HR Awareness and Capability
Increasingly as the HR role expands , HR practitioners are seeking to develop and broaden their skills in both coaching and transition coaching.
Our experience shows us that developing HR as internal coaches can be a significant part of an internal coaching strategy as well as developing HR capability for working effectively with internal clients as business partners and generalists. In a major fmcg company this approach has reinforced a twin approach of providing an external and internal coaching pool by developing a pool of internal coaches on a global basis.
HR as coach
Typically we would design and develop an bespoke advanced coaching programme for internal HR practitioners, where participants have the opportunity to practise coaching with their peers and get detailed feedback and support from their coach facilitators.
Learning content can cover:
- Transformational coaching- creating a shift in the moment
- Authority , presence and impact as a coach
- Coaching strategy and how the HR role can support this effectively
- Coaching supervision and how to use this as an ongoing support
- Heron’s intervention styles
- Giving feedback
- Choice of coaching interventions
Transition coaching
We also recognise the need for HR to take a lead in specific transition coaching for new joiners at senior levels where we have trained HR to act as internal transition coaches using our customised 100 day Transition Workbook. Examples where we have introduced this approach include a leading oil company, a major telco, and government departments.
Benefits here include:
- Building the credibility of the HR BP role through becoming a transition coach to new executives – getting a headstart on forming the relationship
- Increasing retention and cost effectiveness of senior leaders in first 100 days
- Cost savings on external coaches
- Customisation of Transition workbook that the executive will use over first 100 days for own company culture