S 2 Talent Management - Workplace Coaching 2 - Career ...talent management to develop a strong workforce. Employee development is used as a strategic tool for an organization's continu

SECTION 2

Talent Management - Workplace Coaching 2

- Career Development Track 7

- Sample Training Plan 12

- Leadership Development 13

- Resolving Conflict 15

- Progression and Succession Planning 19

- Career Coaching Services Offering Plan 26

FINAL NOTES FOR COACHES

Personal Attention Overview 31

Learn to Say No 33

Let a Client Go 36

More Tips 38

The Power Behind Career Success! Since 1990

Copyright © 2016 | For Exclusive use of PARW/CC CPCC program participants | All Rights Reserved | Written by Diane Hudson | Module 6 / section 2 | Do Not Reproduce or transmit

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|| TALENT MANAGEMENT AND WORKPLACE COACHING

This section is for HR Professionals, Employment Readiness Specialists, College

Counselors, Business Managers, and Career Coaches working within other organizations.

An employer said to me recently, "The biggest mistake I can make as an employer is hiring

the wrong person." The reason is because it is very expensive financially and emotionally

for management and staff if the wrong person is hired for a position in a company, and it

does not matter if the company is large or small.

Talent management includes the full lifecycle of employment from recruitment, hiring, on-

boarding, training and development, promotions, and retirement. It also includes

addressing lay-offs, outplacement services for those that need it, terminations, and encore

careers.

Talent management and workforce coaching includes recruitment, selection, retention,

succession, and knowledge management.

Retention covers motivation strategies, mentoring, coaching, job shadowing, building

communities of practice, and training. Retention efforts and succession planning can

eate tale t pools of people likel to ad a e i to iti al jo s to build your bench

strength.

Succession planning includes the difficult work of assessing possible losses of workers,

identifying which people are in critical positions, and creating strategies to address those

anticipated losses.

Knowledge Management efforts require knowing, among other things, who needs what

knowledge. Skills are also an important factor and fall within this topic.

A wrong hire can cost a company money and also have a ripple effect of potential negative

impacts of unresolved conflict in the workplace:

Stress

Costly lawsuits, litigation, or unemployment insurance costs

Workplace disruption

Decreased productivity

High employee turnover

Higher absenteeism. Studies show that this can cost larger employers more than $1

million annually!


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High Employee Turnover results in knowledge gaps, costs associated with exiting

employees, severance, recruitment, and on-boarding which are estimated to be up to four

ti es a e plo ee s a ual sala a d e efits:

There are costs involved with Exiting an employee:

o HR and administrative costs including the exit interview

o Stopping payroll

o Changing benefit enrollments

o Unemployment insurance

o Attorney's fees

o COBRA health insurance notification

o Other administrative activities

Severance Costs (if applicable)

Lost Knowledge/Knowledge Gap

Re-delegation of Work which includes cross training of current employees,

overtime, and increased workloads on current staff)

Recruitment Costs which includes advertisements, screening, drug testing and

background checks.

On-boarding involves training and productivity ramp up

Employers

To ensure a quality hire, employers and HR specialists will have to utilize many

processes:

An employer will ascertain relevant information from the applicant which will include many

important documents and processes:

Ask dozens of questions via one or multiple interviews

Ask the candidate to take assessment tests

Complete a job application

Request copies of documents from candidates (resume(s)

Review social media bios

Determine knowledge level

Determine skill level

Obtain abilities statements

Obtain a portfolio of work

Obtain a sample of written skills

Determine salary history

Obtain a copy of the bio

Obtain cover letters

Obtain a list of references to call

Submit a PowerPoint presentation

Other documents as necessary


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The employer will Google the candidate and conduct a reasonable investigation that

includes a background check, drug testing, and possible government security clearance

investigation for this potential investment. The HR professional will make every effort to

ensure the worthiness of the investment before signing an employment contract. Despite

these measures, sometimes the candidate still proves to be less than stellar, is asked to

leave the company, and the process begins again.

Coaching in the Workforce

Coaching in the workforce is so positive throughout an organization! It helps prevent

stress, helps to elevate morale, and reduces employee turnover. Organizational

development addresses change, communications, and trust.

Talent management refers to the anticipation of required human capital for an

organization and the planning to meet those needs. Talent management is the science of

using strategic human capital to improve business value and to make it possible for

companies and organizations to reach their goals. Everything done to recruit, retain,

develop, reward, and improve performance is the basis of talent management as well

as strategic workforce planning. If you understand the career coaching competencies and

you create a career coaching program, you can easily incorporate the competencies into

talent management to develop a strong workforce.

Employee development is used as a strategic tool for an organization's continuing growth,

productivity, a d a ilit to etai alua le e plo ees. The goal is to alig the e plo ee s goals to the strategic goals of the organization which in turn helps an organization achieve

its goals while also engaging staff. Though the business rewards can be huge, career

development does not fall solely on the employer. The employee's participation is

required as a critical element to success. Which means if the employer will pay for a

degree in busi ess a age e t to p o ote the e plo ee s a ee path to a d supervision of staff conducting financial analyses, it will be approved for the good of both

the company and the employee. However, most companies will not usually pay for a

culinary degree or a music degree that ill ot add alue to the o pa s goals.

There are a variety of factors that inspire the need for a company or an organization to

support career development:

Different types of jobs that will be needed in the future

Reduced opportunity for advancement without certain skills

Training requirements

Work environment changes

Upward progression

Identification and forecasting of personnel needs

Demographic and social drifts

Diversified workforce, equity, diversity and inclusion


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Technology changes

The o ga izatio s ultu e and philosophy

Lower absenteeism

Coaching Employees

Talent management is about developing the human capital and as such, coaches can work

with employees to identify and develop goals, and determine motivational factors and

values. In preparing the career development track, it may include the following:

Developing goals that are S.M.A.R.T. (specific, measurable , attainable, realistic, and

time based)

Establishing the time frame to meet the goals – short-term and longer-term goals

Determining the resources needed to reach the goals (training, off-sites, webinars,

credentials, education)

Connecting the goals to the employee's performance evaluation

Motivating the employee to achieve established goals on a regular basis

To coach an employee to prepare a career development track and action plan, you may ask

the following questions:

Why did you take the job you have now?

What do you like about this position? Why?

What aspects of the job do you dislike? Why?

What are your employment goals?

Ho do ou e plo e t goals at h the o pa s issio ?

How can you help the company be more productive?

What are your personal gifts, talents and passions?

Where do you aspire to be in 2 years? 5 years? 10 Years?

What is your retirement goal? Age? Salary? Job title?

What can I do as your boss to ensure you enjoy your job and remain long term?

What training or education can we provide for you to progress to the next level?

What are your career values?

What are your career motivations?

What is your motivation for remaining in your position and not moving up or

transferring into another role? (If the employee does not seek to move up.)

What do you like about supervising people? What is your management style? What

is your leadership style? What is your communication style? Give examples of each.

(If the employee is seeking a management position)

It is possible during this process, that the employee may want to complete an assessment

test ranging from DISC, Card Sorts, Myers Briggs, Strengths Finder, 360 Assessment or


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othe . This a help the oa h a d the e plo ee to dete i e the e plo ee s alues, motivational factors, career choices, and behavior or personality traits.

Whe a e plo ee s st e gths o eak esses a e ide tified, this is the optimum time for

the coach/manager to identify training opportunities which could include mentoring,

shadowing and executive coaching, credentials, or education to move the employee

upward to help meet his goals.

Career Development Track

Creating a career development track for employees allows managers to address gaps in

skills, focus on and develop strengths, and create a training plan. When a training plan is

apped fo the futu e, it ill add ess skills a d k o ledge to e gai ed i the e plo ee s current position, develop skills and build on strengths for upward progression, promotions,

and transfers or detail assignments.

Employees are often more involved and willing to perform better on the job when they

know that the employer is interested in the e plo ee s ell-being and will provide a path

to reach individual career goals. This action also fulfills the o pa s issio a d eeti g the otto -li e.

Training and career development also directly impacts an entire organization because it

can improve morale, motivation, drive, productivity, responsiveness in meeting company

or office objectives, and grows career satisfaction. I remember, when I worked for

Disneyland, I applied for a job using the Disney career services office. I received training for

my job and additional training in leadership and management. Due to these perks and

Dis e s i te est i a ee su ess, I as pleased ith Dis e s a age e t st le. When I worked at the Department of Defense, I was sent to resident training for 30 days to

learn to become a professional interviewer. And, when I worked at Northrop Corporation,

my boss invited me to his office often to work on my career development track that

included a line into management, specific training, promotions, and a succession plan into

senior leadership. I was encouraged by the raises I received, bonuses, and general sense of

confidence from my management in my abilities to excel for the company.

The career development track that I was on definitely provided me with an ongoing

structure to enhance my skills and knowledge which led to mastering my job and adding

professional development. This planning typically results in better productivity in the

workplace. When creating a career development track, it is important to consider the

entire lifecycle of an employee: entry level, mid-level, management level, executive level,

and upcoming retirement.


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Representative Sample Career Development Track

A career development track may look something like this or developed into a spreadsheet:

Growth Opportunities Notes

Career Level Entry, Analyst, Team Lead, Manager,

Supervisor, Director, Senior Leader

Seeking executive level in 10

years – fast track

Goals Review personal career aspirations.

Attain senior leader role within

company in xx years and will remain at

the same company

Monitor and adjust progress

every 6 months

Training

Opportunities

Shadowing as Team Lead

Assigned senior mentor in official

mentorship program as Manager

Complete basic and advanced training,

work way up to director-level 6-month

executive training program.

Other opportunities as available or

deemed appropriate by management.

Training may be via workshops,

classroom, e-learning, or mentoring.

Create a training matrix and

work toward PMP and COR

certifications.

Assign senior mentor for 12

months.

Identify opportunities to brief

senior leadership

Complete three-month detail in

European office to gain

exposure

Skill

Strengths

Leadership, IT, finances,

communications, supervision, team

building

Complete 360 assessment

annually

Skill or

Capability

Gaps

Public speaking, conflict resolution Join Toastmasters

Collateral duty on the volunteer

ombudsman team

Action Plan Complete trainings by XX dates.

Speak with boss every four months to

adjust career development track and

assess performance.

Initiate shadowing program within 6

months

Set regular meetings with

management to review

progress and adjust action plan


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Coaching employees to determine career aspirations, identify goals, motivations, passions

a d alues guides the i dete i i g a ee isio i g. B assessi g a e plo ee s competency level against the current position both sides win! Together, the employee and

the coach can determine developmental needs and close competency gaps for the current

position and for future positions. Employees who have the opportunity to work with career

coaches or managers in this way develop career development tracks. This encourages the

on-going performance coaching and they will most often excel, be more productive, and

promote the company/organization as it seeks to reach its bottom line.

On-boarding

New employees may not always receive the proper training and welcome from their hiring

managers. Even if they do have a good hiring manager, they may still need additional

coaching to ensure a positive on-boarding experience during the initial six or 12 months

especially during a probationary period. These new employees may feel overwhelmed and

confused in their new roles.

Developing and implementing an on-boarding coaching program to keep track of new

employees' progress will help them feel more confident in their new roles. You will also

have a pulse of how new employees are progressing in their first several months with the

company. You may include reflective sessions and conduct situational analysis as needed or

on a regular schedule.

Questions to ask a new employee to monitor progress and create awareness for the

employee, hiring manager, and the HR office:

How are you adjusting to your new role?

What challenges are you experiencing?

What aspects of the new job are you finding overwhelming? If so, what might be

the reasons? Considerations include lack of leadership, lack of team support, lack of

skill sets, lack of interest, conflicts on the team, feelings of being used or

unappreciated, other?

Tell me about your successes so far:

What factors contributed to your successes?

What actions can you take to change or improve your situation?

What actions do you need to take to improve your work life balance?

What support do you need from your manager that you believe will help you excel

in your role?

What type of feedback have you received from your manager?

What support are you receiving from your manager and your team?

What can you do to cope with your feelings?

What support do you need to be successful?


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What can you do differently to manage your workload and delivery expectations?

Why do you feel you are a good fit for the role? Why do t ou thi k ou a e a good

fit for the role?

What is a realistic work plan for the next 3, 6, and 12 months?

What new skill sets do you need to help you be more successful in this role?

What would you like to see happen?

How can you adjust the situation?

What options can you consider if you do not pass your probation or get promoted

at the end of the 12 months?

What else might work in this situation?

Who can help you with that?

When ca ou a o plish that … date ?

Tell me what worked and what did not work?

How can you change it?

Where are you in terms of meeting your goals?

Performance Management

Managing performance within an organization may be focused on coaching and developing

individuals to perform better and to help them reach their goals. It may also include

improving working with teams or groups of individuals to help them attain their goals and

get back on track toward meeting projects deliverables. Coaching "Super Keepers" is

critical to gain additional leadership skills and groom them for additional leadership

responsibilities or roles. It focuses on employee performance and improvement to ensure

high levels of productivity, morale, and general contentment in the workforce. All

companies want to attract and retain exceptional talent. Managing performance includes

designing professional development plans for employees including goals and milestones.

Coaches may coach managers to manage better when supervising employees with

performance problems. They may coach the employees with the performance problems or

in some cases, coaches may work with both the manager and the employee.

As a coach, you may find that the employee is struggling for a variety of reasons:

The workload is too high

The manager's expectations are too unrealistic in meeting deadlines

There is a lack of resources and tools available to adequately accomplish a task

The manager's supervisory style is ineffective; perhaps he takes favorites

The expectations are unclear

Other issues.


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This information may need to be shared with the manager in a confidential manner.

The manager will also need to provide constructive feedback about the employee

describing positive work performance and areas for improvement.

The coach may want to develop a performance development plan to be shared with both

the employee and manager to help both parties work toward meeting common goals. As a

coach, help each party define success in their roles and have them identify their goals. Both

parties may also benefit from an assessment: A 360 degree assessment or Work Behavior

Inventory assessment.

Performance management may identify areas for improvement including quality of work

output, use of resources, team management, customer service, and timeliness of delivery

of output and more.

Performance and Development Plan

A Performance and Development Plan (PDP) is a tool to support effective employee

performance management. The Plan may include the following categories:

Performance Planning

Performance expectations (Results and Competencies)

Training and development needs and opportunities

Organizational support

Performance Assessment

Interim reviews

Performance feedback (Results and Competencies)

Without such a plan, employees will not know what is expected of them for high

performance, and there may be frequent confusion and conflict between the manager and

the employee. A similar plan can be created for project teams.

Connect employee goals to larger company goals, the company mission, and other

objectives. For goals to be meaningful and effective in motivating employees, they must be

tied to larger organizational ambitions. Ensure that your employees understand the role

they play in the company to prevent disengagement.

Ensure goals are attainable but challenging and allow employees to participate in the goal-

setting process. That will provide ownership on the employee to perform. Poorly set goals

a e austi to e plo ees o ale a d p odu ti it a d to the o ga izatio s o e all performance overall.


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Results should be clarified and refer to the hat of the jo . Based o the p i a a eas of responsibility, what are the most important outputs or outcomes expected during the

performance period? The expected results should be stated in measurable or observable

terms.

Competencies should be clarified and efe to the ho of the jo . The behavior that the

e plo ee e gages i he a i g out the hat of the jo is critical. Competencies are

those measurable or observable knowledge, skills, abilities, and behaviors critical to

success in a key job role or function. Key competencies that are specific to the job should

be included in addition to competencies that are core to the organization.

Position-specific competencies are best determined through a job-analysis process. As the

coach or HR specialist, you may need to work with managers to adjust position descriptions

to ensure clarity between managers and their employees. Below is an example of what the

Verbal Communication competency may read like for a specific company and position. This

competency requires the employee to be able to speak clearly, effectively, and

communicate with varied audiences. This person might need additional training in public

speaking or body language skills.

Verbal Communication

Effectively express ideas and information through the spoken word: Use language

that is appropriate to both the complexity of the topic and the knowledge and

understanding of the audience.

Clear audience communication: Speak using a clear voice at a volume and pace

appropriate to the situation. Recognize when to pause to allow the listener time to

assimilate information and ask questions.

Read audience: Interact with and read the audience, recognize problems, and

adjust the language, tone, pace, volume, etc. as necessary to ensure audience

understanding.

Present complex information: Effectively translate complex or technical concepts

into messages lay persons can readily understand and grasp.

Persuasion techniques: Speak in a way that captures and holds the attention of the

liste e . Choose la guage i te ded to pe suade o i flue e the liste e s opi io s.

Clear presentation: Explain or present information in a clear, concise, logical

manner that achieves understanding of the intended message.

Non-verbal communication: Appropriately utilize body language, facial expressions,

and vocal inflection and tone to help convey ideas and information.


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Sample Training Plan

Topic Description Competencies

Addressed

Other Comments

Project Management

Quality Management

Systems & Process

Improvements

Consultancy

Communication

Leadership

Delegation

Needed to complete

PMP certification

EEO EEO, Diversity &

Inclusion, Sexual

Harassment

Required

Management

Development

Management for

hiring and developing

teams

Team Building

Recruitment

Training

Assessment

Contracting Processes and

procedures

Negotiations

Communications

Risk Analysis

Needed to Compete

COR certification

To earn approval for training and programs to professionally develop the workforce, you

may need to demonstrate alignment of the workforce development plan with the

o pa s issio , o je ti es that at h ith the e plo ee s p ofessio al de elop e t needs, and the objectives of the office or department.

What is your o ga izatio s issio ?

What a e ou o ga izatio s st ategi o je ti es?

What knowledge and skills are required for each role?


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What resources are available to develop the required knowledge and skills?

What budget is needed to achieve your objectives to train and develop your workforce?

Make a list of general requirements and create a Performance Development Plan for your

employees:

Leadership Development

For Super Keepers who are those employees who have been identified as leaders who will

rise to the top, there is always room for continued growth. Leaders are expected to lead

change, develop people, impact results, administer resources, and build coalitions.

Leaders may benefit from a strengths-based assessment (360 degree assessment Strengths

Finder 2.0, or Work Behavior Inventory) to identify strengths and learn to leverage these

strengths and also leverage areas of weakness.

Strengths can cover many competencies including: problem solving, being results driven,

business acumen, planning, communications, and time management. Career stallers or

stoppers may include lack of composure, failure to build or manage a team well,

insensitivity to others, political missteps, and under managing, and micro managing. These

issues may be addressed with a career coach as part of a performance management plan.


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As a coach, you may ask the leader any of these questions after completing an assessment:

"How can you apply your highest scoring leadership styles and competencies within

your organization?"

"How can you further enhance your strong leadership competencies?"

"What situations will benefit from your lowest scoring leadership competencies?"

"How can you improve your lower scoring leadership competencies and skills?"

"What changes have you identified that you may need to make in your leadership

style to be a more effective leader?

What a ee stalle s o stoppe ha e ou ide tified?

Ho a ou i p o e ou a ee stalle s o stoppe s?

Working with a leader, may mean that after conducting some assessments and a gap

analysis / spring-boarding (Module 4 Section 2). Your leader may benefit and enhance his

leadership style and competencies by attending an executive leadership program, joining

Toastmasters to strengthen and further enhance public speaking skills, identify a senior

executive mentor who can oversee his succession plan, and who the junior leader can

shadow.

Resources for Leadership Assessments:

Lominger Limited (360-degree assessments): www.lominger.com

Strengths Finder: www.strengthsfinder.com

Skillscope: www.ccl.org

Work Behavior Inventory: www.hrconsultantsinc.com

How can you work best to coach your leadership, identify their strengths, and move to the

next level?

What resources, assessments, and procedures can you use and/or develop to help leaders in

your organization?

http://www.lominger.com/

http://www.strengthsfinder.com/

http://www.ccl.org/

http://www.hrconsultantsinc.com/


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Resolving Conflict

Conflict in the workplace is inevitable! We encounter it every day in our professional and

personal lives. In every workforce, there are, and necessarily so, differences of opinion,

professional disagreements, disputes, and conflicts.

Causes of conflict arise from differing opinions, disputes, and confusion. Issues vary and

include such behaviors as power, attitudes, personalities, jealousy, fear of change,

conflicting objectives, performance evaluations, team projects, and poor communication.

Symptoms of conflict often have people acting out and being negative until a mutual

understanding of interests have been identified and options have been generated. Once

o fli t has ee a aged i a s that eet all pa ties eeds, the elationships can

been restored.

As an internal coach or employee manager, when you are working with on-boarding

candidates and monitoring their progression and professional growth, you may identify

trends in certain departments or among certain employees. You might uncover some of

these topics:

Dysfunctional teams

Hoarding of information to the detriment of the bottom line

Leadership or management issues

Backstabbing

Unhealthy competition

Inequitable salaries or work hours

Other stressful situations

This information can arm you with a plan to implement coaching sessions with other

affected employees or to address issues with appropriate leadership. Your goal is to

manage employee conflict and improve office communication, the workplace environment,

and overall team productivity.

When one apple can upset the cart, it may be wiser to not scrutinize the apple, but rather to seriously investigate the structural integrity of the cart. – Anonymous “Unmanaged conflict is the largest reducible cost in organizations today, and the least recognized.” Dan Dana author of Managing Differences “When conflict is unmanaged, our fiercest competitors are inside our own companies and departments.” Anonymous


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There are two main types of conflict:

Dysfunctional Conflict

Talking to someone else about the conflict

Backstabbing

Leaving people out of the informational loop who need to know

Functional Conflict

Talking directly to the person one has conflict with

Moving into action that is productive and constructive

Your goal as a manager, leader, or coach is to try to help disputing parties resolve their

issues applying functional conflict strategies. You can provide informal problem-solving

coaching and discussions where you provide skillful leadership by facilitating structured

discussions aimed at helping others manage their conflict.

Dealing with Conflict

The Thomas-Kilmann Conflict model suggests that individual conflict-handling behavior can

be categorized according to two dimensions: cooperativeness and assertiveness.

Cooperativeness refers to the extent to which an individual wishes to satisfy the needs of

the other involved party or parties.

Assertiveness is the degree to which an individual seeks to satisfy personal needs. These

two basic dimensions of behavior can be used to define five specific methods of managing

conflicts: competing, accommodating, avoiding, collaborating, and compromising.

We are capable of using five conflict-handling methods, but you may need to develop more

skills i usi g the othe ethods a d that is he e the a t of oti i g and liste i g o es in.

What do the TKI Modes Mean?

They are not good or bad

They are choices about how we approach conflict

We have a dominant mode sometimes two

We can learn to be strategic in our approach to conflict by using the appropriate

mode for each conflict


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Accommodating Method

The accommodating strategy essentially is giving the opposing side what it wants.

It is unassertive and cooperative – the opposite of competing.

It eets the eeds of othe s at the e pe se of o e s o eeds. Conflict is perceived as an emotional or social issue and can be resolved with

understanding and support.

You might hear them say, "I'll come into work early tomorrow to work on the

epo ts. O , That's OK. I don't mind doing it this one time."

Avoiding Method

The avoidance strategy seeks to put off conflict indefinitely. It is unassertive and

uncooperative.

It attempts to avoid conflict entirely.

Best used when winning is impossible, and it is perceived that change will not

happen.

Best used to reduce tensions and get back to work.

You might hear the sa , "I just a 't deal ith this ight o . O , Ca e talk about this another time?"

Collaborating Method

Collaborating is assertive and cooperative. It tries to meet the needs of all parties involved.

It acknowledges that everyone is important. Collaboration works by integrating ideas set

out by multiple people.

The object is to find a creative solution acceptable to everyone.

You might hear them say, "I'd like to sit down with you to try to come up with a

solution that works for both of us."

Compromising Method

The compromising strategy typically calls for both sides of a conflict to give up elements of

their position in order to establish an acceptable if not agreeable solution. It finds a

solution that will try to please most everyone in some way.

Everyone is expected to give up or relinquish something.

You might hear them say, "If you send me the report a day early, I'll check it over

for mistakes so you don't have to do the proofreading."


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Competing Method

Competing is assertive and uncooperative; it is a power-oriented mode.

Competition operates as a zero-sum game in which one-side wins and the other loses.

It should only be used in emergency situations.

It can leave people feeling alienated.

You might hear them sa , We a t aste ti e, gi e it to e, I ll do it toda ."

*From Thomas-Kilmann Conflict Mode Instrument

CONFLICT MANAGEMENT SKILLS

Good and a patient listener

Control voice - pitch and tone - to maintain calm

Remain positive

Avoid criticism that belittles a person

Use a private and neutral space such as a conference room for conflict coaching

meetings

Avoid gossips and rumors

Here are possible probing questions to ask to explore a problem or conflict:

What is the situation you would like to address?

Who was involved, what happened, how long have you been putting up with this

situation, etc.?

How has this situation affected you?

What is the problem for you?

Why is that a problem?

How does that make you feel?

What concerns you the most about this issue?

Why is that important to you?

What do you think the impact would be on other areas in your life If you do not

resolve this?

How is the conflict affecting you and this team?

How is the conflicting affecting your work?

What is important to the other person?

Why do you think it is important?

How does your style differ from Joe's style?

How do you think you are being perceived by the other person?


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Progression and Succession Planning

Highly productive, successful employees have a succession plan. A succession plan serves

as a guide throughout one's career with a target requirement. The plan may include

educational goals, employment and salary target goals, a plan to move up the ladder, and

anticipated retirement.

In the case of U.S. military members, the succession plan may include an encore career

beginning after retirement from the military at the approximate age of 40 to 45.

Below is a sample exercise to help coaching clients prepare a succession plan. This can be

recreated for five to 10 years, 10 to 15 years, 15 to 20 years, and on to retirement.

Cu

rre

nt

Job

Tit

le

2-year Career Target

Education & Credentials

Goal

Plan

New Skills

Goal

Plan

Community Service

Goal

Plan


20

Job

Tit

le a

t R

eti

rem

en

t

Retirement

Exit Strategy

Goal

Plan

Financial Planning

Goal

Plan

Relocation

Goal

Plan

Encore Career

Goal

Plan


21

SUCCESSION PLAN (2-YEAR TARGET)

Current Job Title:

2-Year Career Target:

Education &

Credentials

Goal

Plan

New Skills

Required

Goal

Plan

Community Service

Goal

Plan


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SUCCESSION PLAN (RETIREMENT TARGET)

Job Title at Retirement:

Retirement:

Exit Strategy

Goal

Plan

Financial Planning

Goal

Plan

Relocation

Goal

Plan

Encore Career

Goal

Plan


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Career Services Programs

For those working as Career Services practitioners and coaches, you often work with a

challenging population who are seeking employment and need to learn job search skills to

obtain employment.

For example, college counselors work with graduates who may have never held a

professional job or they are now prepared to seek employment in the industry of their

major. The job search becomes a total job change.

- These clients will need resume development, coaching in preparation for

interviews, LinkedIn profile development, networking, and a job search plan.

They may need assessment testing to determine direction.

One-stop center coaches work with those in crisis, many have been laid off, fired, or even

some have been incarcerated.

- These clients may need a refreshed resume, assistance with budgeting,

computer skills, and networking. They may need assistance with clothing

and preparation for the job search process and interviewing.

Community center and vocational center coaches work with clients who have been laid off,

making a transition from motherhood back into the workforce, in the workforce for the

first time, and other challenging clients.

- These clients may need a new resume, LinkedIn profile, coaching for

interview preparation, coaching on how to conduct a job search, and

development of an action plan. They may need assistance with clothing and

preparation for the job search process and interviewing.

Military Employment Readiness Specialists (and TAP and ACAP Counselors) work with

clients who many have never had a resume and never engaged in an interview. You may

only have the opportunity to meet with them for one or two hours in total before they

move on to their next assignment or location.

- These client will need coaching to translate their military work to corporate

speak, a completely new resume and LinkedIn profile, coaching in dress for

success, interview preparation, and an analysis of transferable skills. They

need coaching to understand the value they offer an employer.

Any of these populations as well as others will benefit from a full coaching program to

determine what career coaching tools and services they may need to launch an effective

career search campaign.


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As career coaches, you will mostly likely provide an entire career management program to

your clients to help them:

Develop resumes

Script accomplishments stories

Help them prepare for interviews

Guide them in conducting research

Guide them in networking

Guide them in selecting employment opportunities

Guide them in executing the job search (using Traditional and Social Media/Web

2.0 tools)

Explain on-boarding

Explain succession planning. (See Career Coaching Program Schedule on page 74 in

Module V).

What service offerings do you need to develop to ensure a smooth coaching experience in

your office for your clients?

What products can you develop to help streamline the coaching process in your office?

What tools from the Gear Box will be most helpful in creating a coaching program for your

clients?

Conclusion


25

The goal as a coach whether internal career services coach, HR professional, or external

outplacement is to provide clients with the tools needed to succeed within their

employment environment, within an organization, or to execute an effective job search

campaign.

Using the tools available in the program, you can design a career coaching program that

meets the needs of your specific clients. As ou o ito ou lie ts p og ess, ou a help them succeed and move up in the company staving off high turnover. One career

coach said he wanted his staff of HR specialists to act like entrepreneurs and market the

a ee oa hi g a d p ofessio al a ee t a k de elop e t p og a to his o pa s entire population of more than 100,000 employees worldwide.

Review both long-term and short-term goals regularly. Remember, even high-performing

employees need ongoing feedback, coaching, and encouragement. Ask an employee what

type of monitoring and feedback would be most helpful to her especially if the task is

particularly challenging or something she is doing for the first time.


26

WORKFORCE MANAGEMENT - CAREER COACHING SERVICE OFFERINGS PLAN

FOR HR, OUTPLACEMENT, BUSINESS COLLEGE & EMPLOYMENT READINESS

PROFESSIONALS

YOUR NAME:

DATE COMPANY NAME

DESCRIBE YOUR COMPANY AND MISSION YOUR JOB TITLE:

OBJECTIVES FOR YOUR OFFICE, EMPLOYEES, OR CLIENTS

(WHAT WILL YOUR CLIENTS BE ABLE TO ACCOMPLISH AFTER WORKING WITH YOUR OFFICE?)

1.

2.

3.

4.

5.

WHAT SERVICE OR PRODUCT DO YOU SUGGEST NEEDS TO BE TO DEVELOPED TO HELP YOUR OFFICE OPERATE

MORE EFFECTIVELY AND BETTER SERVE YOUR CLIENTS?

ACTION PLAN

(WHAT STEPS WILL YOU IMPLEMENT TO MEET YOUR GOAL?)

1.

2.

3.

4.

5.

COMPLETION DATES

1.

2.

3.

4.

5.

RESOURCE REQUIREMENTS

1.

2.

3.


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4.

5.

MARKETING

1.

2.

3.

4.

5.

ANNUAL REVIEW PROCESS (MONITOR ROI AND MAKE ADJUSTMENTS)

1.

2.

3.

4.

5.

ACCOUNTABILITY PARTNERS (YOUR PERSONAL BOARD OF DIRECTORS)

1.

2.

3.

4.

5.

WORKFORCE MANAGEMENT - CAREER COACHING SERVICE OFFERINGS PLAN


28

FOR HR, OUTPLACEMENT, BUSINESS, COLLEGE & EMPLOYMENT READINESS

PROFESSIONALS

SAMPLE

YOUR NAME: COACH

DATE

1/1/XX

COMPANY NAME

XYZ Accounting (Established Company)

DESCRIBE YOUR COMPANY AND MISSION:

My company is a large accounting firm with

700 employees in six offices. Our clients are

corporate.

YOUR JOB TITLE:

HR Professional

OBJECTIVES FOR YOUR OFFICE, EMPLOYEES, OR CLIENTS

(WHAT WILL YOUR CLIENTS BE ABLE TO ACCOMPLISH AFTER WORKING WITH YOUR OFFICE?)

1. Hire the best and most talented employees

2. Ensure a positive hiring experience

3. Maintain high retention

4. Identify problem areas and provide coaching to resolve issues

5. Introduce Performance Development Plans to boost morale and ensure expectations

are clear

WHAT SERVICE OR PRODUCT DO YOU SUGGEST, NEED TO DEVELOP, AND IMPLEMENT TO HELP YOUR OFFICE

OPERATE MORE EFFECTIVELY?

I will create a Performance Development Plan for all employees and begin to work with

each manager and employee to identify employee strengths and leverage those strengths

in the workplace.

I will introduce assessment testing for all employees including a 360 -degree assessment

to help employees identify strengths and operate from a position of strength.


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ACTION PLAN

(WHAT STEPS WILL YOU IMPLEMENT TO MEET YOUR GOAL?)

1. Design Performance Development Plan including a list

of competencies and definitions for each competency

required of accounting and finance professionals

2. Conduct exit interviews of all employees who leave

3. Prepare proposal for senior leadership

4. Conduct test pilot of PDP

5. Gain approval and complete project. Implement new

tool for all employees companywide

COMPLETION DATES

1. Immediate

2. Continually

3. Present proposal within

45 days

4. Begin Pilot in 3 months

5. Roll out in 6 months

RESOURCE REQUIREMENTS

1. Staff writers needed from the communications department

2. Researchers and interviewers to speak with hiring managers to develop competency

definitions

3. Format developers to design the format of the content and sections

4. $XX requested from accounting for incidentals and uploading the forms into the

SharePoint portal

5. IT Specialists to manage the SharePoint programs

MARKETING

1. Send emails to all managers and senior leaders

2. Send emails and flyers to employees

3. Post information about the new program on the company internal website pages

4. Draft a press release introducing a new positive program at the company to try to

draw new candidates.

5. Host town-hall meetings to answer questions about the new program

ANNUAL REVIEW PROCESS (MONITOR ROI AND MAKE ADJUSTMENTS)

1. How effective is the Performance Development Plan after 12 months?

2. Has morale improved across the company?

3. What is the current rate of retention compared to when I began?


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4. Do the competencies in the Performance Development Plan align with the hiring

managers and departmental needs to meet client expectations?

5. Conduct feedback sessions and make adjustments to the Performance Development

Plans.

ACCOUNTABILITY PARTNERS (YOUR PERSONAL BOARD OF DIRECTORS)

1. HR Manager

2. Hiring Managers

3. VP Of Finance and Resources

4. Joe, my colleague from another company

5. Susan, My gym partner


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|| PERSONAL ATTENTION OVERVIEW

You are an entrepreneur or perhaps you work for an employer. Either way, you must take

care of yourself in the stressful, fast-paced world in which you live. Demands upon you

each day are high!

An article in Fortune agazi e stated, “t ess i the o kpla e is sk o keti g. A d a study conducted by the National Institute for Occupational Safety and Health indicated that

50% of Americans view job stress as a major problem in their lives.

Cheryl Richardson, author of Take Time for Your Life, advocates extreme self-care.

Chapte s i he ook i lude Get You P io ities “t aight , “pi itual Well- ei g , What s D ai i g You , a d Put You self at the Top of the List. “he recommends decluttering your

life and work environment.

Thomas J. Leonard says in his book, The Portable Coach, We should e o e i esisti l att a ti e to ou sel es. He suggests e should a k o ledge ou sel es as alua le a d follow through on the personal attention that someone valuable deserves.

Personal attention includes finding time for you! Americans experience fast-paced,

constantly moving lives. Some work 50, 70, or even 95 hours a week to ensure their

employment and paycheck. Some just are workaholics and like to work many hours or they

do t k o ho to stop. “t ess is see as p essu e, st ai , a iet , o sta t o , e ous tension, and hassle. Experts note that many medical conditions evolve from stress, i.e.,

tension headaches, ulcers, burnout, depression, and breakdowns.

With the advent of the Internet, email, Smartphones, tablets, iPads, and iWatches,

Americans are tied to their jobs. Sole proprietors, project managers, doctors,

and senior executives are especially susceptible to being tied to their positions

and clients to ensure high-quality customer service.

Career Coach clients who are stressed and wondering how to make better

career choices for better fulfillment in the workplace as well as clients who

experience layoff will benefit from talking about their dilemmas. Career Coaches

make wonderful sounding boards for stressed clients. This assumes the client is not

clinically depressed in which case they may benefit from a referral to a counselor

or medical doctor.

Clinical studies show that stressed workers move towards goal definition, take charge of

their careers, and heal quicker if they speak about their problems and issues. Career

Coaches guide clients into discovering for themselves what type(s) of position(s) and

company(s) will provide more fulfilling careers. With so much stress consuming work, we


32

need to coach our clients to learn to relax so they can enjoy their jobs and also their family

and personal lives.

Personal Attention includes finding time for YOU, looking for fun, eating right by decreasing

refined sugar and caffeine, exercising, meditation, adequate rest, and even such things as

lotions, massages, holidays, Egyptian cotton sheets, and other personal treats.


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|| LEARN TO SAY NO

As you build your business, you will at times need to focus on special projects or niche

clientele. For example, you may need to set aside a week or several days every year to

periodically manage taxes, develop new marketing materials, create a seminar, or design

résumés for publication. Additionally, if you find your business work overwhelming, you

a eed to o side hi i g help o sa i g No to o k a d passi g alo g the o k as a referral.

It is easy to become overwhelmed at work. Multitask-oriented is a keyword

seen on many résumés. Employers want to hire employees who can effectively

juggle several projects simultaneously. But in reality, too many tasks send us

scattering to catch up. You are busy as résumé writers and Career Coaches and your clients

a e us as a ee sea h seeke s. If ou lea to sa o , a d a age ou a ti ities, you

may find a sense of calmness in your career. When you set boundaries, you work smarter.

Career Coaches Say No

Say no to clients outside of your area of expertise or comfort zone and build alliances

to receive a referral fee.

Building alliances is effective when offering a full package of services to a client.

Partnerships and alliances build strong businesses and provide opportunities to

increase income.

Say no to wearing too many hats as an entrepreneur.

Determine your greatest strengths and recognize your weaknesses.

o Have you determined your greatest strengths using the exercises in the

manual?

o What do you like to do best?

o How many hours a week are you engaged in wearing other hats?

Say no to being disturbed.

If you work at home, you need to set boundaries so that family and friends do not

disturb your work time. Also, you must be disciplined to work so that you do not allow

dist a tio s to pull ou a a f o ou desk…like the lau d o s a ks i the kit he .

Family and friends often assume that home office workers have plenty of spare time to

chitchat or hang out. This misconception is also true of sole business owners. If you

“Knowing when not to work hard is as important as knowing when to.” —Harvey Mckay, notable entrepreneur and author


34

receive personal calls during the workday, start screening calls from your home phone

and only respond to emergencies. Ask personal contacts to limit their phone calls

during your workday and return personal calls during your lunch hour or in the evening.

Also, schedule work hours including time to market, write, interview, maintain books,

speaking engagements, and specific projects, and personal hours. That way you can

enjoy lunch out or other personal activities now and then. Consider posting hours on

your home office door for family members.

These suggestions hold true for those who work in offices or professional suites. If you

ha e a lie t i ou offi e, post a sig that eads, I te ie sessio i p og ess. Please do ot distu .

Career Seekers Say No

Say no to too many hours.

There are several questions that need to be answered before a candidate should accept

employment with a new employer. One question is hours expected to work on a

eekl asis: Ho a hou s a I e pe ted to o k i this e positio ? Employment candidates need to be certain of work and time requirements before they

sign on the dotted line. If the candidate is willing to work 40-50 hours per week and the

employer expects 50-60 hours per week, the candidate needs to negotiate. Moreover,

if the candidate was told the position will require 40-45 hours per week and within a

few weeks on the new job, the new employee determines that the position actually

requires 50-60 hours a week to get things done, the new employee needs to inform the

boss early on that the job takes more than the expected 45 hours per week. He might

phrase the questioning something like this:

A e ou pla i g to hi e a othe e plo ee to help ith the o kload? Was the o kload a tuall e aluated efo e I a e o oa d? The e a e a u e of u fi ished p oje ts left the e plo ee I replaced. Which

projects do you see as critical to finish? We can write a priority list, and I can tackle

ea h p oje t i o de of i po ta e.

“ay no to accepting others’ work. Very often employees are asked to take on projects delegated by colleagues. It may

even be simple things like running an errand, dropping mail at the post office, checking

a computer file, or conducting Internet research. However, a colleague with savvy

delegation skills may take advantage of one who does not know how to say no. When

a e plo ee sa s es to e e o e s e uests, he e o es o e hel ed a d feels used. His work hours increase, or he falls behind on his own projects.

Say no to work that does not satisfy.


35

Career seekers should be encouraged to find work that pleases them, that they

genuinely enjoy, and receive adequate pay for doing. Your clients should explore their

strengths, gifts, talents, and accept employment that brings some measure of

contentment and satisfaction.

Say no to low salaries.

Even though the economy is tough and salaries have decreased in some industries,

candidates do not need to sell themselves short. Candidates should negotiate for what

they are worth or say no to the position and move on to continuing a career search

campaign.

Say no to the first position offered – maybe.

Candidates often feel they need to accept the first position offered. They are fearful

that the o t e ei e othe offe s o offe s ith o pa a le sala . The feel self-

pressured into accepting the first offered position. However, they should feel

comfortable with the hiring manager, the position description, the salary, the resources

a aila le to o plete the jo , a d the o pa s se i es and/or products. They can

sa , Tha k ou, ut o tha k ou, to any position offered if their requirements are

not met with the offer.

Lea i g to sa o a e li e ati g. We ust all lea to o t ol ou o kda s a d o k environments. We must prioritize and choose projects wisely. As well our clients should

choose employment to meet their needs and bring career fulfillment.


36

|| LET A CLIENT GO

Pa t of lea i g to sa o i ludes fi i g lie ts. If ou fi d ou self working with an

unreasonable client, you have the right to and should let the client go to prevent stress.

As a sole proprietor, you make the rules for your business, and you are the person-in-

ha ge ho also e fo es the ules. You o pa s “ta da d Ope ati g P o edu es a include guidelines for letting a client go.

When you let a client go, you need to make a decision: Do you retain any fees that were

initially collected or do you refund the client all fees and send them on their way? That is

your decision based on the individual situation. Often, a little money is not worth a client

who causes undue stress to your practice or who may plague you with disparaging reviews

splashed all over the Internet.

In the event you work with a difficult client who refuses to accept your coaching, guidance,

o ad i e e e e to sa e opies of e ails a d ake a otatio i thei file, i.e., lie t made changes to résumé, against est Ca ee Coa h guida e, see file page 14. A d mark the date. This way, if a client contacts you again, you have documentation of why you

let them go. They may say your résumé is not working. You can ask to see what version

they are circulating. Is it the version you created or the version they revised. Or, if they fail

at interviews, you can remind them they missed three interview trainings session with you.

Reasons to let a client go:

The client refuses to acknowledge the signed service agreement

The client nitpicks a résumé to shreds and then does it again with no hope in the end

for a resolution. An example might be that the lie t sa s he hus a d s se eta s othe s ate olo g oup ead it a d said it as a ad ésu é … ou k o the type.

Client fails to accomplish homework assignments

Client treats you unprofessionally (yells, calls names, consistently misses appointments,

uses foul language, etc.)

“The client is not always right” –Anonymous


37

What reasons do you think you would want to let a client go?

1)

2)

3)

4)

5)

It is not easy to let a client go, but you can phrase it something like this:

I a af aid that si e ou issed so a appoi t e ts, I eed to fill ou spa e ith a client who will benefit from my services. I am canceling your contract and refunding $xx.

Best ishes fo futu e a ee su ess!

I ha e a ked i ou file that ou ade a ha ges o ou ésu é that I do ot recommend and are against my better guidance as a Career Coach. Consequently, I can no

longer guarantee the effectiveness of the résumé or the career search campaign. I think

you would be better served by allowing your spouse or colleague to assist you in finishing

ou ésu é. I ll e efu di g ou all ut $ hi h o e s the hours I have already

i ested i ou p oje t.

Write a script that makes you feel comfortable if you have to let a client go


38

|| MORE TIPS

Personal Attention for the Career Seeker

Career seekers may benefit from understanding the concepts of personal attention and

engaging in personal attention practices to reduce basic stress and anxiety. Here are some

additional suggestions for career seekers that may help decrease their stress level and

improve their overall confidence. Career Coach clients who engage in basic personal

attention activities will conduct a less stressful career search leading to a more fulfilling

career path:

Eat healthy

Exercise regularly (Get an exercise partner for accountability)

Get at least seven hours of sleep daily (More is better)

Organize the search process. Use logs to monitor résumés and networking letter

circulation, interviews, and thank you letter responses

Use logs to track job board passwords

Keep a specific folder, in a specific place (desktop), to hold and manage career search

materials

Keep your clean interview wardrobe in a separate place

Stay accountable to your Career Coach. Jot down a few thoughts and notes at the end

of each week for follow-up

Che k a d etu e ail a d oi e ail essages at appoi ted ti es… ot spo adi all …this ill p o ide fo us he espo di g to pote tial e plo e s a d recruiters

Lea to sa o Accept rejection letters or replies with a positive response. These can be

opportunities to speak to someone to learn how you can modify your job search to

target a specific job or industry

Use calendars and schedules and stick to it

Delegate tasks: Ask a spouse or other family member to download position postings

Take a class (Something fun)

“Effective executives do not start with their tasks. They start with their time. And they do not start out with planning. They start by finding out where their time actually goes. Then they attempt to manage their time and to cut back unproductive demands on their time. Finally they consolidate their "discretionary" time into the largest possible continuing units. Find out where your time goes by recording, managing, and consolidating your time.” –Peter F. Drucker


39

“ hedule fa il ti e a d do t take a cell phone

Personal Attention for the Résumé Writer/Career Coach

Hire your own coach (This is important; you deserve encouragement and success!)

Keep a list of your short- and long-term goals on your desk

Build alliances (Design a master support and accountability team. Rely on them to

boost your morale and encourage your efforts as you construct and maintain a thriving

business)

Enter and leave your office at appointed times (If you work at home)

Put a sig o the doo that sa s ope o losed Be dis ipli ed Organize your files. Schedule specific times to manage files, administration, and

bookkeeping functions

Schedule your assignments even writing time. Schedule family time i.e., personal

appoi t e ts, kid s s hool a ti ities, et ., to p e e t o fli t

Avoid burn-out a d lea to sa , No. Tu off the pho e i ge he ou a e iti g,

do t ite fo o oa h lie ts ho ou k o ill e a Pai i the Ne k PIN , and

determine your best ROI when accepting engagements or spending money for

advertising

Mai tai p io ities… o du t a ti e a age e t assess e t of ou o k da / eek and create a doable schedule. Writing, telephoning, email, coaching, marketing,

business needs, and so forth. Refer to your business plan)

Use the PARW/CC e-list or CPCC LinkedIn Group fo ad i e …do t e o e isolated

Answer email and phone calls at appointed times throughout the day

Commit to only working xx hours per week

Find time for yourself; schedule a day off!

Commit to a special project or activity and see it through. Join an organization and

attend meetings, join the gym, start jogging, have weekly lunch with a friend, etc.

Leave the cell phone and laptop behind on trips. As hard as it sounds, try to relax and

enjoy your trip. Use your alliances and partnerships to manage your calls while you are

away

Eat well and exercise regularly: Moderation, portion-control, exercise, and will-power

Conduct a Time Management Survey and redesign your schedule to maximize

productivity

Maintain a journal and log your activities for two weeks. Log how much time you

spend writing, when the phone rings, if you switch from writing to peeking at email,

marketing, budgeting, advertising, speaking, posting résumés online, coaching

sessions on the telephone, homework/prep work, Social Media, Internet research,

blogging, lunch, personal phone calls, and so forth.


40

At the completion, make a list of all activities you engaged in during the two weeks,

and mark how long you engaged in any one activity, how often you changed

activities, and determine a plan to better schedule your time.

Then, plan to manage your time around time zones for calling or Skyping long

distance clients, writing, prep work, business management functions, and special

projects.

Schedule your time on your calendar in sessions. If you mark on your calendar that

every Thursday from 1-2 pm immediately after lunch, you will work on marketing

efforts then make it a standard appointment.

You may want to consider using one whole or half day each week for writing and

research activities where you do not interact with clients.

Enjoy dark chocolate! Be sure that the first ingredient is chocolate not sugar.

Chocolate is full of important, energy-giving substances: calcium, magnesium, phosphorus,

iron, copper and vitamins A, B1, B2, C, D, and E. It contains a small amount of theobromine

which has an invigorating effect. It provides energy, satisfies food cravings between meals,

enhances concentration, and boosts stamina.

If you are well-rested and content, your family and clients will benefit. If you are happy,

successful, organized, and confident then others will benefit from your easy-going nature.

You need to step back and take control of your life, career, personal activities, and

priorities.

Nineteenth-century naturalist Alexander von Humboldt said of cocoa: “Nature has nowhere concentrated such an abundance of the most valuable foods in such a limited space as the cocoa bean.”

S 2 Talent Management - Workplace Coaching 2 - Career ...talent management to develop a strong workforce. Employee development is used as a strategic tool for an organization's continu

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