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Coaching Culture: Harvesting the Learning

In order to make sure that an organisation gets added value from coaching, consider how you are “harvesting the learning” at a thematic level from all of the coaching that is going on.  Often, coachees bring similar issues to coaching, and sometimes they are issues that could be better addressed at the systemic level, rather than each individual having to reinvent the wheel.

To do this, you can either send a survey to the coaches, asking questions to elicit the themes; or you can hold group sessions to collect the data.  The specific content of the coaching is not shared, but the themes  – especially as they relate to systemic issues – are documented and reported back to the business so that decisions can be made about what to do about those issues.

You may structure this around a set of questions to do with the employee experience such as:

What issues do people in this organisation face when they are

  • new hires?
  • trying to figure out their future career path?
  • developing on-the-job?
  • assessing their performance?
  • looking for a new role?
  • moving from one role to another internally?
  • leaving the organisation?
  • leading others?
  • becoming a supervisor for the first time?
This may throw up new information and it may confirm things that you have heard anecdotally already.  Either way, it gives you data from which to make decisions at a macro level that will help people across the organisation.  That will be much more cost-effective as you support multiple people, and address issues that they perhaps couldn’t address alone.  The coaching can then address other things that really are more individual and unique to the coachee – a much more targeted investment.
What are you doing in your organisation in terms of harvesting the learning?

 

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