As an executive coach working with multiple organisations over the years, I’ve witnessed firsthand how coaching partnerships can transform HR’s impact. My mission has always been simple: ‘make HR look good’.
In today’s complex business environment, where HR teams face mounting pressure to deliver strategic value with limited resources, I’ve seen how coaches can become strategic partners to help deliver success.
Building strong foundations
The key to success lies in clarity from the start. The HR teams I work with identify specific candidates for coaching – future leaders, new managers and employees returning from leave. In fact, there is a strong correlation between coaching and increased employee engagement, with 72% of respondents in the 2023 ICF HCI Defining New Coaching Cultures report acknowledging this relationship.
One example of a journey I’ve been on with a client, is when I began working with a marketing team member who, over several years, progressed to Marketing Director. Through monthly one-hour sessions, we built a strong relationship focused on his vision for both his team and career. The trust between HR, coach and the client was crucial – they didn’t micromanage, allowing him to reach out for additional support before important presentations or pitches. This flexibility, combined with accountability, drove his success.
Supporting pivotal moments
Managing people for the first time can be intimidating. As someone who works with all levels of seniority, I understand concerns from a variety of perspectives. My coaching sessions provide a confidential space where new managers can openly discuss challenges without fear of office politics. This early intervention often prevents issues from escalating to HR.
Return-to-work transitions from maternity, paternity or long-term sick leave have become a significant focus in recent years. One client particularly valued our pre-return coaching sessions, where we developed practical strategies for her first few weeks back. By working closely with HR, I could integrate their existing support systems – KIT days, maternity buddies, wellbeing coaching – into our approach.
By providing her with new tools to manage her time and strategies on resetting her team approach, she was grateful for the time spent with me to ease her back into a work mindset.
Strategic partnership in action
My role often extends beyond individual coaching. For example, I have set up quarterly reviews with the HR teams I work with, which gives them an opportunity to share insights into the culture or any adjustments in strategic direction. This could include a change to the company objectives, new employee benefits or updated HR policies.
Change is a hot topic for many companies at the moment and often becomes a discussion theme during my coaching sessions. It’s important that the wider business understands the reactions of their people to these topics. My quarterly review sessions give me an opportunity to share my insight with the HR teams on the potential impact to company culture.
In one organisation, I deliver monthly sessions on people management, with themes identified through close collaboration with HR. I also actively promote HR’s wellness initiatives. Recently, I helped connect clients with HR-provided benefits they weren’t aware of, from gym discounts to wellness programs.
Regular office visits enable face-to-face coaching and crucial HR catch ups, ensuring continued alignment with organisational objectives. This integrated approach supports HR’s broader development initiatives while maintaining strong relationships.
Tallying the wins
All of these small wins add up – a global survey by PriceWaterhouseCoopers and the Association Resource Center report an average ROI of seven times the cost of employing a coach.
My greatest joy comes from supporting clients through life’s pivotal moments – births, marriages, career transitions and challenges. These privileged glimpses into people’s lives come through HR’s trust in our partnership.
To succeed as a coach, it’s important to remember that your role is to make the HR look good. When both parties work together effectively, we create a powerful support system that enhances organisational performance and employee growth.
Beverlie is Myers Briggs Type Indicator accredited, Strength Deployment Inventory licensed and CIPD (Chartered Institute Personnel Development) qualified and a Co-Active coach through CTI.
Beverlie previously worked at The Walt Disney Company Limited – delivering and designing training programmes and managing the learning and development calendar for fifteen lines of business under the Disney umbrella. She’s also worked as a Human Resources generalist for a firm of accountants in London’s West end.
