Manager Coaching and Career Conversations
Manager coaching is important for engaging employees, which affects profit, customer outcomes, productivity, and absenteeism. Coaching also are important for employee retention, morale and self-confidence, and to guard against burnout. Case studies for Google's Project Oxygen and the Centennial Municipal Government were also included to support how manager coaching is important for companies.
- On the list of top 10 behaviors of Google's best managers, supporting career development and discussing performance was listed as #6.
- Coaching helps improve morale and self-confidence. Professionals that have received coaching report an 80% improvement in self-esteem and a 63% change in their overall wellness. Decreased productivity from short-term distractions in the office, like office (sports) pools, boosts morale 73%, engagement 79%, and satisfaction in the long term by 84%.
- A study conducted by Deloitte in 2016 found that millennials planning to stay with their employer for more than five years were twice as likely to have a mentor (68%) than not. Mentoring also expands a company's knowledge base, helps with understanding possible career paths, builds relationships, and encourages problem-solving.
- Actively disengaged employees cost the U.S. economy $483 billion to $605 billion each year in lost productivity. Managers are key to engaging employees and avoiding the above costs, as managers cause 70% in variance in work group engagement.
- Employees that receive daily feedback are 3x as likely to be engaged in the workplace than those who receive feedback once a year or less. Accountability in the workplace is important, as employees that have a manager that holds them accountable for their performance are 2.5x more likely to be engaged.
- Profit, customer outcomes, and productivity are affected by how engaged business units are. Highly engaged business units have 21% greater profitability, achieve a 10% increase in customer ratings, and achieve a 20% increase in sales. Engaged business units also have less turnover, a 41% reduction in absenteeism, and a 17% increase in productivity.
- CliftonStrengths, which helps improve workplaces by empowering managers and developing employees, reports that there are many benefits for work groups that receive strengths-based development. These include a 14%-29% increase in profit, 10%-19% increase in sales, and 3%-7% higher customer engagement.
- Coaching helps work on behaviors that will guard against burnout for individuals. A 2017 study by Kronos found that employee burnout is responsible for 20% to 50% of annual workforce turnover, according to 46% of HR leaders.
CASE STUDY 1: GOOGLE'S PROJECT OXYGEN
- Google launched an internal research study in 2008 called Project Oxygen to determine what made managers great at Google. They identified eight behaviors that were common between the highest performing managers, with the list being updated later to include ten behaviors.
- When they publicized and trained managers on the original eight behaviors, which included career development and discussing performance, they saw an improvement in management and team outcomes in turnover, satisfaction, and performance.
- Among the identified behaviors that are used by high-performing managers were supporting career development and discussing performance, along with showing concern for success and well-being through creating an inclusive team environment.
CASE STUDY 2: CENTENNIAL MUNICIPAL GOVERNMENT
- The Centennial Municipal Government is an extremely lean organization and was experiencing problems with leadership changes, reductions in staff, and high voluntary turnover.
- They employed Gallup's workplace solutions, including CliftonStregths, to transform their workplace. Part of the changes included managers implementing strengths-based performance reviews, leadership offering coaching sessions to employees, and using employee engagement surveys to pinpoint areas they could improve in.
- The organization experienced a success: their turnover rates dropped from 42% to 1% and their engagement results went from 4.02 to 4.50 in the first year. They also experienced increases in the speed that services were delivered, revenues they collected (tax), and in attendance at city-sponsored events.