Two Coaching Projects - World Leading Mobile & Broadband Internet Company and an Australian University

As part of a Leadership Development initiative for middle to senior managers, the Sydney offices of a modern communications company required management coaching to develop goals and tasks to support an action learning program. The Corporate Learning and Development team had successfully initiated the approach in another state but required a replication of their design for the ‘second wave’ cohorts. Participants had undergone several self-assessments and also attended in-company training.

Strategic Human Resource Consulting was provided a brief and requested to deliver both group and individual manager coaching over a two month contract. SHRC was able to manage the project independently, organising appointments on site, helping managers to understand the results of their self-assessments and developing individual goals that were specific and measurable. Group sessions reinforced a buddy system of review and reflection.

The inaugural program was successful in terms of all of the key metrics. In addition, several managers elected to continue coaching with a second block to further progress their development plans.

The Learning and Development Manager of a large Australian University had scoped and gained Vice Chancellor approval for a coaching initiative for women in key academic management roles on campus. As the inaugural program with high visibility and importance, the L&D Manager required a proven coaching methodology with coaches who understood the academic context and who were able to work confidentially with Heads of School and Professorial staff.

Strategic Human Resource Consulting designed a 4 month program with 3 forms of self-assessment and action plans with results-based goals. Participants were debriefed on their assessment results and helped to create their own development plans using SHRC’s proprietary frameworks. A feature of this program was the flexibility of modes which included some face-to-face sessions, email and telephone contact to meet each academic’s schedule. The program was well received and is now in its third year of operation. Coaching was also later extended to several male academic staff and used in 2005 as an integral part of middle manager leadership development programs.

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