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Induction Coaching
1 The Induction Process
The Induction Process in most organisations is
rather "hit and miss", this can result in a rather bumpy first few
months while the new Appointee beds down. This is all the more curious
when you remember how much money has probably been spent moving
the previous incumbent out of the post and head hunting the new
candidate. Induction Coaching could make all the difference to the
successful candidate continuing to function effectively and avoiding
expensive mistakes materialising.
“I’m
writing to thank you and express my gratitude for the time and support
you gave me during my developmental coaching sessions, as part of
my induction programme. The encouragement, guidance and insight
you offered enabled me to sharpen my thinking to ensure that as
a new employee of the Strategic Health Authority my personal objectives
are developed to complement the corporate objectives as outlined
in the Business Plan”
Induction Coaching begins at the time of appointment and creates
a bridge between the newcomer and the business plan. Most new staff
are left to work their way into the organisation hoping that organisational
values and performance requirements will somehow “rub off”.
Induction Coaching makes neither of these assumptions. A period
of intensive work on culture, values, performance targets and behaviour
is achieved through one-to-one coaching, so that the new starter
has a personal action plan aligned to the business plan within 2
months. An Induction Coach will ensure integration of delivery with
the attitudes and behaviour needed to secure improved performance
over time. Induction coaching would represent no more than 5% of
a Senior Executive’s employment costs; and the potential savings
are enormous.
2 Rationale and Process
Since the purpose of Induction Coaching is to
ensure that the new Appointee gets off to a good start by ensuring
that organisational values, the business plan and the individual
objectives are well-aligned, it follows that the Induction Coaching
needs to follow on from the date of appointment for no more than
two months. The process should involve key managers and stakeholders
in developing a view on the new Appointee’s role, tasks and
objectives and delivering a clear set of objectives and business
plan for the Inductee within the two month period for agreement
with the Line Manager. “We both acknowledged
during the coaching sessions that all too often an induction programme
rarely covers the setting of objectives which can lead to a new
employee taking longer to settle into a new organisation and their
role. The added value of this process will, no doubt, unfold as
I establish myself into this role”
3 Process
The Induction Coaching process needs to be closely
aligned to the business plan. Obviously, people can be appointed
at different times and therefore the alignment will be against a
business plan which is in creation, or in the first 6 months of
implementation, or reaching fulfilment. Some account will need to
be taken of this when undertaking the Induction Coaching, but the
following process will generally be adopted: • First session: what is the purpose of
the job? What are the critical objectives? Who are the relevant
stakeholders inside the organisation? (These issues would be discussed
with significant others, eg Line Managers, Chairmen and fellow Directors
in the organisation in advance of the second session).
• Second session: aligning job purpose, organisational views
with individual ambition and complementary work roles, (reducing
underlap and overlap). These issues to be discussed with external
stakeholders in advance of the third session.
• Third session: aligning the business plan with proposed objectives
and with proposed personal development plan - developing a package
for discussion with the Chief Executive/Line Manager for final agreement
at the end of the Induction Coaching Programme. The Induction Coaching
Programme in itself would form an excellent launch pad for individual
or team areas of coaching, but this would be optional and dependent
upon the requirements of the individual and the organisation.
“How would you describe my experience of working with you?
Very good - relaxed, informal, listening style, facilitating, easy
engagement”
