Coaching for successThursday 4th June 2015

Sarah Wilks, Head of HR Operations

Victoire Mazounie, Trainer/facilitator

Agenda

• Who

• What

• Why

• How

• Lessons to share

• Achievements

• What next

Who are SHG ?

We are one of southern England’s largest housing associations. We

own and manage almost 29,000 homes for around 67,000 residents

across London and the south east.

We employ over 900 people and work with more than 50 local

authorities.

What did we do?

• Introduced an internal coaching programme

• Met our strategic objectives

• Met the Business needs

• Evaluated the programme

• Made best use of our resources

• Made savings of £37,108 in the first year.

• Business benefits

• Contributes to leadership development

• Improves employee engagement

• Improves employee retention

• Boosts individual performance.

• Encourages collaborative working across

teams

Why coaching?

• Sees potential in people

• Facilitates clarity of purpose

• Encourages risk taking

• Builds confidence

• Signals approachability

• Helps people identify and overcome self

limiting beliefs

• Calm and reassuring

• Know the organisation, its people and

the context

• Offered to greater numbers at different

levels

• Embed it as part of the Leadership and

Change programme

• Greater appetite to give and receive

positive and constructive feedback

• Coaches feel more engaged

• A coaching culture positively influences

attraction and retention strategies

• Surfacing potential and creativity within

the coaching community

• Senior stakeholder buy in

• We opted for ILM professional

qualifications

• We positioned it as an added employee

benefit

• We designed a clear process

• We offered a range of additional

supporting materials

• We have set up a coaching supervision

programme for coaches

• We measure our results

How did we do it?

• Average number of days lost due to

sickness absence 6.6 days

• Within 6.6 one day is due to

psychological (stress and anxiety)

reasons.

• Total head count 914

• Number of secondments and promotions

in the last 12 months = 80 (1.25% of

headcount)

• Resigned annualised turnover 13%

How did we measure it?

2013 – 2014

• 29 = Number of people being trained

in mentoring and/or coaching

• 70 = Number of people receiving

coaching

• 4.4% = Average number of sickness

absence days in this group

reduced to

• 15.7% = Number of resignations in this

population increased from 12%

• 24.9% = Internal promotions increased

from 4.3%

Best use of our resources

• Used existing e-learning modules to supplement the face-to-face

training sessions.

• Bought reference books for sharing and to put in the library

• We negotiated a keen rate of £36,000 to train the 29 learners to

ILM level 5 and level 7.

• Asked coaches to complete their assignments in their own time

• Used our own venue for training

• Prepared our own documents, designed a celebration event in-

house

• Minimal contact with Consultants beyond the actual training days

• No external coaching

Coachee testimonials

I have experienced a few

unexpected challenges in my role in the last

year. As a result of my coaching sessions, I

have been able to overcome these and remain

positive in my role for myself, my team and

The Group..

Being coached gave me the

opportunity to review my

progress towards the goals that

I set myself and to think about

ways to achieve them

This is because she listened,

questioned and responded to

me in a way that enabled self

discovery and realisation of

my barriers, and most

importantly, motivated me to

over come them with practical

and achievable solutions

The coaching was an incredibly

positive and powerful

experience. It enabled me to

develop solutions and clear

actions to address the areas

that I had asked to be coached

on. I finished each session

feeling highly motivated

Lessons to share

• Promote coaching to all staff right from the very start and all the time

so everyone understands what it is and who it is for.

• For each of the cohorts learning to be qualified coaches listen to

their feedback, learn from it and make the changes so the next group

can experience an improved course

• Make the policies, processes and procedures easy to follow and

easy to find. Plain English and style to suit the audience.

Achievements

• Introduced an internal coaching programme

• Met our strategic objectives

• Met the Business needs

• Evaluated the programme

• Made best use of our resources

• Made savings of £37,108 in the fist year.

What next?

• We know we can do more

• Continuously promote in-house coaching

• Continuously work to shift the mind-set towards a coaching culture

• Designing an internal coaching programme for anyone in an

influencing role.

• Continuously report on the metrics and look for more direct links to

the corporate strategy

• Looking to integrate coaching into our behaviours with a view of

measuring it through annual appraisals

Any questions?