Furthermore, the relationship between management and employees is often part of the very problem that coaching or mentoring is designed to solve. Because of this, organisations can take very different approaches. For example, Tesco has worked with Brewerton's firm to focus on building consistency into its in-house team of accredited coaches.
This has involved training members of Tesco's Training Academy and Personnel teams in its o strengths profile tool, Strengthscope. Saint-Gobain, a global specialist in construction materials, which employs more than 15, people in the UK and Ireland alone, uses a mix of both approaches. One of the major problems with using external mentoring and coaching support is finding the right supplier.
In addition, while there is a school of thought that coaching skills are transferable, she recommends scrutiny of coaches' business credibility and sector expertise. Meanwhile, it is important that HR professionals consider how they will measure any proposed out-sourced programme, to help identify when the time is right for the supplier to step away.
Indeed, if any mentoring or coaching programme, internal or external, is to be justified and deliver something back to an organisation, it is vital that some form of measurement and evaluation takes place. This may involve o employee feedback, both before and after, looking at how performance and behaviours have changed.
Equally, where interventions are designed to help solve an operational question, such as improving business efficiency, it may be that KPIs or hard financials are a more appropriate yardstick. Logistics group DHL Supply Chain, for example, which integrates its coaching and mentoring with more formal training and on-the-job learning, tracks investment against a range of measures. For its high-potential employees, this includes logging an individual's progress against corporate expectations of taking on new responsibilities and promotions.
Clearly, mentoring and coaching alone are not enough to meet organisations' people and business objectives. Nevertheless, there is a growing recognition that it complements other learning and is part of supporting individuals and teams in finding the best solutions to important business issues. As Saint-Gobain's Batley says: "Coaching is relatively cost-effective and, as it is driven by individual and team commitment, it delivers good value for money.
Last December, US natural gas producer Chesapeake Energy embarked on a coaching programme with one of its technical divisions. Instigated and rolled out by the division's senior leader, the programme involved assigning to 42 front-line leaders and senior executives an individual external coach for a two-hour session each month, supplemented by group training classes.
Explaining why the firm chose coaching over other learning and development techniques, Adams says: "In some cases, formal training courses aren't the best fit, as they tend to be designed to meet a wide variety of needs. To date, Chesapeake has used informal measures to evaluate the success of the programme - although Adams reports that improvement in communication among leadership team members and with their employees is "self-evident".
The programme is being extended to embrace the next employee performance review cycle this July, when more formal evaluation against baseline measure taken last year will take place. The vision was for each partner to significantly improve performance at an individual and team level and to build capacity across Merseyside to establish a culture of empowerment and innovation.
The challenge was to achieve this in partnership, efficiently sharing resources and expertise. As a result, several hundred managers across the partner organisations have been trained in coaching skills, 12 of whom have undertaken a five-day 'Train the trainers' programme, creating an in-house pool of trainers. The academy also has six coaches qualified to post-graduate certificate or diploma level, available for cross-authority coaching. More partners have come on board, including public transport authority, MerseyTravel, which is making a valuable contribution, due to its previous investment in coaching.
Meanwhile, the partner organisations have used coaching in different ways to help deliver various outcomes. To this end, Broster has pioneered fresh ways of approaching coaching, for example, establishing a 'virtual' coaching academy to create an online community and access to resources, which he hopes will ultimately provide a matching service for coaches and 'coachees' across the region.
In what are very uncertain times for local government, the academy is focusing on team coaching interventions. This comes on the back of figures showing that 18 FTSE companies have no female directors at all and nearly half of all FTSE companies do not have a woman in the boardroom. However, Lord Davies' statement that "radical change is needed in the mindset of the business community, if we are to implement the scale of change that is needed" indicates that coaching and mentoring - for both genders - may have a role.
However, at the time of writing, there still appears to be a level of demand and movement within the global HR market. Besides activity to upgrade in business partnering areas and seemingly ceaseless interest in talent for areas such as Executive Compensation, HR functions are increasingly looking to harness the increased analytical power afforded them by new technology platforms such as WorkDay and SuccessFactors, by creating roles for embedded chief data officers and chief digital officers within the function.
At the same time however, the cost-hurdle organisations need to clear before realising the cost-benefits and synergies of technological transformation, is not trivial. As such, more than one planned global HR technology implementation has been shelved on the basis of cost constraints. Within Europe, the initial spike in location strategy and workforce planning conversations created by Brexit appears to have subsided somewhat.
Whilst we are aware of some organisations using existing EU-based platforms rather than the UK for certain replacement hires, it seems that until Article 50 is invoked we will not see the full impact of Brexit. The correct configuration of HR specialisms continues to be a topic of internal debate pan-industry, with decisions to both amalgamate talent acquisition and development, or alternatively de-merge the two, apparently occurring in equal measure across the market.
Equally, whilst Performance has in recent years been seen as a natural complement to Reward, anecdotal evidence suggests there are efforts to re-position it as part of Talent in certain instances. Besides movement within business partnering and specialisms among global organisations, HR leadership roles within boutique organisations continue to appear in the market among funds and boutique investment banks.
However, often the internal perception of such functions and the associated funding apportioned to them can make transformation and medium-term success an uphill struggle. Simon Holland joins Oliver Wyman as Partner. Previously she was the Head of Talent Acquisition for financial services.
Ryan Donahue joins Evercore as Head of Reward. Previously she was HR Director at Flipkart. Yvonne Agyei joins Booking. She leaves Regus where she was the Global Recruitment Director. She joins from Firmenich, where she ran HR and communications. Previously, he was Director of Talent Acquisition at Sanofi. He was formerly Head of Diversity and Inclusion at Uber. She was previously the Head of Global Recruitment at Bloomberg.
At the same time however, the cost-hurdle organisations need to clear before realising the cost-benefits and synergies of technological transformation, is not trivial. As such, more than one planned global HR technology implementation has been shelved on the basis of cost constraints.
Within Europe, the initial spike in location strategy and workforce planning conversations created by Brexit appears to have subsided somewhat. Whilst we are aware of some organisations using existing EU-based platforms rather than the UK for certain replacement hires, it seems that until Article 50 is invoked we will not see the full impact of Brexit. The correct configuration of HR specialisms continues to be a topic of internal debate pan-industry, with decisions to both amalgamate talent acquisition and development, or alternatively de-merge the two, apparently occurring in equal measure across the market.
Equally, whilst Performance has in recent years been seen as a natural complement to Reward, anecdotal evidence suggests there are efforts to re-position it as part of Talent in certain instances. Besides movement within business partnering and specialisms among global organisations, HR leadership roles within boutique organisations continue to appear in the market among funds and boutique investment banks. However, often the internal perception of such functions and the associated funding apportioned to them can make transformation and medium-term success an uphill struggle.
Simon Holland joins Oliver Wyman as Partner. Previously she was the Head of Talent Acquisition for financial services. Ryan Donahue joins Evercore as Head of Reward. Previously she was HR Director at Flipkart. Yvonne Agyei joins Booking. She leaves Regus where she was the Global Recruitment Director. She joins from Firmenich, where she ran HR and communications.
Previously, he was Director of Talent Acquisition at Sanofi. He was formerly Head of Diversity and Inclusion at Uber. She was previously the Head of Global Recruitment at Bloomberg. She was formerly the Chief Learning Officer at Citi. Prev Next. For instance, an organisation with a large working parent population all concentrated on a single site would find emergency placements in local nurseries well suited to its employee base.
This means care for children, including mildly ill children and those of school age, as well as babies and nursery-age children. It also means taking into account the increasing numbers of people taking on some kind of responsibility for adult loved ones within their families. There is no one-size-fits-all solution. The more carefully a back-up service is designed, the more effective it will be. The service can be provided as a standalone benefit for working parents or one that can be accessed through an employee assistance programme EAP or childcare voucher provider.
It can be employer-paid, employee-paid or a shared arrangement. Although many employers offer such a service to staff, take-up is generally low. The take-up is much lower than expected. Even if an employer provides an approved, registered care option, many working parents prefer to use informal childcare as their back-up plan of choice.
After deliberating and then finding someone, to have a situation where they need to find someone else can be quite disturbing. It is vital, therefore, that users of the service can have complete trust in the care offered. On the flipside, many providers of back-up care are seeing increasing demand for the service as an effective way to protect productivity, attract and retain talent, and improve the wellbeing and engagement of working parents.
Back-up care is, arguably, most effective when offered in tandem with flexible working options. The large networks of friends who were not working and family who lived around used to be far more effective. From that point of view, there is more need for it.
We find that hundreds of employees who book back-up care do not actually have to go to a meeting, they have got to get something done and need someone to look after the kids. The sector has responded by offering more flexible patterns of choosing childcare.
It is now very much the norm for young children and babies to be in nurseries on a part-time basis, whereas 10 years ago they were more likely to have been there full time. This shift reflects a change in working patterns, says Schofield. Read more articles on emergency carer schemes.
Skip to content. With children, care follows the life pattern of toddler to preschool to primary age, but with eldercare, there can be a sudden requirement for it. With an ageing workforce and ageing population, employees are increasingly likely to have eldercare responsibilities.
Back-up eldercare is becoming more common. It tends to involve taking elderly or disabled dependants to medical appointments, or emergency cover when the usual carer is not available. Take-up is lower than for emergency childcare but is catching up quickly. Sodexo Motivation Solutions lobbied the Labour government in and is now lobbying the current government and political parties about tax-efficiencies for eldercare.
Sodexo suggests making childcare vouchers generic carer vouchers.
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