So how can organizations entice top talent to join – and emerging talent to stay – in a tight labor market?
“Salary isn’t always the deciding factor,” says a Fortune 100 executive recruiter. “Often it’s professional development and personal growth. Many desirable candidates are coming in with the expectation that a coach will be part of their package. Coaching can be a real differentiator in the market.”
An HR manager at a Big Four accounting firm adds that “coaching also can be a great retention tool.” Senior associates at the firm receive several group and 1-on-1 coaching sessions upon getting their first promotion. “Sometimes,” she says, “what causes people to stay is the sense that the firm is investing in them.”
Small wonder that DDI rates the “Heavy Use of Internal Coaching/ Mentoring” as a top distinguishing trait of Best Places to Work.
Onboarding & transition
Acclimating to a new culture or job is often a haphazard, figure-it- out-for-yourself affair. Not at CareSource. This Ohio-based managed health care firm uses professional coaching to support its onboarding and transition strategy.
Hiring was exploding under health care reform in 2008, explains Matt Becker, CareSource Coaching & Mentoring Manager and co-chair of the ICF Internal Coaching Community of Practice (CoP). “We were promoting a lot of people into new leadership roles, as well as bringing in people from the outside,” he explains. “In 2009 we introduced a coaching program to help new hires understand what we wanted and needed from leadership.”
Coaching grew so quickly that Matt began coaching nearly full time a year later and hired a second ICF-credentialed coach in 2014.Download Article 500 Club