Skip to content


Coaching typically begins as a 6 month program, with a defined number of coaching sessions each month, assessments, an action plan, progress discussions, and a summary report.

Executive Coaching

One-on-one coaching is available to assist executives and leaders develop new skills, improve performance, overcome leadership challenges, adopt behaviours that are set in success, transition smoothly into their role, and prepare for future opportunities.

Manager and Team Coaching

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.

Coaching Process

Engage: Definition & Coach Selection

  • Supervisor and employee identify the need for coaching
  • People(s) & Culture introduces the coaching program to supervisor and coachee, helps to determine the appropriate coaching design and helps identify a coach
  • People(s) & Culture arranges an introductory call with potential coaches and coachee
  • Coachee selects a coach
  • People(s) & Culture initiates the coach procurement process
  • People(s) & Culture arranges an engagement meeting with coach, supervisor and coachee

Discover: Assessments & Gap Understanding

  • Coach, supervisor and coachee complete the Coaching Agreement
  • Coach and coachee begin to formulate their coaching plan
  • Coach completes assessments and produces summary report
  • Coach and coachee complete an action plan

Develop: Deep Dive into Change

  • Coach and coachee work together on action plan
  • Feedback and guidance occurs at agreed intervals
  • Check-ins occurs at agreed intervals
  • Specific development occurs to support action plan
  • Measurement of behaviour changes occurring

Sustain: Evaluate & Establish a Support Plan

  • Coach completes final assessments
  • Determine support required for coachee post coaching relationship
    • Build a plan driven through on-the-job reinforcement and coaching
    • Applying the learning to everyday situations; reviewing progress with supervisor and /or mentor

Core Principles

All parties are three parts of a trusting relationship that is grounded in and sustained by the belief that confidentiality is the basis of the relationship.

All parties agree to be fully transparent about the objectives and end-result of coaching. ​ While coaching is an investment in helping the employee develop and become more effective, it may also be used as a last effort in supporting an employee to adjust performance.​

Partnership Approach
The three partners in a coaching engagement (the coachee, the coach, and the supervisor) must see themselves as partners in the coaching process and share a true sense of ownership and accountability for success.

Personal Integrity
The relationship between the coach and the coachee is sensitive and private. To maintain this relationship, all parties must be clear about the ground rules for confidentiality, guidelines, and the rules of engagement.

Result Orientation
There must be a set of clear, specific desired results expected from the coaching engagement. This should be documented in a coaching plan that outlines expected deadlines for accomplishing each goal, feedback mechanisms and timing, and coaching session activities that focus on achieving the agreed-upon goals.


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


  • 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.


  • 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).
  • 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: People(s) & Culture 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: People(s) & Culture will schedule two check-ins with the Employee/Coachee to ensure the coaches approach is supporting the employee/coaches developmental goals.

Please contact for more details.