Working Transitions

The Taylor Review – How embedding a coaching culture can engage and motivate

Earlier this month saw the publication of ‘Good Work: The Taylor Review of Modern Working Practices’ – a much-welcomed report on the importance of good practice within the workplace.  The overall purpose and ambition of the review was simple - all work in the UK economy should be fair and decent with realistic scope for development and fulfilment.

The review examined the factors important to employees and found that as well as pay and a fair balance of rights and responsibilities, something else was prevalent throughout the findings  - the importance of good employment relations and effective two-way communication.  People are most likely to enjoy what they do when they have a meaningful say at work.

“ Good Work is shaped by working practices that benefit employees through good reward schemes and terms and conditions, having a secure position, better training and development, good communication and ways of working that support task discretion and involve employees in securing business improvements.” The Commission on Good Work 

The review found that to be truly engaged, employees need a broad understanding of the direction their organisation is heading and how their efforts contribute to that.  They also want to be informed of strategic decisions that may affect them directly.  For many organisations, this type of communication is part of how they do business – an open, honest culture and two-way dialogue between employee and employer.  However, the report found that only half of employees feel that their manager is good at seeking their views whilst just one in three managers confirmed that they allow employees to influence decision making. 

In our view, there are two common attributes of successful organisations.  Firstly, business objectives and individual goals are closely aligned.  Secondly, teams work together successfully to achieve common goals with these goals being well communicated, easily understood and embedded throughout the organisation at all levels.

However, achieving corporate alignment and ‘esprit de corps’ doesn’t always happen on its own – for most organisations it needs to be proactively sought and managed.  There is a wealth of evidence that suggests that, with the right coaching support, individuals can overcome many barriers – whether cognitive, behavioural, performance, attitudinal or career-goal related. This ensures that people both engage and align with their organisation’s objectives, as well as achieve their business and individual goals as part of an effective team.

Ensuring that high level organisational strategic priorities are understood at all levels of a workforce and that behaviour and attitudes are aligned to ensure achievement of these goals, requires consistent collaboration between employer and employees. Leaders with well-developed coaching skills are most likely to achieve the required outcomes.  Although it can take time to invest in, build and embed this leadership coaching capability, the increase in trust and commercial benefits to the organisation can be dramatic and long-lasting.

To retain talent and maintain a competitive edge, companies need to focus their attention on building engagement, loyalty and job satisfaction. An organisation whose managers spend time on coaching and who create a coaching culture, ultimately create a positive environment for the entire workforce. A study conducted by Harvard Business School aligns with the Taylor Report and shows that the main motivator of employees is NOT reward and recognition, but progress. This sense of progress and development can be expedited by regular career conversations between employee and employer within a supportive coaching culture.

To find out how Working Transitions can support your organisation to build a coaching culture visit www.workingtransitions.com or call 01604 744101

 

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Author
Working Transitions
Date
27 July 2017
Categories
Development
Change
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