Stop Losing Talent: Why Your Managers Need a Skills-based Approach to Coaching

Why Coaching is Critical

The Institute of Coaching quoting a survey carried out by the International Coaching Federation stated that “80% of people who receive coaching report increased self-confidence, and over 70% benefit from improved work performance, relationships, and more effective communication skills. 86% of companies report that they recouped their investment on coaching and more.”

Unsurprisingly, as a consultant, I am often asked the question “not all our managers are good coaches, what can skills/competencies do to help?” This blog post focuses on how taking a skills-based approach can help managers to better develop the people they manage. At Lexonis, having worked with numerous organisations to implement this approach, we have seen first-hand the positive impact it can have on employee development and career growth.

Taking a Skills-based Approach to Coaching

We will start by reminding ourselves of what exactly we mean by a skills-based approach. Skills (and competencies) are nearly always applied through the lens of an individual’s job role; the job role specifies the skills and levels of proficiency that a person demonstrates for successful performance in their job. Understanding which skills are required and what skills gaps the person has can help managers to guide employee development and their performance.

Here are three key benefits of taking a skills-based approach to coaching:

• Provides a Clear Framework for Development Conversations

One of the main benefits of a skills-based approach is that it provides a clear framework for development conversations. Rather than having an unstructured conversation about career goals or areas for improvement, managers can use a skill framework to guide the conversation. This helps ensure that the conversation is focused and productive, with both the manager and employee understanding which specific areas need to be developed and how that can be achieved.

For example, imagine a manager is having a development conversation with an employee who is interested in advancing to a leadership role. Rather than having a general conversation about leadership skills, the manager can identify specific skills and behaviours that are critical for success in a leadership role. They can then discuss where the employee currently stands in relation to these skills and together, they can create a development plan that addresses any gaps.

• Allows for Individualised Career Development Planning

Another benefit of a skills-based approach is that it allows for individualised career development planning. Rather than having a universal approach to career development, managers can use a skills-based approach to identify the unique development needs of each employee.

For example, imagine a manager is working with two employees who have expressed an interest in career growth. One employee is interested in moving into a more technical role, while the other is interested in moving into a more people-focused role. Using a skills-based approach, the manager can identify the specific skills and competencies required for success in each of these roles and create a development plan that is tailored to each employee’s individual needs.

• Aligns Employee Development with Organisational Goals

Finally, a skills-based approach helps to align employee development with organisational goals. By identifying the skills that are most important for success in the organisation, managers can ensure that employee development efforts are aligned with the organisation’s business priorities.

For example, imagine an organisation that is undergoing a digital transformation. By using a skills-based approach, managers can identify the digital skills that are critical for success in the organisation and create development plans that help employees develop these skills. This not only helps to ensure the organisation has the talent it needs to succeed in the digital age but also helps employees to feel that their development efforts are aligned with the organisation’s goals.

So, how can managers implement a skills-based approach in their organisation? Below are a few key steps:

1. Identify the key skills required for success in each job role. This may involve conducting a job analysis or working with subject matter experts. At Lexonis, we utilise online tools that enable our clients’ subject matter experts to pinpoint critical skills for the jobs that they have been asked to review.
2. Assess employees’ current skills. This can be done through skills assessments and can include supporting evidence of proficiency, feedback from peers as well as manager validation.
3. Identify development opportunities. Based on the gap between the employee’s current skills and the skills required for success in their role, identify development opportunities that will help the employee to develop the necessary skills.
4. Create a development plan. Based on the identified development opportunities, create a development plan that outlines the specific steps the employee will take to develop the necessary skills.
5. Monitor progress and adjust as needed. Monitor the employee’s progress towards their development goals and adjust the development plan as needed to ensure that the employee is making progress towards their goals.
6. Create ‘best practice’ manager coaching guides, which provide clear coaching suggestions for managers to help develop the employee’s individual areas of need, based on their skills gaps.

The Lexonis TalentScape service provides online tools support that all the steps described above.

It’s also important to note that a skills-based approach is not a one-time event. Employee development should be an ongoing process, with regular check-ins and updates to the development plan as needed. This helps to build rapport between the employee and their manager, employees continue to develop and grow, and it ensures that the organisation has the talent it needs to succeed.

Conclusion

In summary, a skills-based approach to coaching can be a powerful tool for managers to develop the people they manage. By providing a clear framework for development conversations, allowing for individualised career development planning, and aligning employee development with organisational goals, this approach can help organisations to build a strong talent pipeline. It will help your employees to reach their full potential and stop you losing your best talent.