This document discusses coaching and employee retention. It provides 5 steps to integrating coaching into talent management: 1) educate leaders, 2) identify coaches and participants, 3) manage expectations, 4) train coaches, and 5) measure success. It also discusses reasons employees leave, importance of retention, strategies like recognition, and challenges like monetary dissatisfaction. Employee motivation factors include intrinsic rewards like achievement and extrinsic rewards like pay. Engagement levels include actively engaged, not engaged, and actively disengaged employees.

1. Module-3
Developing and Retaining Talent

2. Coaching for sustained and desired change
Meaning of Coaching
It is a partnered journey, where coach and client agree and
contract on meeting certain goals and being with each other in a
way that benefits the client. Coaching its actually counselling or
the feedback.
The main 5 steps are followed in the coaching for
sustained
1.Educate your leaders- start at the top and educate your
employees on the different benefits of coaching versus
counselling.
2.Identify coaches participants and executive sponsors-look
for individual and managers who can be trained to become
internal coaches inside the company.

3. 3.Manage expectations-clearly set expectations with
the internal coachs,individuals being coahed.it is the
best to run the initial program and build up on its
success and clear on the goals of the program, the time
commitment and their roles and responsibilities.
4.Train-enroll your internal coach candidates in a coach
training program. The key here is to ensure that
everyone participating has a similar experience.
5.Measure success-prior to start the program determine
how you will measure the success .It may be done
simply by using a net promoter score or with the simple
impact study.

4. Desired change
Meaning
the changes which are desired to be change are called
desirable change.
Change is a constant force in every organization.
Sometimes this is because a company is growing
,sometimes a company needs to down-size and other
times identify a need to restructure in order to better
achieve their goals.
Several steps are as follows
1.Gaining the support of those in your organization
2.Communicationg openly as much as possible
3.Modeling a positive response to the desires change.

5. Integrating Coaching:-
• Integral Coaching is an on-going, evolving methodology intended to be the most
comprehensive response to human life.
• Coaching means many things to many people. Many times a certain technique that
is referred to as “coaching” isn’t really coaching at all; it’s actually counseling or
feedback.
WHAT DO WE MEAN BY COACHING?
• In the most straightforward terms, coaching means building someone’s competence
to better face their life circumstances. Practically speaking, successful coaching
leaves people with the following outcomes.
• In action, this means coaches understand their clients with great depth and scope,
converse with them in a way that opens up insights and possibilities, and offer a path
forward that includes activities custom-designed for them.

6. 5 Steps to Integrating Coaching into Your Talent
Management Strategy
1. Educate your leaders. Start at the top and educate your
executives on the differences and benefits of coaching
versus counseling. Interview them on their perspectives on
coaching and assess their willingness to participate in and
support a coaching initiative. Explain the benefits of
coaching and ask them where they see applications for
coaching inside the organization.

7. 2. Identify coaches, participants and executive
sponsors.
Look for individuals and managers who can be trained to become
internal coaches inside your company. These individuals may be inside
your talent management and organizational development areas. Consider
having talent management or human resources executives trained and
credentialed by the International Coach Federation as professional
coaches.
3. Manage expectations.
Be sure to clearly set expectations with your internal coaches, individuals
being coached, the executive sponsors and, of course, your managers and
colleagues. It is best to run the initial program as a pilot and build upon
its success. Make certain everyone is clear on the goals of the program,
the time commitment, and their roles and responsibilities.

8. 4. Train.
En-roll your internal coach candidates in a coach-training program
ensure they’re being coached by someone with experience coaching
internal coaches. In addition, be sure to train the individuals who are to
be coached on the role and responsibilities of the participant. While
training your coaches, be sure to establish a clear and consistent process
for enrolling clients, coaching time and exiting clients. The key here is to
ensure that everyone participating has a similar experience.

9. 5. Measure success.
Prior to starting the program, determine how you will measure its
success. It may be done simply by using a net promoter score or setting
up a simple impact study. It doesn’t have to be a rigorous measurement
such as a return on investment. If your program is embraced and utilized
(meaning that coaching clients show up and participate in the coaching),
then that’s a great sign. Interviewing them or surveying them on the
benefits they received once the coaching is completed is also an excellent
idea. In addition, be sure to ask the managers of the program’s
participants about the changes they may have noticed in their employees’
behaviours after being coached.

10. Employee Retention
Employee retention refers to the various policies
and practices which let the employees stick to an
organization for a longer period of time.

11. Why do Employees Leave ?
• The employee’s decision to leave begins with a
sense of low job satisfaction.
– Job satisfaction represents a person’s emotional
feelings about his or her work. When work is
consistent with employees’ values and needs, job
satisfaction is likely to be high.

12. Need & Importance of Employee
Retention
• Hiring is not an easy process
• An organization invests time and money in grooming an
individual and make him ready to work and understand the
corporate culture.
• When an individual resigns from his present organization, it is
more likely that he would join the competitors
• The employees working for a longer period of time are more
familiar with the company’s policies, guidelines and thus they
adjust better
• It has been observed that individuals sticking to an
organization for a longer span are more loyal towards the
management and the organization.

13. Employee Retention Strategies
• The company’s rules and regulations should be made
to benefit the employees.
• Performance appraisals are also important for an
employee to stay motivated and avoid looking for a
change.
• Employee recognition is one of the most important
factors which go a long way in retaining employees.
• The responsibilities must be delegated according to
the individual’s specialization and interests.

14. Challenges in Employee Retention
• Monetary dissatisfaction is one of the major reasons for an
employee to look for a change.
• In the current scenario, where there is no dearth of
opportunities, stopping people to look for a change is a big
challenge.
• Individuals speak all kind of lies during interviews to get a job.
• Some individuals have a tendency to get bored in a short span
of time.
• Unrealistic expectations from the job also lead to employees
looking for a change.

15. Employee motivation
• Employee motivation is the level of energy,
commitment, and creativity that a company's
workers bring to their jobs. Whether the
economy is growing or shrinking, finding
ways to motivate employees is always a
management concern. Competing theories
stress either incentives or employee
involvement (empowerment).

16. HOW TO MOTIVATE EMPLOYEES?
Organizational factors –
 salaries / wages
 Promotions
 Company policies
Work environment –
 Supervisory style
 Work group
 Working conditions
 Role specification and job description
 Personal factors –age / seniority / tenure / expertise

17. EXTRINSIC MOTIVATION
This is a type of motivation that is induced by
external factors that are mostly financial in
nature . Money is the most important
motivator and it can be in the form of pay /
retirement plans / stock sharing options or paid
vacation etc.

18. INTRINSIC MOTIVATION
• This type of motivation is achieved by the
sense of achievement and accomplishment or
in other words it is the state of self
actualization .
• In this the satisfaction is accomplished and
motivation is self generated free of financial
rewards.

19. Why Employee Engagement?
An engaged employee is aware of business
context, and works with colleagues to improve
the job performance for the benefit of the
organization
Defined as the level of commitment and
involvement an employee has towards their
organization and values
Engagement is closely related to job
involvement and flow

20. Categories
of
employee
engagement
Actively
Engaged
Actively
disengaged
Not
engaged

21. Actively Engaged
Known as the builders
Realize their role expectations and
strive to meet and exceed them
Perform consistently at high levels
Passion, innovation at work are some of their traits

22. Not Engaged
Concentrates more on the tasks rather than goals and
outcomes
Tends to feel that their contribution is being
overlooked and their potential is not being tapped
An unproductive relationship with managers or co-
workers exist

23. Actively Disengaged
Cave dwellers and are “virtually against everything”
Being unhappy at work they sow seeds of negativity
at every opportunity
Undermine the accomplishments of engaged
coworkers
Cause great damage to an organizations functioning