Coaching & mentoring | Page 9 (108 items)

A decade ago, female employees of Caltex Australia were twice as likely to quit their jobs as their male counterparts, but in 2011, as a result of focused efforts, the tables turned.

Senior managers and executives are generally good at telling people what to do, but according to Lee Hecht Harrison executive coach and facilitator Dee Fitzgerald, asking questions is just as important.

Mentors with intimidating levels of power can discourage mentees from saying anything meaningful, and often have to work hard at "disarming" themselves, according to AHRI president Peter Wilson, who spent two years researching the topic.

HR practitioners and managers who are alert to signals of "silence and violence" can take early preventative steps to stop workplace issues exploding, says Sydney Institute of Management managing director, Brian Taylor.

HR teams under pressure to justify recruitment spend must ensure appropriate attention is paid to onboarding new executives, says leadership and performance expert Bruce Anderson.

A new survey has found coaching is highly effective in helping leaders to understand themselves and their colleagues, but less effective in developing technical and organisational skills.

Employers should approach coaching with a mindset that it will bring out employees' potential, coaching expert Chip McFarlane told a recent webinar.

Organisations that plan professional development without consulting the individuals it targets should not expect great results, says coach Robyn Creed.

Measuring participant satisfaction with coaching, training and development programs gives an employer no indication whatsoever of whether they deliver return on investment, says neuroscientist Dr Stan Rodski.

Neuroscience principles that help elite athletes perform at their peak are proving successful in business settings to improve work performance and reduce the impact of stress, says neuroleadership specialist Kristen Hansen.