Summary: Driving Change with Internal Coaching Programs

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

As public sector organisations implement severe cuts and the private sector faces increased competition, all having to manage 'more with less', an increasing number of organisations are turning coaching and mentoring into their training and development solution of choice.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

Human resource (HR) leadership has always been difficult in challenging times, but the unique stressors facing organizations throughout the world today call for a new approach to HR

Managers are increasingly expected to be able to competently perform each of the four 'learning ' roles - trainer, coach, mentor, and counselor - for their team as the need arises. Coaching is driven by a questions addressed to the coachee. .coaching become a popular title that is being used by a lot of professionals often with no training .coaching is also solving problem, setting goals and learn new behaviours. The coaching programs was a satisfying experience for personal growth and professional development. Coaching is differ according to the culture ,this paper will illustrate the impact of coaching on employees and how to applying this methods in education level.

to a district level director I was provided with six months of executive coaching. The coaching

We have learned that executive coaching is important when attempting to assist others in enhancing their full potential to master superior or desire performance levels. Executive coaching is a tool utilized to assist those in need of performance improvement or management skills. It offers them techniques on enhancing their strengths and improving their weaknesses. “The field of executive coaching has grown considerably in recent times” (Page & de Haan, 2014). There are numerous professional coaching accreditations, foundations, and conferences all over nation for several reasons;

Stout-Rostron, Van Renburg, & Sampaio (2014, p. 238 ) argue that today’s organizations are procuring coaching services today are well informed about the business coaching process and the value of coaching for their executives and their business overall. Organizations are requesting three major

The chartered Institute of Personnel and Development in the UK (CIPD 2009) reports that 79% of survey respondents are using coaching within their organisation and that 77% say coaching has been increasing in recent years. It is therefore no surprise that the large UK-based customer facing organisation, where I am hypothetically working as a human resources manager, has made a commitment to deliver coaching and mentoring to improve performance over the next two years. The aim of this report is to highlight how coaching and mentoring differs from training, and to also explain how the use of coaching can

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

Organisational coaching is an important approach to employee development, therefore over the last few years, organisational coaching has received increased attention epitomised by a literature review of the popularity and application of coaching practices (Kampa-Kokesch and Anderson, 2001). Coaching has been identified as being “responsible for enhancing morale, motivating and increasing productivity reducing staff turnover as individuals feel valued and connected with their organisation” (Grimson, 2008). Coaching has most effective applicability in an organisational setting as it is necessary to facilitate learning and underpin organisational change. Organisational coaching has provided help for organisational productivity, and individual

Managing people through change training courses equips leaders and managers with the essential skills to seamlessly implement change within their organizations.

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.