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Coaching in Action - 3 Case Studies
This is the 5th article in a series on coaching. Welcome to anyone who has just joined us.You can access the previous articles below;
To those who have been with us since the start, thanks for staying with us. The articles have provoked a wide response and a number of opportunities for us to demonstrate how we can deliver a coaching programme in a number of organisations.
Many people have been asking for practical examples of how we have put coaching into practice, so this article will outline how we have made a difference in 3 organisations. We hope that the case studies will illustrate how coaching can be applied and if they spark an interest, ultimately our intention is for you to pick up the telephone and begin a dialogue about how coaching can make a difference to your business.
CASE STUDY 1 - Client is Bio Products Laboratory (part of the NHS)
The Brief
There were an increasing number of employees who were coaching new starters, managers and peers on processes and machines, who had had no formal training on how to be a coach at BPL. The target groups for the initial On-the-Job coaching programme were from R & D, Production and Technical. They were a group of approximately 55 people, which we divided into 8 training groups.
The brief was to produce a bespoke coaching course which would:
- Establish the key principles of effective on-the-job coaching.
- Develop the confidence of the participants in training and coaching people.
- Provide a set of guidelines that could be applied in planning for and delivering training.
- Give input on and provide practice/application time on the behavioural skills required for effective coaching.
The Solution
A modular course, consisting of 2 half days, delivered within 1 month of each other. In addition, telephone coaching for all 55 participants would help with evaluation and allow all coaches the space to explore how they put into practice what they had learnt and identify strengths and opportunities to improve.
The on-the-job coaching course covered:
- What is on-the-job coaching?
- Characteristics of a successful coach
- Planning
- Creating well-formed outcomes
- How to structure a coaching session - tell/demonstrate/do
- Practise using specific exercises
- Follow up to coaching session
- Building rapport
- Listening
- Giving feedback
- Learning styles - using Honey and NLP
A 30 minute call was arranged with all participants which allowed them the space to explore the impact of the training on their own coaching.
Duration
The modular course and coaching support happened over a 3 month period
The Results
Evaluation showed that the following percentage strongly agreed that:
- The training was relevant (94%)
- The training materials were clear and easy to use (89%)
- I learned something I can immediately apply to my job (96%)
- The facilitator ensured I was actively involved with the learning process (85%)
CASE STUDY 2 - Client is Parker Hannifin
The Brief
Design and deliver a bespoke workshop for the telesales department, to be run as a pilot. Facilitate sustainable changes in behaviour to improve results.
The Solution
This two-day workshop was designed to develop their effectiveness in the following areas:
- Increasing the division's sales
- Working effectively as a team and with other teams in their division of Parker
- Being able to manage their time so that they meet and exceed customer expectations
- Establishing customer's needs and providing solutions
- Managing conflicts and hurdles whilst retaining positive relationships
The course was followed up by a telephone coaching session which identified what differences the course participants had made to their everyday behaviour back at work and provided further input and development to enable each participant to improve their performance.
Duration
2 day course, followed by coaching within 4 weeks.
The Results
The coaching sessions for the first course revealed that:
- 95% said that they now felt more confident in their role
- 32% claimed increased order values by applying some simple matching techniques
- 55% had changed the way they structured their day to maximise efficiency
- 28% had trained other colleagues in the core skills
Due to the positive feedback from the pilot, a further workshop has been booked.
CASE STUDY 3 - Martindale Hubbell (operate in the legal sector, part of Reed Elsevier)
The Brief
To develop a key senior manager to ensure that she communicated more effectively with her immediate team and with prospective clients.
The solution
Two specific face to face coaching sessions on presentation skills, with the emphasis on pitching for business. These were followed by 4 telephone coaching sessions exploring solutions to increase effectiveness as a manager and internal communicator.
Duration
3 months in total.
The results
The coachee commented on the benefits;
- More confidence in presenting
- Slowed down delivery, so it was much clearer
- Understanding of her key motivators and drivers
- More options to adapt communication style within the team
Feedback from her immediate manager and colleagues was that they had noticed a new flexibility in her communication style.
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You can find out how we can use coaching to add value in your business by calling us on 01435 865 711 for an informal chat or e-mailing us at info@hrteam.co.uk and setting up an initial meeting.
We look forward to hearing from you.
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