How HR can conduct personalised coaching?
In the present competitive environment, organisations need to adopt an employee centric approach to ensure their success. As per Blanchard(1988), Human resource management (HRM) plays a vital role in this regard, as it helps organisations to attract, develop, and retain their employees. One way to achieve this is through Personalized Coaching. Personalized coaching is an effective approach that helps employees to develop their skills, competencies, and abilities.
Importance of personalised coaching and training:
Several theoretical models and principles can be leveraged by HR to conduct personalized coaching in a global context. One such model as Armstrong(2012) is the Situational Leadership Model (SLM), developed by Paul Hersey and Ken Blanchard. This model emphasizes that effective leaders need to adapt their leadership style according to the situation and the developmental level of the employee. HR can use this model to conduct personalized coaching by identifying the developmental level of the employee and providing coaching accordingly.
Figure 1: The Situational Leadership Model
Another model is the Goal-Setting Theory (GST), developed by Edwin Locke. This theory suggests that setting specific, challenging, and achievable goals can enhance employee performance. HR can use this theory to conduct personalized coaching by setting individual goals for employees and providing coaching to help them achieve these goals (Locke and Latham, 2002).
Figure 2: Goal-Setting Theory
On the other hand, principles applied in a global context include Cultural Intelligence, which refers to the ability to work effectively in cross cultural situations. HR can use this principle to conduct personalized coaching by developing cultural awareness and sensitivity in employees, which can help them work effectively with colleagues and clients from diverse cultural backgrounds (Earley and Ang, 2003).
Figure 3: Cultural Intelligence
One best practice is to provide employees with regular feedback and coaching to help them develop their skills and competencies. For example, Google provides its employees with regular coaching and feedback, which helps them to enhance their performance and achieve their career goals. Moreover, Google's "g2g" program (short for "Googler to Googler") allows employees to sign up as coaches or mentees and matches them based on their interests and needs. The program includes a curriculum of topics and resources for coaches to use and encourages employees to develop their coaching skills (Google, 2021).
Similarly, Microsoft's global learning and development program includes a coaching and mentoring component that provides employees with personalized support from experienced coaches and mentors. The program also includes a training program for coaches and mentors and encourages continuous feedback and improvement, which help them to enhance their skills and competencies and achieve their career goals (Microsoft, 2021).
Both of these programs highlight the importance of providing employees with personalized coaching and support to enhance their development and contribute to the success of the organisation.
Through my own experiences as an HR professional, I have learned the importance of personalized coaching in enhancing employee performance and satisfaction. In one organisation, I implemented a coaching program that matched employees with experienced coaches and provided them with regular one-on-one sessions to discuss their development goals and progress. The program received positive feedback from employees and contributed to a more engaged and motivated workforce. When the organisation expanded to a new location, we had to adapt the coaching program to align with the local culture and values.
Personalized coaching is a vital HRM practice that helps employees to develop their skills and competencies. HR can leverage theoretical models and principles to conduct personalized coaching in a global context. My own experiential learning as an HR professional has reinforced the importance of personalized coaching and the need to consider local contexts when implementing HRM practices in a global organization. Ultimately, as shared by Ulrich(1997) and Sparrow(2009), personalized coaching is an investment in the development of employees and can lead to significant benefits for the organisation, including increased productivity, innovation, and profitability.
Locke, E. A., and Latham, G. P. (2002) Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
Microsoft. (2021) Microsoft global learning and development.[Online]. Available from: https://www.microsoft.com/investor/reports/ar21/index.html. [Accessed: March 27, 2023]
Michael Armstrong. (2012) Human Resource Management Practice, 10th edition, Kogan Page, London, and Philadelphia.
Sparrow, P. (2009) The impact of internationalization on human resource management. Journal of World Business, 44(4), 387-396.
Tarique, I., and Schuler, R. S. (2010) Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133.
Ulrich, D. (1997) Measuring human resources: An overview of practice and a prescription for results. Human Resource Management, 36(3), 303-320.
Personalized coaching requires HR to have a deep understanding of the employer's needs, goals, and performance. By providing targeted support and feedback, HR can help employees achieve their full potential and drive business success.
ReplyDeleteNice one ! Human resources is in charge of determining employee training requirements. They are also in charge of devising and developing training programs. HR's primary responsibility is to confirm that workers have the necessary skills and knowledge to execute their jobs. HR may help increase employee performance by giving such opportunities.
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