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Using The HR Process To Make The HR Function More Strategic

Listening is probably the first coaching skill that any prospective coach or manager learns, and yet it is often the one that is least used, even by competent coaches, as it becomes buried under an avalanche of more sophisticated tools and techniques. Greif, S. (2013), Conducting organizational-based evaluations of coaching and mentoring programs”, in Passmore, J., Peterson, D.B. and Freire, T. (Eds), The Wiley-Blackwell Handbook of the Psychology of Coaching and Mentoring, Wiley-Blackwell, West Sussex, pp. 443-470.
Howard, A.R. (2015), Coaching to vision versus coaching to improvement needs: a preliminary investigation on the differential impacts of fostering positive and negative emotion during real time executive coaching sessions”, Frontiers in Psychology, Vol.

However we can go one step further and offer insight coaching and training to individuals in a preventative sense that can prevent future mental health problems by giving people the skills they need today in order to be more resilient and able to cope with the emotional ups and downs of life.
3. What is Executive CoachingExecutive Coaching is working withsuccessful Business Leaders andExecutives who wish to improve theireffectiveness; enhance theirmanagement style; improve results;develop their ability to influence;progress Leadership skills andperformance; and achieve personal andorganizational goals.

To address this issue, and particularly for large-scale programs, we have found that it is important to have a nominated full-time ‘Head of Coaching' with requisite formal authority; indeed an increasing number of global corporations have created such positions (Clutterbuck & Megginson, 2005 ). Some of the attributes needed by the HR professionals in this role include outstanding internal communications skills, attention to key stakeholder management issues, a solid understanding of the business and its needs, and the interpersonal attributes needed to navigate the organisational system as well as having good coaching skills.
No matter how much your HR or leadership team invests in recognition or human workplace practices, much of an individual's experience at work is directly shaped by their relationship with their manager ( read a personal story about that here from Lynne Levy, Globoforce's director of product management).
We find that this more comprehensive approach to delineating the business impact of coaching resonates with contemporary organisations, and research supports the idea of taking a broader perspective on return on investment issues (Aras & Crowther, 2013 ).

For example, a coaching intervention which focused on enhancing the presentation skills of a shy or introverted coachee would have a substantial developmental element, and a developmental coaching program aimed at enhancing emotional intelligence or leadership competencies might well include some skills coaching.
Regarding psychological-focused coaching as a fairly new research domain, most of the studies were published in coaching-focused journals ( Allen, 2016 ). In addition, people who conduct coaching research are often pracademics (i.e. an academic and practitioner) and tend to publish their studies in more practitioner-focused journals.

First, more substantial evidence is required in other executive coaching disciplines, such as a statistical investigation (e.g. meta-analysis) on psychological coaching approaches (e.g. cognitive behavioural or solution-focused coaching) or a more process-based investigation to study how” or why” certain mechanisms facilitate better desired outcomes.
We typically take a strengths-based approach, starting the session with having each participant highlight some coaching ‘success', before moving on to identifying issues that are common to the group, and then engaging in a problem-solving group peer-coaching process.

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