Training Industry Magazine - March/April 2017 - 51

SECRETS OF SOURCING
DOUG HARWARD

SOURCING COACHES:

A VIABLE ALTERNATIVE

As far back as the medieval era, training
a new generation of workers was done
via on-the-job training accompanied
by some form of classroom instruction.
Referred to as apprenticeships since
the 1600s, this approach is primarily
used for trades and hands-on skilled
professions. Obviously, the corporate
world is much different and the needs
of knowledge workers are also different.
Today's workers need information
about their job, as well as the market
and organization around them. Despite
the differences, the best way to learn
the ins-and-outs of doing your job still
comes from someone with experience.

ALL THE KNOWLEDGE
MAY NOT LIVE WITHIN
YOUR CORPORATE
WALLS.
Today's practice of learning from an
experienced worker is generally referred
to as coaching or mentoring, and is
considered a best practice for highperforming organizations. So much so,
that many have established a culture
where sharing knowledge is not just a
periodic activity, it's an ongoing part
of how you do your job and how the
organization transfers knowledge. The
concept of knowledge transfer has been
talked about for years, but coaching
remains one of the most effective
approaches to do just that.
Coaching and mentoring is about
formalizing an informal approach
to learning. From my experience,

organizations that formally manage a
coaching program get positive results.
And those that leave learning to chance,
obviously don't. Our research has found
that organizations that commit the
energy and resources into making sure
the program has a systematic approach
and measures the performance change
of those involved get exceptional results.
Starting a coaching program isn't as
simple as assigning workers to leaders
and expecting them to figure out what
knowledge needs to be conveyed and
how they should manage their time
together. It's about implementing a
structured program where the primary
focus of coaching is on the performance
of the coach or mentor, not the mentee.
If you properly train coaches, then
the probability of success goes up
exponentially. This takes the informal out
of the process, and converts coaching
into a formalized informal approach to
on-the-job training.
WHEN TO SOURCE
Many training managers ask if they can
source "professional coaches" for their
workforce or if they must use internal
staff for coaching. The answer is yes, but
it means we need to understand what
knowledge we are trying to transfer
from experienced to inexperienced
worker and who is best to teach or
coach the inexperienced worker based
on what knowledge is needed. There
are some roles that require a high level
of proprietary information and it makes
sense to use internal staff as coaches.
But, there are other roles where the

knowledge the person needs can
best come from someone who is an
experienced professional from a similar
job and can leverage the knowledge
they've gained from other organizations.
A great example of this is the C-level
executive. Oftentimes, the best coach for
a CEO or CFO is an executive coach who
has experience and knowledge related
to their profession, but not necessarily
their organization. Many corporate
C-level professionals seek coaching
expertise from retired or seasoned
professionals who have already traveled
the roads they are about to travel. These
executives need a trusting person who
they can seek counsel from on related
activities and initiatives.
Remember, all the knowledge needed
for your next generation of workers
may not live within your corporate
walls. From where I sit, sourcing
coaches is a viable alternative. But, you
must be wise to select coaches based
on the skills the worker requires and
who best has those skills. Then, make
a specific plan as to what information
must be conveyed, what experiences
they need to learn about, and how
best to convey that information. Begin
with a baseline of data related to the
learner's proficiency, so over time you
will be able to measure performance
improvement. This approach will put
you on your way to implementing a
world-class coaching culture.
Doug Harward is CEO of Training Industry,
Inc. and a former learning leader in the hightech industry. Email Doug.

T R A I N I N G I N DUSTR Y MA GAZ INE - COACHING AND CULTURE 2 0 1 7 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

| 51

http://www.trainingindustry.com/ezine.aspx

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2017