HRD Coaching

Cosmo
Coaches
COACHING
Javier LABRADOR MÉNDEZ
Katarina JOBBAGYOVA
Mei HA
Mélanie POUYMAYOU
Ray ISILAR
Uzair AHMAD
OBJECTIVES
o To be able to define COACHING
o To differentiate a coach from a mentor
o To know some theoretical models of coaching
o To understand the process of a coaching session
o Have first hand experience of coaching

ERIC SCHMIDT http://www.youtube.com/watch?v
=a7qnTMvw92U&feature=player_
(ex-CEO of Google) embedded
DEFINITIONS
“A process that enables learning and development to occur
and thus performance to improve ”
Parsloe and Leedham (2009)
 “The process of helping people enhance or improve

their performance through reflection on how they
apply a specific skill and/or knowledge”
Thorpe and Clifford, (2003)
“Unlocking the person´s potential to maximize their

own performance”
Whitmore, (1996)
Mentoring Vs Coaching
Mentoring Coaching
Ongoing, long-term relationship Set duration, short-term relationship
Informal meetings => advices, guidance or Structured in nature and meetings are
support scheduled on a regular basis
More experienced and qualified than the

Coach is a guide, not someone superior
‘mentee’.
Focus on career and personal development Focus on development/issues
The agenda is focused on achieving specific,

Agenda is set by the mentee immediate goals – set by the client
Developing specific development
Developing the mentee professional areas/issues
INDUSTRY SIZE
o Rapid pace of change :
- Employees have to adjust and adapt their skill sets
(Jarvis et al, 2006)
o Growth of the coaching industry & rapid increase in using coaching

(CIPD surveys)
o Coaching in leadership development increased from 43% to 53%

(Sherpa Coaching Survey, 2010)
SKILL/ WILL
MATRIX Hersey and Blanchard, 1977
Helps to identify the style of

leadership is required by the
staff
Guide: High will of staff to learn

Low skill at the moment
KOLB’S LEARNING
THEORY
 Four steps of learning
 Helps individual realise what

they want to improve about
themselves
 Encourages analysis,
reflection and provokes
thought
 Sets a plan of how to make

Kolb, 1984 future results better
COACHING PROCESS
PHASE I
PHASE II
ESTABLISHING THE
ACTION PLANNING
COACHING PARTNERSHIP
RAPPORT TRUST
COLLABORATION
PHASE IV
PHASE III
EVALUATION AND FOLLOW-
THE COACHING CYCLE
UP
Zeus & Skiffington (2007)

Phase 1:
Establishing the coaching partnership
 Meeting with management
– Coaching needs analysis, the coach-client protocol
 Proposal of services
 Coaching Contract
 First contact with coachee
 First coaching session
– The coaching agreement
 Second coaching session
– Assessment
 Report to management
Phase 2:
Action Planning
Establishing values, visions and

specific goals
Developing action strategies
The Coaching Cycle
BENEFITS What can a coach do for you?
1) PERSONAL WELFARE
o Be prepared to face a change/choice/challenge
o Solve relationship difficulties
o Fight a mental block
o Realise a dream
2) PROFESSIONAL PERFORMANCE
o Optimise Resources
o Manage a conflict
o Gain a specific skill

TYPES OF COACHING
Resolution Coaching Support Coaching Transitional Coaching
Relational coaching Employment Coaching Decision/arbitration

Coaching
Project Coaching Objectives/ Functional Coaching

Performance Coaching
Personal and
professional
Career Coaching Conflict Coaching Development
Coaching
• A list of action steps which the client is
committed to and help move the client
What next?
towards their Goal
• A list of Options which should get the
client around all of the Obstacles
Options
• A clear statement of what is happening
at the moment in the terms of the Goal
Reality
• SMART goal
Goal
(Whitmore, 1997)
The GROW model
The GROW model
Example:
Goal- “To give a sound presentation on HRD in two
weeks time”
Reality- “Lack of knowledge in the area”
Obstacles/Options- “Read about HRD”
What is to be done next?- “Go to the library, speak to a
teacher for advice”
ACTIVITY
In pairs, use the GROW model to coach one another
The client thinks of a problem area
The coach help the client to go through the
“Coaching process” by asking open ended questions
The coach can NOT give a direct solution

3 minutes for the activity
• A list of action steps which the client is
committed to and help move the client
What next?
towards their Goal
• A list of Options which should get the
client around all of the Obstacles
Options
• A clear statement of what is happening
at the moment in the terms of the Goal
Reality
• SMART goal
Goal
(Whitmore, 1997)
The GROW model
CHALLENGES
1) LACK OF REGULATION:
o A heterogeneous sector
o No central authority
o No certifications
o No clear boundaries
2) DIFFICULT PERFORMANCE
MEASUREMENT:
Evaluation is often ignored because of the

costs and time required.
o How easy is to calculate the Return on Investment of a

coaching session ?
- Kirkpatrick model or RoE
- When the result must be measured?
- Who can access to the results ?
3) CUSTOMERS’ HEALTH & SECURITY :
o Risks of Manipulation
o Risks of Dependent relationship
o Confidentiality issues: No deontology
o Psychological damage: coaches are not
psychologists
SUMMARY Personal Welfare or
Professional Performance
For everyone
Not a mentor
Growing market Coaching

GROW Model
Process
Feedback & Evaluation
THANK YOU
FOR LISTENING!
Cosmo
Coaches
References
Youtube. Schmidt Everyone needs a coach Video Fortune. Available at:

http://www.youtube.com/watch?v=a7qnTMvw92U&feature=player_embedded. Accessed 14.03.11
Renton.J (2009). Coaching & Monitoring. what they are and how to make the most of them (the
economist)
McMahon, Palmer, Wilding (2006). Achieving an excellence in your Coaching Business
Jarvis J., Lane DA, Fillery-travis A (2007). The case for Coaching
Gold J., Holden R, Iles, Stewart J & Beardwell J (2010). Human resources development, theory and
practice.
Parsloe E., Leedham M. (2009) Coaching and Mentoring-Practical Conversations to Improve Learning, 2nd
edition, London: Kogan Page
Thorpe S., Clifford J. (2003) The Coaching Handbook-An Action Kit for Trainers and Managers, London:
Kogan Page
Whitmore J. (1996) Coaching for Performance- Growing Human Potential and Purpose, 2nd edition,
London: Nicholas Brealey Publishing
Zeus & Skiffington. (2007) The Coaching at Work Toolkit, McGraw-Hill

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Cosmo

o To differentiate a coach from a mentor

o To know some theoretical models of coaching

o To understand the process of a coaching session

o Have first hand experience of coaching

 “The process of helping people enhance or improve

“Unlocking the person´s potential to maximize their

More experienced and qualified than the

Focus on career and personal development Focus on development/issues

The agenda is focused on achieving specific,

o Growth of the coaching industry & rapid increase in using coaching

o Coaching in leadership development increased from 43% to 53%

Helps to identify the style of

Guide: High will of staff to learn

 Helps individual realise what

 Sets a plan of how to make

Zeus & Skiffington (2007)

Establishing values, visions and

o Gain a specific skill

Relational coaching Employment Coaching Decision/arbitration

Project Coaching Objectives/ Functional Coaching

The coach can NOT give a direct solution

Evaluation is often ignored because of the

o How easy is to calculate the Return on Investment of a

Growing market Coaching

Youtube. Schmidt Everyone needs a coach Video Fortune. Available at:

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