We would anticipate that the buyer of the coaching service will be either the individual themselves but more often it is the HR or Training Manager who has this responsibility.

 

It is imperative for us at People Vision that we understand what the desired outcomes are then more obviously how, when, where and who will be involved in the intervention.

 

Coach and client would typically meet for 4 sessions up to 2 hours at fortnightly or monthly intervals. In between the client would communicate as much as they needed by telephone or email. The sessions can be out of office hours if necessary.

 

Prior to the coaching sessions the client would meet the coach for an hour to agree their objectives and to establish how they would work together.  The coach could also meet with your Line Manager to confirm the organisation's objectives if that is appropriate. A further three-way meeting to review achievements at the end of our coaching relationship can also be useful.

At People Vision we only do coaching that makes a difference to the individual and therefore their productivity and the business. This has to be managed carefully because no Chief Executive is going to allow you to waste money! At the beginning of each assignment ensure that we get clear deliverables from the employee to ensure that they know what the aim of the sessions is and what we are all working towards.

It is imperative that we match the coach to the employee, this happens by the coachee being offered a number of profiles from which they may choose the one that they fit best. After this they meet the coach for a chemistry meeting and move forward from there.

 

Location

 

The sessions can occur at People Vision offices, in a mutual location or at the workplace of the individual.

 

Skills, Personalities and Values

 

Different coaches bring different skills, personality and values all of which will influence us in deciding which profile to give the individual.

 

Sector Experience

 

We have coaches who have experience working in large corporate at one end to small entrepreneurial businesses. They come with experience from sectors such as FMCG, Health and hospitality just as an example.

 

All of our coaches undergo a People Vision assessment prior to inclusion in our Executive Coach Portfolio.

 

Desired Outcomes

 

It is imperative for the organisation (sometimes the Line Manager and sometimes the HR Manager), the coach and most importantly the individual to understand what is expected fro the process. Some coaches may not be suitable to discuss certain topics and this needs to be explored sooner rather than later.

Analysis Tools

 

There are a number of  tools and methodologies that we can use. These tools allow the coach to benchmark the individual's behaviour to achieve change and action, build choice and undergo transformation.

 

Our coaches can help the individual to identify, focus on and achieve the things that are important to them.

In a series of conversations they will explore:

• The individual's vision, goals and objectives
• The individual's current situation and where you want to make changes
• The options open to the individual to make those changes
• The actions the individual wants to take to make the change
• The individual's experience and learning from taking action

In tackling these areas we will also help the individual to be more:

• Aware of themselves and their impact on others.
• Willing to take responsibility for and able to respond to their situation.
• Outcome focused and able to learn from their own and others experience.
• Self-motivated.

Rapport / Quality of Relationship

The coach will build the relationship by:

• Listening and giving them their full attention
• Asking questions through which they can explore their situation
• Helping them set well-formed outcomes and goals
• Generating options and asking them to commit to specific actions
• Reviewing their performance and their learning from undertaking those actions
• Supporting and challenging their beliefs about themselves and the world
• Acting as a sounding board
• Interpreting with them any profiles or feedback from third parties the coach agrees are relevant
• Making suggestions where appropriate
• Identifying and mobilising appropriate resources
• Sharing their own knowledge and experience

Peers, Managers and Subordinates

 

All stakeholders may be willing to give some feedback to the individual on how they have changed or improved through the experience. We hope that this feedback is honest and constructive so that the individual may continue to grow and develop beyond the coaching investment.

 

Intangible and Tangible Benefits

 

In a recent study by Chumento and Personnel today showed that only 13% of organisations studied would be evaluating their return on investment for coaching

But methods we suggest are:

• Participant feedback is the most popular method
• Appraisals
• Feedback forms from coaches
• Employee engagement surveys

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