To find out more about any of the products and services offered by the Organizational Effectiveness Department, please contact the:

OE Team

Dawn Bassant | Director, Organizational Effectiveness

Candice Warner-Barrow | OE Project/Portfolio Lead/PM

Elizabeth McPherson | Talent Specialist

David Teixeira | Talent Specialist

Cheryl Pinto | Change & Training Specialist

Anant Prabhakar | Change Management Specialist

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Manager and Team Coaching

Image of manager and team coaching session

One-on-one coaching to develop new skills, improve personal and team performance, change specific behaviours, transition smoothly into their role, and prepare for future opportunities.

Career

6 Month Program

  • 12 hours (max) coaching(internal, optional external) in-person, email, telephone, coach-on-call
  • 100 day action plan
  • Progress discussions
  • Summary post 100 days report
  • Post coaching transition to an internal mentor

Focuses on: supporting successful onboarding; building effective working relationships; embracing a new culture, new ways of working; assimilating large amounts of information; developing a plan to deliver on priorities which includes workforce planning and norming with the team.

Coaching activities: this type of coaching may be group coaching by level provided by an external coach with an internal mentor assigned. It would include but may not be limited to:

  • Plan development
  • Guidance & Support: One-to-one coaching with coach, support from supervisor and feedback sessions with coach, coachee and supervisor.

Effectiveness

3 Month Program

  • 15 hours (max) coaching in-person, email, telephone, coach-on-call
  • 3 assessments (max)
  • Post assessment
  • Summary assessment report
  • Development Plan (optional)
  • Post coaching transition to an internal mentor

Focuses on: building on role related competencies; changing/learning targeted behaviours or habits; improving performance; improving role effectiveness; and dealing with role and team challenges.

Coaching activities: this type of coaching would include, but not be limited to:

  • Assessments: competency-based; aptitude diagnostics, psychometric; multi-rater/360; interviews; observations.
  • Guidance & Support: one-to-one coaching with coach, support from supervisor and feedback sessions with coach, coachee and supervisor.
  • Development Plans: simulations, formal training, practice assignments, reflections; interventions.

Team

3 Month Program

  • 2-3 days (max) in person team coaching
  • Team assessments – 3 (max)
  • Summary and individual assessment reports
  • Post team coaching, team plan and an individual plan
  • Individual follow up 20 hours (max) in total (approx. 2 hours per team member) coaching (internal, optional external) in-person, email, telephone

Focuses on: developing a high-performance team. The coach will work with the team to build the knowledge, facilitate discussions on the structure, tools, and processes necessary for the team to succeed. The program will also focus on building team collaboration skills, and a plan to sustain its operation.

Coaching activities: this type of coaching would include, but may not be limited to:

  • Assessments – competency-based; aptitude diagnostics, psychometric; multi-rater/360; interviews; observations.
  • Multi-day team course which teaches frameworks, tools, methods, the application to foster mutual trust and a self-sustaining team.

Roles and Responsibilities

Supervisor

  • To participate as required in the process.
  • Support progress towards the plan.
  • Take ownership of the process post-coaching relationship.

Coachee

  • Commits to engage and change.
  • Sets and pursues meaningful goals.
  • Selects topics for discussion.
  • Participates in coaching sessions as agreed upon and prepared.
  • Makes time for self-reflection, self-discovery and applies learnings to everyday situations.

Coach

  • Manage the coaching process (including timekeeping).
  • Undertake regular professional coaching supervision.
    • Encourage coachee self-discovery.
    • Elicit coachee-generated solutions and strategies.
    • Hold the coachee responsible and accountable.
  • Be respectful of the coachee as an individual.
  • Be respectful of the coachee’s skills and goals.
  • Be honest in providing constructive and challenging feedback, and set high goals that the coachee is likely to achieve.
  • Maintain confidentiality (subject to legal exemptions).

Our Confidentiality Guidelines

  • The coach recognizes that anything the Supervisor, Coachee/Employee shares with them is regarded as confidential, whether it is business or personal information, except as required by law.
    • Supervisor-Coach discussions are confidential (except as required by law) unless agreed upon by the Coach, Employee and Supervisor that the information can be shared.
    • Employee/Coachee-Coach discussions are confidential (except as required by law) unless agreed upon by the Supervisor that the information can be shared.
    • 360 degrees assessments, multi-rater assessments or feedback discussions completed with stakeholders about the Coachee are confidential. When presenting summaries on these assessments, the Coach will summarize feedback into themes, and will not release names or word-for-word feedback.
  • HR, Supervisor and Coach Updates: HROE will schedule minimum two check-ins, maximum three. The coach will report back on the coachee’s progress not discussions and the effectiveness of the program, and any suggested changes or recommendations.
  • HR and Coachee Updates: HROE will schedule two check-ins with the Employee/Coachee to ensure the coaches approach is supporting the employee/coaches developmental goals.