When M. Nora Klaver, a Chicago-based coach (www.mnoraklaver.com), started coaching, she imagined that she would be working side-by-side with the Human Resources Department (HR).
She figured they would create coaching initiatives that would be tied to performance. She expected to sit down with HR to discuss the company's talent issues, such as retention and recruitment. She assumed that HR and her would be partners. The reality for her was quite different. Her clients--HR's internal customers--have ordered her to stay away from HR. No executive wants HR to know his or her weaknesses.
Years ago, when she was a wet-behind-the-ears executive coach, she learned to fly low, under the radar of her clients' HR departments. She did her best to keep her coaching practice underground, away from the curious eyes of human resources.
Fifteen years later, as a seasoned coach, working with the leadership of Fortune 100 companies, the situation hasn't changed. Instead, it has worsened. Rather than her colleagues setting out flares, it's the corporate leaders who make it clear that HR is the danger zone. One COO flat out told her, "Don't bother telling anyone from HR about the coaching program--not unless you want them to screw it up." At another client site, a vice president warned her, "Let's just keep this coaching initiative between us. We don't want HR to know."
At a third company, when the only conference room available was on the same floor as the HR department, her client rescheduled the meeting to another day. The client winked and said, "We want to keep you our little secret."
At each new work site, an outside coach would normally ask to be introduced to HR. After some discussion, the coach hears the same story from his or her sponsors: HR will control and ruin whatever we do. This lack of trust between company leaders, HR and coaches could be improved by HR management.
Here are a few suggestions that Coach Klaver believes will engender trust between the three parties:
Welcome outside coaches. A coach's goal is to reveal the wisdom that already lies within your employees. Wiser employees who are self-aware and aware of how they affect those around them make things easier for everyone, including HR.
Keep an appreciative eye. If you find a stealth program operating, ask if it is succeeding first before you decide to get involved. Don't assume that it is a poorly run initiative that must be corrected or placed under HR's control.
Share information. If you have opinions about the culture of the organization or the past history of a client, let the coach know about it. It may inform the coaching process.
Involve the coach. Coaches are privy to perspectives that your internal customers would never share with you. Though coaches must honor confidentiality, coaches may be able to offer new alternatives that could help you in your planning and communications. Partner with coaching providers to make their work live throughout the organization, not just at the top.
Source: Human Resource Executive, March 16, 2008