Case Studies

Head of HR City Council

* found that the coaching initially focussed on objective setting and developing a clear focus for what she needed to achieve through the HR coaching programme. In terms of professional HR development, the sessions increased *'s exposure to new HR ideas and concepts, as well as helping her to critically evaluate several HR policies.

* identified several key objectives which have been successfully addressed. There included 'to re-define my role within the organisation in order to achieve personal and organisational effectiveness'.

Throughout the programme * was able to develop a different approach to managing her own time and others' expectations, with the aim of being less involved in fire fighting and more focussed on strategic and directional issues. The one-to-one sessions enabled action-based learning of new techniques, such as greater assertiveness and the ability to protect herself and the function differently. This learning has helped * to appropriately challenge her colleagues' expectations and assumptions by recognising that 'whilst there is an open door policy, sometimes the door needs to be closed'.

* felt that developing and practising better time and stress management techniques had improved her personal effectiveness. Significantly less 'fire fighting' and the delegation of more operational work to other HR collagues have amplified *'s success in this area.

Head of HR District Council

* identifies the key issues to be addressed in her initial one-to-one coaching session. These included personal devlopment, management skills and raising the profile of the function.

At the midpoint, * felt that the majority of her learning and development had been focussed on a clearer understanding of the potential effects of her role on the organisation, alongside learning about developing and implementing an effective HR strategy.

* indicated that the programme had enable her to critically evaluate how her personal profile effects that of the function and service overall. In terms of translating this to behavioural change, * felt that this had been seen through modified methods of dealing, interacting and communicating with management and her more proactive efforts directed at effectively networking with key players, both internally and externally.

In additional to this, * was seeking to 'develop a meaningful HR strategy that I can sell within the organisation'. The successful completion of the strategy was identified as a key achievement for *'s team, as well as the organisation as a whole. It was felt the the HR function itself also benefited, in the sense that it evoked increased clarity over long-term thinking and direction. It was hoped that this would in turn lead to better communication within and surrounding the team and ultimately raise the profile of the function.

* also felt that the coaching had encouraged significant learning about her own personal skills and attributes and also the effect that her personal profile has on the profile of the function and the organisation as a whole.