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Bespoke coaching to support staff through new or difficult situations 

Bespoke coaching to support staff through new or difficult situations 

Home » Case studies » Bespoke coaching to support staff through new or difficult situations 

We supported staff through challenging situations, such as the COVID-19 pandemic, organisational change, and developing communication skills which resulted in improved well-being, minimal work-related stress absences, constructive dialogue with senior managers, and successful transfer processes.

Background

NHS Midlands and Lancashire CSU (MLCSU) People Services team is regularly asked to design and deliver coaching to support staff at various levels. This can be especially valuable during periods of organisational change, or where a cohort has been identified as needing particular training or support.

Three case studies are covered below:

Resilience coaching

Action: In recognition that an NHS acute trust was feeling the pressure during the disruption to services caused by the COVID-19 pandemic, we were asked to deliver an 18-month programme of resilience coaching to senior leaders. Initially, sessions were limited to three per individual but more were offered on a case-by-case basis. 

Impact: Although participation was voluntary, more than 70% of those invited took up the offer of support. Many senior managers were so pleased with the support that they requested further sessions for their direct reports. Participants appreciated the Trust’s investment in their health and wellbeing, and the trust recorded negligible sickness absences due to work-related stress. Feedback was that the sessions allowed for significant personal “breathing space” to reflect and regain motivation. 

Freedom to Speak Up training

Action: We were asked to design and deliver a programme of training and individualised coaching to the staff at a Midlands CCG who had volunteered to become Freedom to Speak Up and/or Staff Council representatives. Volunteers were from a range of pay bands, and some had little to no staff management or HR-related experience. Over six months, we developed the candidates’ listening and communication skills and knowledge of organisational policy and employment law.

Impact: The Senior HR Business Partner reported high levels of satisfaction from attendees, and increased skills, knowledge and confidence. Our coaching equipped the volunteers to engage in a more professional manner with senior managers – enabling more constructive dialogue and partnership working. 

Supporting organisational change

Action: Following a long period of organisational change, NHS England’s Primary Care Support Services were to be outsourced. Levels of discontent, dissatisfaction and anxiety were high. We coached very senior managers, senior managers and team leaders about the change management process, TUPE and employment law. We trained them to support employees experiencing stress and the relevant interventions to signpost to. We helped them become more confident and able to respond to staff queries. 

Impact: Post-transfer, the Programme Management Team reported high levels of satisfaction with the transfer process. They noted the lack of formal grievances, high levels of staff engagement, and a very high number of staff accepting the transfer. 

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