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Greetings!
We hope you and your loved ones have a very enjoyable and safe Fourth of July Holiday. As we move to the second half of the year, it is not too early to begin reviewing where we are organizationally (both in terms of initiatives and staff utilization) and what we must accomplish before year-end. Maximizing the talents of our employees often requires taking corrective action to keep them "on course" for their good and the good of the organization as a whole. After all, we have invested a great deal in assembling our staff and we must be concerned with our ROI (Return on Investment) - See below.
Also, we should begin preparing for known changes that will be occurring at the outset of 2011 (some which must be communicated to our staff before that effective date). Perhaps needed plan modifications and programming changes can be addressed between now and year-end to "avoid the year-end rush" - See sidebar. |
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 Developmental Coaching
Developmental Coaching, formerly was referred to as "Remedial Coaching." However, the latter was too clinical, and more importantly, the issues to be resolved typically do not fit any traditional therapeutic framework. In a general sense, the issues need to be more colloaborative; indentified to the subject employee, and then with the Coach, mutually agree on a solution that will benefit all - the individual, the organization, and the employee.
In most instances, the organization respects the skill sets of the individual subject employee and values his/her contribution to overall success; but inappropriate behavioral issues may be causing morale problems and discord among staff. The issues can take many forms.
Examples:
- the employee is a "star performer", but is not contributing to the collaborative team effort;
- he/she is a manager, whose style of management could be identified as "command and control" (e.g. the traditional "my way or the highway" approach, perhaps even being perceived as a "bully");
- an employee who may have definite promotion potential, but seriously lacks adequate communication skills - with all levels;
- the employee exhibits a negative attitude about everything, and continually sees "the glass as being half empty";
- the employee is considered a "legacy" in the organization that was brought in as a "favorite," but lacks necessary leadership or technical skills.
The common denominator is that they are significant contributors because of their respective talent and/or influence, but erode morale and often contribute (directly or indirectly) to staff attrition. Also, a common theme is that management sees the person as such a "valuable asset" they hesitate to reprimand the negative behavior for fear of losing the talent, even though it is obvious to others that the individual is having a negative impact on the collegiality and productivity of the organization. An option to address this behavior is for the organization to engage a Developmental Coach - someone who can be totally objective, unbiased in viewpoint and work towards achieving a win-win solution to the apparent problem. The Coach is typically hired by the organization, and his/her fee is paid for by the enterprise. Our Jim Kacena has extensive experience in such Coaching. You can view Jim's credentials on our website ( www.rglconsultants.com).
Jim will typically meet with senior managment and/or the employee's manager to determine their concerns and perceptions of the problem. Managment will notify the employee of the coaching opportunity that is being afforded him/her.
Next, Jim will be apprised of others within the organization from whom to obtain additional insite to the concern or problem. A meeting is then scheduled between the employee and Jim to conduct an unbiased assessment of the issues. The ultimate objective of the relationship is to create a mutually agreed upon behavioral modification plan for the employee, and, of course, a successful result.
Programs usually run 90-180 days, during which time formal assessments may be conducted (e.g. 360 assessment) and ongoing meetings are held with the subject employee to discuss perceptions, feedback, and progress (often off-site for confidentiality). At the completion of the intervention, a comprehensive report is written with the conclusive results. The same report is submitted to both the subject employee and to the Manager (or Management). A meeting between all three parties (Coach, Employee and Manager) is recommended to ensure that all are in agreement with the recommendations for continued success. Statistically, we have found that the intervention of a Developmental Coach leads to an 85% success rate. This means that valuable contributors remain, that overall morale is substantially improved, and that attrition is significantly reduced.
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We encourage you to forward this Newsletter to colleagues or others whom you feel would be interested in receiving the RGL Pipeline
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Plan Ahead -
* For Plan Years beginning after September 23, 2010 (January 1, 2011 for most employers), all health insurance plans, including self-funded plans, must be amended to allow adult children to be covered as dependents up until they attain age 26.
* Healthcare Flexible Spending Accounts can no longer reimburse for over the counter medications after December 31, 2010. Employers should amend their communications material to caution employees about this change as a part of the 2011 open enrollment process.
* For plan years beginning after December 31, 2010, employers will be required to report health cost amounts for employer-sponsored coverage annually on employee W-2s. This may require enhanced recordkeeping requirements to ensure your compliance. Coverage is considered applicable employer-sponsored regardless of whether the employer or employee pays for the coverage. Applicable employer-sponsored coverage includes coverage under any group health plan established and maintained by the employer, including healthcare flexible spending accounts.
* Open enrollment periods may need to be carefully reviewed, and perhaps accelerated, since "healthcare reform" requires that notice of material modifications to plan benefits must be provided at least 60 days before such modifications become effective.
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