Adopting a coaching culture can improve performance, enhance retention and enable success and greater outputs for all involved.
Make your organisation a coaching a culture today. ASK YOURSELF?
>> What are the benefits to becoming a coaching culture?
- Builds new skills faster and facilitates pride and confidence in one’s work
- Fosters trust with line managers and insights a belief in them that the organisation values them
- Staff become more motivated and accompanying work is of increased quality and efficiency
- Induces a knock-on effect, staff begin to coach each other
- Encourages increased learning, team bonding and efficiencies
- Better buy-in and acceptance from staff on organisation’s vision
>> How your organisation can adopt a coaching culture?
- Start a conversation with your staff
- Identify, select and develop internal and / or external coaches
- Develop a framework on coaching
- Upskill leaders to coach their staff
- Be consistent and continual in measuring and evaluating its impact
- Develop strong communications both verbally and digitally to engage staff
For more information around becoming a coaching driven organisation for the future, please contact one of our team members at Nurture HR Consulting by emailing email@example.com
One of Hollywood’s most ambitious film Director’s, Harvey Weinstein has recently been alleged to have been embroiled in a spree of inappropriate acts; including sexual harassment and assault of actors spanning over 20 years. For many individuals, the film industry is perceived as glamourous; today, however that image seems an illusion, casting the film industry in a whole different light.
The entire film industry has been brought into question as to the how’s and why’s such alleged predatory acts could be ignored and overlooked for such a lengthy duration of time. What does this say about the culture of the film industry when actors and studio staff are alleged to have continually turned a blind eye or buried complaints?
Given this example, how can an organisation ensure its people are protected, feel safe, act in an appropriate manner and have the opportunity to raise concerns?
Listed below are some key takeaways on how organisations can develop a suitably appropriate culture, whereby individuals are not afraid of reprisals and are able to speak out when something is not right in the workplace.
For further information on what your organisation could do, please contact a member of our team at www.nurturehrconsulting.com.au
In rapidly changing business environments and in response to increasing organisational and environmental pressures, effective leaders require the ability to actively influence those whom they work with, the wider organisation and their clients.
Reading an article recently made me reflect on leaders whom I have been exposed to both working internally within an organisation and as a consultant. As with most things, it was the best and worst that sprang to mind! Given this, I thought it useful to articulate the skills that are particularly beneficial during times of change for leaders.
For further information on leadership during ambiguity please contact a member of our team via our website www.nurturehrconsulting.com.au.
The constant and evolving organisational landscape often sees organisations face a plethora of challenges to keep up, maintain relevance and competitive advantage. With Australia’s population ageing and facing retirement, a number of conflicts present themselves to the workplace including:
- Australian businesses are facing the task of retaining talent, maintaining knowledge, and key skills and subsequently performance and workplace productivity in a tight labour market and
- Age discrimination (unfortunately) is still evident, in particular during recruitment drives, with mature candidates often being overlooked for their younger counterparts.
It is an organisations best interest to ensure its leaders play a key role in retaining knowledge and skills from more mature employees, whilst recognising the benefits of hiring mature employees.
Some initiatives to do this include:
For further information on what your organisation could do to retain mature workers and reduce stereotypes, please contact Eva and her team via Email: firstname.lastname@example.org or Phone: 02 43 125 120.
With the results of the recent American election, the transition of leadership appears to be on many individual’s minds and with it a bevy of emotions ranging from fear through to hope, internationally.
On another level, many of us throughout our careers have experienced a highly valued leader departing an organisation with mixed thoughts and feelings on what the oncoming leader may bring to our workplace and what this could mean for us as individuals.
Given what we are seeing playing out in international politics and based on previous experiences, what can we as individuals and organisations do, to foster the successful transition of leadership?
Successful transition of leadership appears to be based on:
- Planning the transition
- Positive, concise and continued communication about the transition – communication is vital in explaining the handover of leadership, what this will mean for a business and how its workforce will be supported throughout this change over
- Recognising the work of the previous leader and building on this
- The incoming leader being aware that not everyone is an early adopter of change and identifying those who are early adopters
- The incoming leader recognising the need to work together to mobilise those individuals whom may not be initial supporters by recognising and guiding them through the grief cycle i.e. moving individuals the stages of disbelief to acceptance, hope and commitment
- Celebrating early wins and
- Continuing to communicate across all levels of the workforce
For further information on transitioning leadership, please contact Eva & her team at Nurture HR Consulting.
Although we are all varyingly dissimilar and similar to one another, how is it that some people are better employees than others?
Typically, a great employee is someone considered to be: • Productive • Honest • Self-motivated • Reliable • Ethical
• Communicative • Committed • Passionate • Task focused • Dedicated
Many of these predictors appear to be personality traits, interestingly research has found a correlational relationship between vocational choice and personality traits (Garcia-Sedeño, Navarro & Menacho, 2009; Nordvik, 1996). Therefore, if in the same fields we all have similar personalities, why are others ahead?
A recent analysis by Uusiautti and Maatta (2015, pp. 34-38) found the best predictive qualities of a great employee, is their appreciation for challenges, exceptional interpersonal skills, autonomous working skills, the belief that work is rewarding accompanied with a positive attitude towards work. Many people possess some of these skills individually, but when all are acting in conjunction with one another, success is apparent. These attitudes have also been linked to high productivity, long term success and a greater sense of wellbeing (Sherman, Randall & Kauanui, 2015).
Furthermore, Uusiautti and Maatta (2015, pp. 141) determined that an equally fundamental factor of great employees are positive work experiences; from the work itself and the employee’s experiences at work. Successful workers need successful work environments to flourish in conjunction with the individual personality traits. A supportive work environment is central to an employee’s ability to achieve.
For further information on this, please contact Eva and her team at Nurture HR Consulting via phone 43 125 120 or email: email@example.com