The Right partners to HR professionals
COACHTOR©: a practitioner’s practitioner who Ideates, Influences and Implements; an external resource, partnering with an internal resource, with a common purpose and measurable goals.
A powerful combination of a trusted advisor, content expert with both thought & execution leadership, solution creator and a coach with a successful organizational track record
- Consciously blending Coaching and Mentoring to aggregate and speed up learning in a specialist training situation
- A way by which organizations can develop experts on the job without sending the “Coachtee” to school for advanced training.
- A process that combines self-learning, guiding, and advising.
Difference between coaching, mentoring and Coachtoring©
|Area of exploration||Coach||Mentor||Coachtor©|
|Role||Enable accomplishment of goals by changing perspective. Monitor and guide self-discoveryGoal driven||Enable overall development; Teach, Guide and AdviceRelationship driven||Enable specific learning of skill or knowledge and overall self-growth; Both goal and relationship driven|
|Person||Expert in bringing out people potential leading to performance; often an external resource;||Trusted adviser, senior within the organisation; internal resource;||Content expert; trusted advisor & senior practitioner; external resource;|
|Approach||Enables discovery of solutions; heightens self-awareness & development through self-learning and new practices. Guides new insights;||Offers solutions; knowledge transfer; expert guidance on how things work internally; shares company history;||Offers solutions, knowledge transfer, enable self-development with new practices; provide new insights|
|Duration||Short term, 3-6 months||Medium term- Upto one year or longer||Medium term, upto one year or longer|
|Measurement||Outcome and goal measurement||Development driven; individual’s success in learning and self-growth||Measures of individual upskilling and organisational performance|
|Feedback loop||Involves Immediate manager||Involves other seniors, not in supervision hierarchy||Involves immediate manager as well as business leader|
|Commercials||Commercial arrangement||No commercials||Commercial arrangement|
|Relationship||Formal and professional||Informal and personal||Both formal and informal|
|Mutual Trust||Important and essential for progress||Essential and foundation for progress||Essential for personal and professional growth|
|Related comparative||Observer and Guide||Counsellor and Teacher||Partner|
|Metaphor||On the sides in a football game. Observes, motivates, stretches potential to do better||On the field, a senior player, inspires to do better and tells how||On the field, supports to score goals, inspires and hand-holds on the how|
- CHROs and their teams need to drive initiatives that require application of in-depth expertise and experience.
- Individuals or teams need to be identified and up skilled on specific Human capital management dimensions/components – e.g. talent management, rewards
- Customised solutions on specific subjects of expertise eg Resourcing, Leadership Development is needed
- HR managers need support to execute organizational initiatives
- Solutions need to be provided and people need to be inspired with proven results, before asking them to implement
- Concepts need to be shared to influence learning before supporting them to drive a process that works
- Trustworthy relationships need to be built first with the team, before driving tasks
- Tailored Human Capital solutions and execution is needed.
- A little support enables HR practitioners enhance their potential, improve individual performance and drive organisational results.
- External support is needed to bridge the gap between business expectations and existing HR skills.
- An organization completes the ICE Cube diagnosis and the HR team needs to Ideate, Influence and Implement the strategic roadmap.
- Expertise and hands-on guidance on process, solution and execution in specific areas of human capital management – eg Organisational alignment to vision and strategy, engagement interventions, culture building
- Setting up new HR management related verticals
- Individuals and teams need to be assessed against the desired capability framework
Who it is for