Kevin Gagan

It was a surprising – but not entirely unprecedented – reversal of fortune.

Jake Schwartz, the CEO of General Assembly, a leading provider of workplace learning solutions, had been pitching a reskilling program to the CHRO of a Fortune 500 company that employed thousands of people in markets all over the globe. 

Schwartz was pushing hard to get the CHRO to see the value of reskilling – training existing employees to fill future talent needs – without much luck. This company was entrenched in a very traditional talent strategy where firing and hiring new people was the order of the day.

Schwartz said he emphasized the benefits of reskilling and upskilling, but the CHRO would have none of it. He noted how reskilling was more cost efficient and how it preserved the employer’s brand while reducing the uncertainty of bringing on new and unproven talent.

At the end of the meeting, the two shook hands, and Schwartz left convinced that General Assembly would not be doing business with this company.

A few hours later, however, Schwartz got an email from the CHRO. 

“He told me that after our meeting, he went in and looked at his talent acquisition budget,” Schwartz recalled. “He told me, ‘I had no idea we were spending so much trying to hire new people. And how little we were spending to help our existing people fill our future needs.’”

As has been the case with many other sales calls, this CHRO thought about what he had heard, looked deeper into the numbers, and eventually wanted more information about reskilling. Schwartz said that most organizations need more than one conversation to convince them to transform their talent strategy.

“An increasing number of employers are coming to the same conclusion,” said Schwartz. “In the white-collar world, we’ve seen the rapid rise of specialized and technical skills that require almost constant upskilling and reskilling to keep pace with innovation. That means a lot more organizations are coming to the sudden realization that they need to change their approach to learning.”

That change has seen an increasing number of organizations change their entire mindset about learning.

Schwartz acknowledged that for a very long time, workplace learning was seen more as a perk to drive loyalty and engagement than as a tool of talent development. 

An organization might, for example, pay for a leader to get an MBA. That might not have had much of an impact on the talent pipeline, but it did build loyalty to the employer’s brand and possibly helped with the recruitment of other talent.

Reskilling and Upskilling the Workforce

Some organizations took a more direct approach to learning that involved creating their own educational institutions. Some of the world’s biggest and most iconic companies – GE, General Motors and AT&T for example created corporate campuses that were designed to train new employees and upskill existing ones. 

Schwartz said, however, that not every organization has the resources or the number of employees to make that a cost-effective option. There were also concerns about the return on investment that employers were getting for learning expenditures.

As the average tenure of an employee began to go down, so too did the appetite for investing in learning, Schwartz said. “It was really a chicken and egg scenario. As tenure dropped, employers began worrying about investing in someone who might leave them a few months later.”

These macro trends have driven down the average investment being made by employers in their employees, he said. Currently, American employers spend on average less than $1,000 per person on learning and development. Schwartz said that number reflects the general skepticism about the value of workplace learning.

Fortunately, two major trends have disrupted this pessimistic view.

First, many employers have realized that formal education is not necessarily a fix for current talent needs. Vocational and post-secondary education continues to run behind the leading edge of actual talent needs, Schwartz said. 

“Over the last 10 years, I think there is a growing awareness that the academic world has failed the business world,” Schwartz said. “Schools are just not producing the employees or talent needed by businesses today.”

The second disruptive change has to do with the assumptions that employers make about workplace learning.

Schwartz insisted that the concerns about tenure and ROI only make sense if you look at learning more as a perk than as a talent management strategy. Once you realize that learning is actually a pathway to meeting future talent needs, then the ROI equation turns on its ear.

As the CHRO at the Fortune 500 company came to realize, Schwartz said, when expenditures on upskilling or reskilling are assessed against recruitment and other talent acquisition costs, the learning equation changes.

This new view of learning has undoubtedly been aided by the global talent shortage. “In the past, it was easy for an employer to figure out when to fire and when to hire,” Schwartz said. “There was always talent out there looking for work. Now, it’s a lot harder to find the exact people you need. This is a problem made worse by the fact that most organizations are in some stage of digital transformation and are all trying to hire the same kind of people. That really shrinks the talent pool.”

Given the global talent shortage, Schwartz said that the truly successful organizations will be those that know how to squeeze all the value out of their existing employees before casting about the general talent market. 

“Organizations need to look at the future, maybe two or three years down the road, and try to figure out the kind of people they’re going to need to execute on their business plan. Learning is not a perk, it’s an important tool in your talent development tool belt.”

Source: lhh.com

Coaching Organizational Development

How Coaching Shifts Organizational Culture

How Coaching Shifts Organizational Culture

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true force

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Coaching Shifts Organizational Culture

Coaching is increasingly being embraced by progressive organizations as an effective and highly personalized strategy for leadership and professional development. No longer sitting in the shadows and mistaken as a form of discipline, coaching is helping good leaders become even better, positioning emerging leaders for long-term success, and contributing to the retention of key employees who value the reward that it represents.

Defined as a partnership that engages an individual with a specially trained coach, those who have experienced coaching understand that it is vastly different from “being coached.” True coaches, who have a combination of coach-specific education, knowledge and skill, support their clients with insight-provoking inquiry, keen observation and creative energy that brings out the client’s best. “Being coached,” on the other hand, often refers to receiving well-intentioned advice, consulting  and delivering recommendations that may not be relevant or sustainable.

Coaching, in its true sense, has significant benefits for an individual, but it also brings substantial payoff for the organization. Those who experience coaching discover the power of inquiry-based versus telling conversations. They see firsthand the transformation that occurs when human interaction is free of assumptions and biases. People thrive when the focus of dialogue turns from Me to We and supports moves from directive and critical to partnering and encouraging.

As individuals across an organizational spectrum experience coaching, they naturally adopt some of coaching’s best attributes in their own interactions. For example, change conversations move from “Get on board!” to  “What are your fears?” Performance conversations evolve from “You’re on thin ice,” to “What do you need to succeed?”  When there is a positive shift in the way people work together, the organization begins a transformation to one that is characterized by more open communication, growing cross-functional partnerships and increasing psychological safety.

Fundamentally, every organization is a collection of people. When the environment in which those people operate is one that encourages and rewards candor, respect and mutual support, the entire business benefits. Coaching is the key to infuse those elements into the organization’s operations and ultimately, into its culture.

Source: International Coaching Federation

Assessments & Analytics Career Transition, Outplacement and Mobility Change Management Coaching Organizational Development People Development Workforce Transformations

Workforce Transformations Insights June 2020

Workforce Transformations Insights – June 2020

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your workforce into a
true force

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How The Pandemic Is Changing The Rules Of Talent Management

How The Pandemic Is Changing The Rules Of Talent Management

This is the moment to get your organization on the right side of that equation

What Does a Planful Approach Look Like?

The best executive transition plan will probably look a little bit different depending on the size and nature of the organization. However, the key best practices – transparency, collaboration, and support – will remain a constant. Organizations must engage with the executives in transition in an open and honest context. They must display a willingness to work together to come up with a transition plan that is fair to both the individual and the organization.

In the absence of crises, it’s easy to ignore things like succession planning and executive departure strategies. In our current environment, which is defined by volatility and uncertainty,

No organization has an excuse for not planning ahead.

Let’s get more details in the 8 topics below.

  1. How the Pandemic is Changing the Rules of Talent Management – Greg Simpson
  2. Leadership Shake-ups on the Horizon: How Prepared is Your Organization? – William (Bill) Brown
  3. The Good, the Bad and the Awkward: Tips for Making Video Calls Better – Sharon Patterson
  4. How to Promote a Culture of Caring and Compassionate Leadership – Alex Vincent, Ph. D
  5. Culture: The Catalyst for Transformation – Dr. Mary Clare Race
  6. Now is the Time to Start Prospecting for Great Talent – Helene Cavalli
  7. What Lies Ahead: Three Fundamental Changes to How We’ll Work Post-Pandemic – Dan Lett
  8. Leadership – Pandemic Style – Steve Harrison

Source: lhh.com

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