Coaching employees for high performance

Coaching employees for high performance
Promoted by Coaching employees for high performance

10Eighty’s latest White Paper ‘Coaching Employees for High Performance’ introduces you to a new employment paradigm – ‘Employers need to be employee centric.’ A philosophy supported by LinkedIn’s Reid Hoffman who says the role of an employer is to make their employees more employable.

Anne Fulton, CEO of 10Eighty’s Antipodean partners’ Fuel 50 and Natalie Hackbarth Inbound Marketing Manager of Quantum Workplace, an employee feedback software company, have co-authored this handy HR guide for implementing a manager or a peer coaching programme.

Employee engagement experts, Anne and Natalie, provide a raft of insights into learning and development strategies. They consider how organisations can create a coaching culture, examine how manager coaching and peer coaching can optimise employee engagement and talent management in conjunction with the powerful career pathing software – the CareerCENTRE™.

What's inside?

The 18-page ‘Coaching Employees for High Performance’ White Paper also includes the Top 5 learning and development opportunities and 4 Keys to creating a culture of coaching. A fusion of these two processes will make a valuable contribution to your talent management strategy.

Understanding the roles of manager coaches and peer coaches and nurturing these two complementary coaching styles is important, but for a coaching culture to thrive, an organisation must be committed to engagement and employee development.

The White Paper additionally provides best practice for successful coaching such as ‘Set expectations’, ‘Educate the coaches’, ‘Create structure’, ‘Set a frequency’, ‘Consider attribution’, ‘Encourage 2-way conversation’ and ‘Track, monitor and measure progress’.

Ray Titus, CEO of United Franchise Group believes “people will produce more than they think they can if they're challenged.”

Michael Moran, 10Eighty’s CEO is a vehement advocate of coaching: “employees want to be developed. This is a key driver of engagement. 79.5% of employees who said their organisation had a formal development programme were engaged.

The connected conversation is at the heart of any developmental intervention. It is a conversation to understand what engages the employee, their values and motivators - what they like doing and what they are good at. This connected conversation is all about coaching.

Line managers who spend time coaching their employees are rewarded with greater productivity, increased loyalty and a workforce that demonstrates a ‘can do’ attitude.

Research shows that coaching by your line manager or by your peers is the biggest driver of engagement of any developmental initiative”.


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