Managers today are meeting with tough requests from their bosses and stakeholders which include:
- Keeping costs down
- Making customers happy
- Creating contented staff
Parallel to this it is a difficult recruit and retain talented staff. People want to go into organisations where exciting opportunities exist: they are keen to leave a job, if the working environment is poor.
The CEO decided he wanted to turn the organisation into a positive and happy working environment. Especially, he wanted to increase the quality of co-operation. This was achieved by providing all members of staff with a role review.
The project was carried out in several stages:
- Discussion of the problems and pressures on senior managers
- Design of the review documentation
- Completion of role reviews
- Design of coaching programme
- Training of staff around the role of the coach
The Role Review:
The role review had the objectives of:
- Understanding how people were approaching their role
- Integrating coaching
- Broadening the scope of performance management
It was an additional view of everyday work and provided an input into performance management.
- Exploring attitudes to the quality of working life
- Identifying any time management practices needed
- Assessing how an individual is interpreting their work
- Considering the approach of the manager concerning the supervision of work
- Identifying changes in the role needed
It was an opportunity to be honest and talk to a third party not involved in work and plan for the future.
The review covered several aspects of individuals role:
- The working environment
- Time spent on different tasks and responsibilities
- The management relationship
- Use of meetings
- Time spent unproductively
There were four stages to the review:
- Reflect on the way you carry out your role
- Assess your approach to work and your needs
- Attend the review discussion with a facilitator to explore your approach to your role
- Decide on ways you can adapt your approach to work
Staff received a report on completion of the process, which was used as a reference document in performance management.
The review gave participants time to think in a busy and demanding working life.
Benfits from the investment included:
- Improved Communication
- Adjustments made to the mix of meetings
- Monitoring programme
- Time off at lunchtimes
The coaching programme was introduced to provide a continual focus on both issues arising within specific teams and opportunities for personal development.
The programme was designed around the STEER Model which both emphasises the importance of tailoring coaching to individual people and providing advice and instruction on important practical issues.
A two-day programme was designed with the following objectives:
- Develop a personal model for coaching staff
- Understand how this contributes to the overall task of performance management and developing the team
- Improve interpersonal skills such as listening, giving constructive criticism and action planning
This was reviewed four months later through a clinic which encouraged the sharing of good practice amongst coaches and looked at the role of coaching within the performance management framework.
Delegates also received a skills assessment and were encouraged to update their action plan.