Health Services People Strategy 2015-2018 Leaders in People Services

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Health Service Executive National Coaching Service ICF Webinar 25th October 2016 at 8pm Delivered By Niall Gogarty HSE National Human Resources Leadership Education & Development ©

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Creating a Coaching Culture in the Health Service Executive ©

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Background

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Background & Context HSE Corporate Plan 2015‐17 Goal 4 – Engage – Develop & – Value our Workforce Provision of professional HR Services – Transform Organisational capability – Delivering Safer better health care ©

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Background & Context HSE People Strategy  3.14 Develop coaching and mentoring as a key leadership and line  management support in facilitating improved performance and  service developments.  • • • •

Professional Accredited Coaching Bodies.  HSELanD etc.  HSE Coaching and Mentoring Frameworks with associated  Coaching Register developed.  Coaching and Mentoring Guidelines finalised and communicated to  the system. 

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Background & Context HSE People Strategy  •

Manager information sessions delivered. 

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Internal pool of coach’s increased. 

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Mentoring pool established. 

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Systematic team coaching for newly formed teams provided to  assist integration. 

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Effectiveness of internal and external coaching and associated  supporting materials evaluated – best practice governance group  to quality assure implementation established.  7 ©

Our Leaders  •

Ms. Rosarii Mannion was appointed National Director of Human  Resources Health Services Executive on 1st September 2015. 

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As a result Coaching was included as a pivotal part of the HSE People Strategy Leaders in People Services

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This essentially meant the Coaching message was driven from the  top down and got a greater voice at the HSE National Management  Team meetings via the National Director of Human Resources

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Our Leaders  •

Having the National Director of Human Resources as a Coaching  champion started to change the culture towards Coaching in the  Health Service Executive

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HSE National Coaching Service is delivered from the HSE National  Human Resources Division – Leadership, Education and  Development Department

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Ms. Pat O’Boyle Assistant National Director of Human Resources – Leadership Education and Development was appointed in August  2016 which has added more drive and enthusiasm with the   Coaching agenda in the HSE

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Our Internal Coach’s are leaders in Coaching throughout the HSE  9 ©

A thought to begin  ‘If you always do what you’ve  always done, you’ll always get  what you’ve always got’ Anon

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Changing the Organisation

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Strategy Why coaching for our organisation? •

More positive business outcomes

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Increased performance 

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Higher employee satisfaction

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Talent Management strategy – HSE Leadership Academy

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Committed to ongoing training and development of staff

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Employer of choice

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We made Coaching part of our HSE People Strategy Leaders in People  Services 2015‐2018

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Strategy (cont) Focus - Why Coaching for our Organisation

There is a growing movement among organizations to develop a coaching culture as more companies realize the advantages of such a strategy. Once a luxury strictly for executives, coaching is now being extended to employees at all levels of the organization for developmental purposes. In fact, 43% of organizations report employing internal coaches to work with all employees, and 60% say coaching is available to their high-potential employees. Moreover, an extensive coaching program is often associated with positive business outcomes, including higher employee satisfaction and performance

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Strategy (contd) • ICF Research shows us when organisations make coaching a key part of their talent management strategy and overall corporate culture, they show their current employees and job candidates alike that they are committed to the ongoing training and development of their staff.

• Not only will such a coaching culture help to retain top employees and help prepare high-potentials for leadership positions, but it will also position the company as an employer of choice and enhance its ability to attract qualified, right-fit talent

• As a first towards implementing an effective coaching program we made a strong business case that presents the need for coaching and highlights the expected results of the program. Draft Private and Confidential

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Leadership • Research indicates that a coaching culture is “built on organisational and leadership beliefs and practices that reflect coaching as a strategic business driver and critical talent management tool.”

• We have this commitment in our organisation with our National Director of Human Resources Ms. Rosarii Mannion who is a champion of Coaching Draft Private and Confidential

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Leadership (contd) • We frame Coaching as a talent management tool however it’s important to point out that it is not all about talent management.

• Staff have accepted the Coaching offer in relation to many issues that are presenting to them in the workplace

• HSE Coaching places the belief in each Coachee that they are an expert in their own life and have the answers their looking for. Draft Private and Confidential

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Leadership EU INTERREG IV funding and procurement for training provider – Coaching Development Ltd

72 Coaches across the 6 CAWT partner organisations completed this Professional Coach Training Programme accredited by the ICF

Introduction day, 5 x 2-day modules, 25 hours cross border coach practice, continual observation/ assessment and final graduation day (9 months)

Multi disciplinary - Directors of Care, Team Leaders, Forensic Manager, Heads of Departments, Organisational Development Facilitators, Consultant Psychiatrist Draft Private and Confidential

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Leadership CAWT

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Leadership •

Formal training – core competencies

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Hands on learning – challenge of geographical spread of coaches – telephone coaching

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Cross‐border & cross‐organisational

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Coach Mentor feedback

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Sustainability – coach mentors and coach supervisors

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Connect Website •

External provider

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Review & development

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Leadership (contd)

A Coaching Agreement between the coach and coachee:‐ • Goals and expectations  •

Method, timing, duration and frequency of coaching sessions 

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Ground rules eg confidentiality, feedback to line manager/sponsor 

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Ending Agreement: either party have the freedom to terminate the  arrangement and inform each other 

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Sessions may last from 30 mins to one hour; fortnightly, monthly, bi‐ monthly, often via telephone/Skype

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Maximum total sessions is 4 hours however this can be extended by  agreement in exceptional circumstances

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Evaluation (Coach, Coachee, Sponsor/Line Manager) Draft Private and Confidential

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Leadership (contd)

• Coaching outputs are forming an integral part of the new HSE Leadership Academy which is on target for Q2 2017. • Coaching Conversations for managers being an integral part of the programme

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Leadership (contd)  Launch of the HSE Coaching Guidelines

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Governance Arrangements Coaching Pathway

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Building Relationships “Of all the variables having an effect on outcome, by far the largest impact comes from the relationship itself rather than from any particular method or technique”

Critchley B. (2010) ‘Relational Coaching’ J. Mgt Devt 29(10)

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Coaching Culture  We started off with a question ‐ How do you build a Coaching Culture ? Set up a Coaching Network – Cross Border  Devised the following Governance model  Coaching Policy  Coaching Strategy 3 year Business Plan  Coaching Agreement  CPD Sessions and Reflective Practice x 4 per year (min)  Coaching Supervision Sessions

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Coaching Culture (contd)   Supervision Training   Developmental Triads   ICF Membership  Completion of ICF Logs  Accreditation of Coaches 

Evaluations and  review

 Ask the stakeholders  One point of contact  Draft Private and Confidential

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Coaching Culture (contd)  That led us to a second question ‐ How will we change the  Organisation through Coaching ?  Promoting coaching at every opportunity  HSE People Strategy Leaders in People Services   HSE Leadership Academy  Team meetings  Management Development Programmes,  Draft Private and Confidential

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Coaching Culture (contd)   Adverts  Intranet   Health Matters Magazines  HR partners e.g. Occ Health, Coffee conversations,  word of  mouth  Every single opportunity to be a champion of coaching, take it  and use it Draft Private and Confidential

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Coaching Culture (contd)   Learned very quickly that staff needed to see coaching as a  positive intervention.   Coaching is about ‘making our people better’  Help managing their talents   Coaching is for those who really want to make a difference  We started to coach  We did find that when we started to Coach that it wasn’t  just about talent management Draft Private and Confidential

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Coaching Culture (contd) How did we change the Organisation through Coaching ?  Top down – we got the support of the National Director of Human  Resources & Senior Management Team  Built internal coaching capacity and became less reliant on external  coaches  Education through our Coach’s who have a passion and belief for  Coaching  Be a champion of Coaching Draft Private and Confidential

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Coaching Culture  (contd) How did we change the Organisation through Coaching?  Name it with Coachee ‐ Ask each Coachee how will you being  coached benefit your team service providers ?  Demonstrate coaching skills in every conversation we have (not  just in Coaching Sessions)  Start to have more Coaching Conversations as a way forward,  this breaks down the existing Culture in the organisation

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4 Years Later Outcome for Strategy   Embedded in our Leadership, Education and  Development Strategy 

 Embedded our People Strategy

 Moving from a 4 area delivery model to a National  Delivery model and HSE National Coaching Service Draft Private and Confidential

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4 Years Later Outcome for Strategy   Coaching is now a pivotal part of all our management  development programmes  Targeted recently promoted managers Patterns  coming out of coaching can now inform our strategy  Leadership teams – Shift ;‐Its ok to coach and be  coached   Health Matters article Draft Private and Confidential

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4 Years Later Outcome for Strategy   Leadership teams – Shift ;‐Its ok to coach and be  coached   Coaching is now a Leadership belief  Project teams now assigned a Coach from the  initiation stage  Coaching Leadership = Win/Win Draft Private and Confidential

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4 Years Later Outcome for Strategy   Coaching is beginning to be the norm   It is recognised that Coaching is how we do our day to  day business

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Leadership

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Coaching Win/Win

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Next Steps for us!  Move to a national delivery model in the HSE Coaching  Service supported by a National Governance Model  Continue the great work that is being completed in the  former 4 HSE Areas  Continue to harvest the thinking/learning 

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Next Steps for us!  Coaching for all managers and all staff  Build on ‐ coaching is seen as how we do our business  Coaching to impact on patients/families experiences and  outcomes  Having difficult conversations with patients…use of coaching  skills

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Next Steps for us!

 Have more Coaching Conversations

 Train more coaches

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Next Steps for us!  Continue to examine what are the patterns that are  coming out of coaching?  Make sure the results of these examinations inform  strategy and training  What now needs to shift within the organisation? 

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Next Steps for us! • What do we need to change about our organisation, strategy,  leadership/partnerships

• Small little fires

• Present in every conversation 

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Quotes Quote from Peter Drucker ….. The greatest danger in times of turbulence is not the  turbulence it’s using yesterday’s thinking……

Coaching is for those who really want to make a difference!!

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Finally

Can we say our organisation has changed because of coaching …Yes,  however, loads done more to do!

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Thoughts/Ideas   FOR FURTHER INFORMATION  The Health Services People Strategy is available on  http://www.hse.ie/eng/staff/Resources/hrstrategiesreports/peoplestrat egy201518.html

National Human Resources Division Monthly Reports can be found on http://www.hse.ie/eng/staff/Resources/HR_publications/ Follow HSE HR on Twitter       @HSE_HR

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End

Thank you for taking the time to listen and I would be happy to  answer any questions you have 

Niall Gogarty (ACC)  National Human Resources Division Health Service Executive Email:‐ [email protected] Phone: ‐ 046‐9251248 Draft Private and Confidential

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