Track Managers .:. Kate Lindley and Simon Laurie

 
The responsibility for the strategy behind talent development and retention lies mainly with HR – although different models exist in different organizations.  For some organizations this is the responsibility of a centralized HR function, for others the HR business partners for a specific business area or function.  An alternative is for the development and retention of talent to be seen entirely as the role of the business leader – part of the creation of a climate that encourages, engages and nurtures talent – a function of leadership.

The tools to support the delivery – the “How” have developed in range and sophistication over the years and in the past ten years Coaching has risen in prominence becoming a support to more traditional development methods – a means of personalizing and integrating individual learning – or as a standalone intervention to give focus and clarity to the delivery of personal and organizational goals.

For most organizations, if coaching was a recognized development tool, the choice was clear, it was either seen as a leadership style adopted by a leader when engaging with their team members in certain contexts, or the use of an externally resourced coach delivered the coaching.

Recently there is a “new kid on the block” – the Internal Coach.  They come in various guises from the use of senior managers/executives as coaches in other parts of the business, or as full time coaches employed by the organization.  The drivers behind their introduction are very different and their backgrounds are diverse – from line and functional management roles to external professionals brought into the business specifically to deliver coaching internally.  What seems apparent is that they combine a degree of organizational savvy with degree of objectivity, confidentiality and capability.
 

Some Questions addressed in this track:

• What is talent development?
• Where does coaching sit as an intervention for talent development (and retention)?
• What is the role of the internal coach?
• How does the internal coach role work?
• Does an internal coach replace the manager as coach – allowing an abdication of that responsibility?
• Are internal coaches a more economic answer to the external coach – delivering a greater return on investment?
• Are they the missing link? The vehicle to extend the coaching culture across and down organisations, developing line managers in their coaching capability and enabling external coaches to be more clearly focused?
• What are the challenges facing them?
• What is their status?
• How does the relationship work between the internal coach, the line manager, the organization and the external coach?
• How can internal coaches integrate coaching and training initiatives across an organization?
  
  

Track Speakers

Bridget Tinker and Simon Fitzgerald

Elizabeth Crosse and Sabine Stritch

George Mann

Maureen Gallagher

Sara Hope and Clare Allen