By Varnika Garg, Associate Product Manager

“Inclusion is the celebration of diversity put into action.”

The future of work is here! The unprecedented forces of the pandemic have disrupted and reshaped the way organizations and teams work today. While remote teams have become the new normal; it also means recognizing the need for changing organizational policies and paying attention to crucial issues. One of the biggest challenges faced by organizations, made even more stark by the pandemic, is the need for Diversity and Inclusivity.

The benefits of a diverse, equal and an inclusive work environment are numerous, and these diversity in the workplace statistics can prove it.

  • More than 50% of current employees want their workplace to do more to increase diversity (Glassdoor)
  • 69% of executives believe that diversity and inclusion are the most critical issues (Deloitte)
  • Companies with higher-than-average diversity had 19% higher innovation revenues (Harvard Business Review)

Claudia Brind-Woody, VP and MD at IBM said,  “Inclusivity means not ‘just we’re allowed to be there,’ but we are valued. I’ve always said: smart teams will do amazing things, but truly diverse teams will do impossible things.”

Evidently, workplace diversity is one of the most crucial elements today. D&I initiatives make workplaces more successful and smarter, promote better employee wellbeing, and lead to increased job satisfaction and employee engagement levels.

How to Cultivate Diversity and Inclusivity 

The next biggest question for every organization is to identify where they are on their diversity efforts and how to cultivate a diverse and inclusive environment. 

If you are ready to assess your D&I efforts, the most effective tool would be to run a “Organizational Assessment” or what we, at Numly, refer to as a mechanism to understand and bridge the gap between your current state and goals, and how to approach it.

Taking an assessment is a critical step to long-term success, as it provides a data-driven understanding of your current state around diversity and inclusion to guide strategic decisions around resourcing and action planning.

How Numly Helps You

Numly offers the opportunity to provide a Talent Insight Report for your organization, It enables you to understand and measure your employees’ skills gaps and get a personalized diversity solution for your organization.

The report provides an insight not only on diversity skill gaps within the organization, but also a detailed analysis and a plan of action to start with.

What You Need To Do

  1. The first step is to identify your goals towards a diverse workplace and clearly define what diversity, inclusion, and equity would mean to your organization.
  2. Take the simple Organizational Assessment to understand diversity skills gaps, followed by a strategic plan and analysis catered specifically to your enterprise. 
  3. Undertake a DE&I Peer Coaching program designed to help grow leaders who can implement collaboration and empowerment within diverse teams and nurture a working environment that treats people fairly and equitably. 

Want to reinvent your D&I initiatives? Contact us for a Product Overview or Book a quick demo with us.

By Madhukar Govindaraju , Founder & CEO

Everyone needs an ally. Be it in your personal life or the professional space, having allies always makes the job easier. But who is an ally? An ally is a person who takes on another’s struggle as their own. They stand up for you even when you don’t. An ally is a person committed to progress, one who proactively shares growth opportunities, identifies and mitigates micro-inequalities, and transfers the benefit of privilege to those who don’t have it. 

Having a workforce that functions as allies of each other automatically helps in building and strengthening a culture of trust and mutual respect within the organization.

Why allyship matters

We need to talk about allyship as diversity and inclusion and organizational resilience have become important topics of conversation. 

The concept of allyship figures quite strongly to foster a diverse and inclusive workplace. Allyship can fuel diversity and inclusion initiatives as allies bring attention to those unheard voices that struggle to be heard. The concept of allyship is about using individual power and privilege to elevate co-workers, team members, and colleagues and move towards a more inclusive and diverse workplace that is well aware of all bias – both conscious and unconscious.

While all this is true, research shows that while more than 80% of white women and men see themselves as allies to colleagues of other races and ethnicities, less than 50% of Blacks and Latinas feel that they have strong allies at work. If diversity and inclusion initiatives are at work then we need to be concerned about this startling gap.

Building allyship should matter to organizations today because 

  • Elements like diversity and inclusion have a crucial influence on the narrative of the workforce. With millennials and Gen Z making up a majority of the workforce, organizations need to wake up to the fact that this generation wants more than lip service to diversity and inclusion initiatives. 
  • It is vital for the inclusion of other groups as well such as those with disabilities, or mental health challenges. This aspect becomes all the more crucial as people across the world battle mental health issues with rising concerns over work from home burnout.
  • TAs we battle challenging times, organizations also realize that they need to build resilience into their DNA. Allyship can be a great driver of resilience as it helps in building trusted relationships between peers and helps them connect and care for each other. 
  • Employees and customers are both looking at organizations to become the beacons of equality and inclusion. They will not hesitate to vote with their feet if they feel that organizational values do not match their own. 

Allyship needs coaching

To build allyship, words of intent have to turn into powerful actions. 

However, words translate into action only when we truly understand the intent behind investing time in supporting and lifting others. It is consistent personal actions that work towards building an inclusive environment. If we look closely, developing allyship is about building an understanding of how systemic bias and social conditioning have influenced our belief systems and behaviors. 

Coaching can be a powerful tool to navigate the challenges that impede building allyship within the organization and help the workforce embrace the new concept and drive the necessary mind shifts to build a shared purpose towards diversity and inclusion.

Coaching works to build allyship primarily because it is:

  • Contextual and personalized  

Change only happens when people truly want to change. And people only want to change when they understand why they need to change.

For example, coaching helps people understand the underlying gaps in conditioning and how this conditioning impacts bias. Most people are unaware of their bias and need to understand how this bias affects others at work and the organizational culture. Building the understanding and context about how those different from us are not lesser than us demands a change in thoughts and learned behaviors. 

Through positive and continuous interactions, coaching establishes the context that people need to bring a shift in their behaviors. It thereby contributes towards building allyship across the enterprise.

Unlike day-long training programs aimed at improving diversity and inclusion, coaching can be highly personalized. It is targeted and specific to the challenges of an individual and helps in building the critical skills needed to build allyship.

  • Continuous 

You get a bunch of people in a room and talk to them about the importance of allyship and the benefits removing bias brings to them as individuals and to an organization. This group is greatly enthused with the talk. However, once this day-long session is over and the initial enthusiasm wears off, people go back to their old patterns.

People are creatures of habit. And changing any habit takes time and effort. The thing is, when it comes to behavioral change, this effort has to be continuous. One has to be mindful at all times to truly internalize the impact of their actions and gain the confidence to challenge behaviors that impede allyship.

Coaching is a continuous exercise. Unlike training programs, the relationship between the coach and the learner is grounded in trust and feedback. It is a non-directive method that involves inquiry and care and works with compassion and helps people understand that all beliefs are ultimately malleable. 

  • Aids growth 

Elements that impact diversity and inclusion such as unconscious bias demand that we continuously challenge ourselves and our peers to aid growth and learning. This is a process that has to be on the path of continuous evolution as well. 

The objective for developing allyship across the organization is to build the workforce such that every individual can develop the critical skills needed to become agents of change. Research shows that when we are made more aware of our behaviors, we are more likely to support issues like diversity.  

Coaching helps in building this awareness amongst people that aid intellectual growth. It keeps the right conversations going to support advocacy for issues like diversity and inclusion and traits that build resilience.

  • Builds Trust 

All employees want to feel like valued members of the organization. That is why most employee engagement initiatives focus on creating a sense of belonging, community, and connection at work. It is especially important for leaders and managers to actively demonstrate helpful and positive behaviors that build trust. 

Not giving employees a voice or being selective about it, lacking listening skills, command and control leadership, etc. are all signs of non-inclusive and untrusting behaviors. Coaching helps people identify the right behaviors that build trust and brings awareness towards behaviors and microaggressions that impede allyship. 

We have moved towards a hybrid work environment. With a certain section working remotely, it becomes all the more important to lead responsibly and help employees feel valued and trusted. Since coaching is a highly accountable process, it helps in bringing about the required change in actions and thoughts that contribute to increasing the trust quotient across the organization. 

In Conclusion 

Plato said, “Reality is created by the mind. We can change our reality by changing our minds”. For a long time, organizations have leveraged the ‘command-control’ strategy to drive productivity and profitability. But with the evolution of time and intellect, people no longer respond to these strategies. As the business landscape becomes more complex and challenging, and as workforce demographics change, organizations have to shift their workforce management strategies. Allyship is that tool that can help the workforce connect in meaningful ways and bring about real change in mindsets and behaviors. 

Connect with us to see how our AI-powered coaching platform can help you develop allyship in your workplace. 

Hint: It’s not the Office Coffee Machine. Wondering what it is….?

By Kavita Ryali, Product Evangelist & Advisor, Numly™ Inc.

Great company leaders have an innate desire to hire great talent, train, make them happy, successful and have them stay and grow with them forever. FACT – that doesn’t happen and more often than not, attrition takes over. So, what builds resilience for the company and for leaders to have a strong sense of loyalty amongst employees, a high sense of pride and feeling of fulfillment?

Most employees feel that a ‘Coaching culture within the organization is a very powerful incentive.’ A coaching culture sparks a very conducive environment to foster all round growth, learning and self-attainment for employees. This learning is further super charged with engagement and empathy as there are connections happening at a grass root level amongst employees and between teams. Employees don’t feel in despair but feel they can get timely help and also help others in need. As an outcome of the coaching efforts, one genuinely feels invested in, feels secure and peaks in their performance. As a result, there is a natural environment setup for care, growth and mentorship across the entire organization.

Glue it on with “Internal Coaching”? The notion of “Internal Coaching” has grown significantly in the past 4 years. The key is in building a pipeline of change-ready leaders. In business, its simply when your coaches and coachees work within the same organization. These coaches can be trained managers, leaders, or any employee with oodles of experience, wisdom and an aptitude to share. Large companies, like Google and Microsoft, are including internal coaching as part of their employee development programs. Coaching has been identified by organizations as a critical leadership and management competency as well.

Why do companies care? Coaching and mentoring fuel learning, prepare our workforces for the future, and enhance the performance of organizations by increased Employee Engagement. With the advent of everchanging business models, Covid-19 disruptions and remote work environments, and a higher bar for meeting employee expectations, coaching and mentoring might become even more critical. According to Gallup reports and HR.Com reports , the state of employee engagement is dismal. Only 25% of U.S. workers are engaged in any meaningful way. Disengaged employees cost companies an overall U.S. $483 billion to $605 billion per year in lost productivity. Reasons for this are plenty – missed shifts, chronic tardiness, and disrupting others with negative workplace behavior. Leaders and coaching provide the “juice” needed to engage workers. Coaching can boost individual and organizational engagement and performance in today’s challenging times.

How do Employees and Managers Benefit from Coaching?

Here are three ways that employees and managers feels empowered in a Coaching Culture

1.Get expert advice

Employees and managers work hard, share smart ideas, drive multiple initiatives, yet more often than not, they don’t see growth commensurate with their efforts. Be it skill training, or the right tools to thrive in their jobs, employees are looking for help each and every day to get their jobs done. In a coaching culture, the first people they seek expert advice from are from their coaches. They are their sounding board. Be it a manager turned coach, a Subject Matter Expert (SME) turned coach or a friend/colleague turned coach, each one of them becomes an employee’s go-to person. It becomes a relationship that is built on trust. A timely advice from one’s “trusted advisors” goes a long way in improving our team’s performance levels. Now, the question is How do Managers and Leaders Develop Effective Coaching Skills and Competencies? Successful organizations like Microsoft, Google, HP, IBM, SAP and others have recognized that managers must be able to coach their employees and each other, and have included coaching in their management/leadership development.

2.Get or give help

Let’s face it our days at work is always full of challenges, conflicts, fear of losing a job and some really tough people to work with. Employees can feel lost, not know what to do or where to go and often succumb, feel stressed and give up. Individuals seek mentorship which is either not available (company too small) or senior team members are too busy to invest the time. Organizations with a robust coaching culture will find their employees are feel more safe and understood. They look to their coaches as their first line of defense.

3.Online Remote Work and WFH

The COVID-19 pandemic era has brought radical shift in working, learning and interaction models for employees and managers. Gartner’s HR Survey reveals that 88% of Organizations Have Encouraged or Required Employees to Work From Home Due to Coronavirus. The practice of traditional heavy lifting on commute, classroom training and meeting people over coffee or in conference rooms is moving away. So, what are we missing? – It’s the people and their physical presence, and yet we need to engage even more to work effectively. The pandemic has accelerated the adoption of fully digitized approaches to re-create the best of in-person learning, coaching through live video and social sharing. It’s now virtual coffee chats and online training and continuous digital presence to get work done.

Conclusion – How do Enterprises and Leaders ultimately benefit?

A coaching culture builds resilience and it is a force multiplier for any organization; resilient people strengthen teams when times are hard, and strong teams grow a lasting company. They also help people thru’ change in the post-pandemic world. Often times HR departments spend a lot of money on training their resources. However, employees and managers need support too and in varied unique ways as stated above. A strong Coaching Culture breeds teamwork and productivity. In its absence, employees feel susceptible to toxic stress, and negativity, leading to disengagement. The solution – Democratize Coaching. Team and organization members have an inherent set of strengths that they can coach others on while learning skills from others that they need to improve upon. This mutual exchange of feedback and skill growth sparks and facilitates engagement. Ultimately, effective Coaching, between and amongst employees builds teams of Trust, and YES, High Performance.

By Shalini Ramakrishnan, Director of Product Marketing

“Disruption”- If 2020 were a word, this would be it. 

The COVID-19 pandemic managed to disrupt our entire existence. Today we have a vast majority of people working remotely, self-isolating, and trying to navigate professional lives while managing screaming kids and home-schooling in the background. 

The personal and professional lives of the workforce have been turned upside down. At times like these where uncertainty reigns large, coaching can provide the support to help the workforce stay on track, remain productive, and tackle anxiety and fears of the future.  

Coaching is a critical piece of the puzzle that helps organizations help their workforce adapt to such changing times and a challenging business environment. And while previously coaching was a one-on-one session, the demand of the time is for coaching to get creative and adapt to this new virtual world. 

Why does coaching have to become an organizational priority?

Coaching is a strategy that plays a pivotal role in ensuring retention, building organizational commitment, and keeping the workforce motivated and engaged. During a crisis, such as the one we are experiencing currently, coaching can be that silver bullet that will help the workforce navigate these treacherous times with confidence. 

Organizations focusing on coaching the workforce to help them navigate this new world of work also benefit greatly. This investment in the workforce drives the retention of high-potential talent and can enable better post-pandemic succession and leadership planning. 

Today, when morals are low and fear looms large, coaching employees helps them see the organizational investment in their growth. Coaching helps them not only see the light at the end of the tunnel but also motivates them to find that light if they can’t see it. Coaching is a ‘growth-fostering’ interaction and bolsters an individual’s professional and personal growth and in turn models loyalty and commitment. 

Adapting coaching to this new world of work 

Most coaching relationships in the past have been personal, one-on-one, in-person interactions. The new rules of engagement now make this almost impossible. 

While good evidence suggests that virtual coaching yields almost the same benefits and equivalent outcomes as good old physical one, to yield the best outcomes, organizations have to attend to the following: 

  • A platform to build connections

Technology comes to the rescue to help coaching adapt to this remote world of work. To build strong connections, organizations need access to a robust AI-driven coaching platform offering a range of broad functionalities. 

The platform can capably provide a comprehensive catalog of both hard and soft skills that are tailored into programs for key enterprise functions. It can also be employed to capably connect the right coach to the right employee, and allow skill-specific pairings, feedback, and analytical insights to fine-tune and create robust coaching programs. 

The platform should also provide the flexibility to customize and add the skills needed for key enterprise functions and should be easy to set up and execute. The employees also should be able to connect with both internal and external coaches to meet their coaching needs. 

  • Drive better coaching conversations

Coaching is all about building connections. This becomes the greatest hurdle to cross when we move from the physical to the virtual format. The quality of coaching conversations has to get better as disruption and commotion envelop the world of work. Coaches have to drive elevated coaching conversations by understanding the exact needs of the person being coached, designing conversations that are goal-related, and solve problems. 

Great coaching conversations are more about ‘asking’ rather than ‘talking’. It is about igniting curiosity, guiding and providing direction rather than spoon-feeding ready-made answers. It is about helping employees learn to seek answers by helping them identify roadblocks and take the right steps to move along their growth paths in this new world of work. 

  • Keep things contextual and relevant 

Coaching in the age of social distancing demands for it to become more focused, contextual, and relevant than ever before. Leveraging AI and advanced analytics, coaching can drive context and relevance by helping organizations identify their high-potential employees and the right coaching competencies. 

By using AI, organizations can discover what kind of coaching programs their employees need by analyzing present and historical data. AI-enabled coaching platforms make it easier to identify topics of relevance and help coaches drive better coaching outcomes. Employing detailed self-assessment tests also helps in driving context and relevance by providing data-driven feedback on their strengths and areas of improvement leading to improved quality of interactions.

  • Coaching has to leverage data 

The new virtual environment also demands a change in the feedback format for coaching relationships to deliver greater value. For this, coaching engagements have to be more focused and interactions have to become richer. 

Self-scoring, peer rating, coach feedback, etc. are important touchpoints and ensure continuous learning progress. Additionally, feedback also has to be highly personalized, contextual, and timely. 

A robust AI-driven coaching platform helps organizations provide personalized, contextual AI bot nurture touch points to address each individual’s skill gap while understanding their unique learning process. Actionable insights from rich analytics on skills development, performance, employee engagement, enterprise transformation insights, etc. further make feedback more data-driven and consequently help to make coaching interactions more impactful. 

  • Feature-rich and compatible 

The new world of work has introduced new complexities and challenges for the workforce. From battling work-from-home burnout to defining a growth strategy for their professional careers, organizations need to rework many things as the world becomes virtual and social distancing defines our new work environment. 

It is essential to have a technology-driven coaching platform that allows organizations to add coaching programs according to the skillset needs and also enable rich-integrations with third-party learning content. And keeping in step with the virtual world, the coaching platform should operate in a device-agnostic manner to enable anywhere-anytime coaching. 

In Conclusion 

In today’s uncertain times, coaching not only helps career functions but also plays a great role in driving psychosocial functions of empathy. Coaching involves a deliberate expression of care and reflects emotional support….something that employees across the globe, irrespective of their position, need. 

The only difference between coaching now and then is the increased reliance on technology and ensuring the right technology investments to ensure robust coaching outcomes. 

Connect with us to see how a technology coaching platform powered by AI like NumlyEngage™ can drive successful and highly productive coaching initiatives. 

By Madhukar Govindaraju , Founder & CEO

As rapid change and disruption become the norm, what succeeded in the past can no longer serve as a guide to what will lead to success in the future. 

In the recent past, a successful career trajectory started with acquiring and developing expertise in a technical or functional domain. Having the right answers qualified as a barometer of a job well done and would be enough to rise up the ladder. 

‘Command and control’ were the mantra to lead.

However, with the business landscape becoming more competitive, complex, and disruptive, managers and leaders cannot have all the right answers at all times. The new reality demands a shift away from the traditional command-and-control practice to one that is nurturing and provides guidance and consequently helps employees adapt to changing environments with vigor, energy, and commitment.

With the pandemic upending the world of work, bringing in further disruption and new work models, organizations have to accelerate their coaching initiatives to keep employees engaged, prevent work-from-home burnout, and manage change capably while remaining productive. 

Given that the pandemic has canceled all face-to-face meetings and team off-sites, navigating competing priorities demands organizations to increase their coaching capabilities especially as Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) become an indelible part of our new reality. If we look closely, the role of leaders and managers is becoming that of a coach.

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

As volatility and change become our new constants, organizations have to help their workforce (both managers and employees) navigate their challenges and provide them the right support proactively. Coaching becomes a venerable tool to provide the guidance needed to navigate the new normal and battle change. Coaching is also an effective tool to drive competencies since it is a collaborative and continuous process and focuses on providing guidance by helping others experience their situation from a different and, often, a new perspective. 

While organizations do realize the importance of coaching, what can they do to create better coaches? The answer lies in coaching itself.

One size does not fit all

Coaching conversations have to be individualized and contextual. For coaching to be effective, it has to be compelling to drive change. To enable this, organizations have to identify where employees, managers, and leaders need coaching. 

For employees who have become managers in the pandemic, for example, coaching can be immensely helpful by giving them guidance on how to manage a remote team effectively. By leveraging data-driven assessments, organizations can identify performance gaps – both technical or behavioral, and create contextual coaching plans that give results.

Read: The Why and How of Coaching for your Newly-Remote Team

Coach the coaches

Given the rising importance of coaching, many organizations have internal coaching teams. However, with the changing dynamics in the workplace, these coaches need to hone their coaching skills further to capably guide the workforce. 

Good coaches drive positive learning experiences. But good coaching demands authenticity, and authenticity comes from knowledge. It is imperative to ensure that coaches keep improving and increasing their coaching repertoire by upgrading their knowledge base, for which they need coaching as well.

Develop your coaching pipeline

Just like how organizations are focused on developing a healthy leadership pipeline, it is equally important to develop a healthy pipeline of coaches as well. This is so because managers leading teams also have to lead engagement, performance, productivity, and engagement of their team members. Managers, hence, are coaches in their own right. 

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

Managers are change agents. Identifying those who can build intentional relationships that drive team confidence and competence can be immensely beneficial for organizations.

Some managers are natural coaches. Despite this, coaching them to become more empathetic, improving problem-solving skills, developing better communication and guidance skills, etc., only helps them become better coaches and ultimately better leaders.

Research shows that among the critical skills that employers look for, coaching is the hardest to recruit. 

By identifying managers who have the potential to become good coaches, helping them develop a coaching approach to leadership, and helping them develop or improve the coaching effectiveness enhances the overall coaching effectiveness of the organization. 

Create the right coaching conversations

Facts have to replace feelings when it comes to driving better coaching conversations. 

When organizations want to develop effective coaches, the feedback has to be rooted in data. Whether it is soft (power skills) or hardcore technical skills, coaching conversations have to be driven by rich analytics.

Leveraging coaching platforms driven by AI and Machine Learning can not only connect the right coach to the right mentee but also provide intelligent, contextual and personalized, and impartial feedback as well as timely notifications and alerts and improve learning interactions. This approach also helps in enhancing coaching effectiveness by providing coaches with the feedback they need to reframe thinking or their guidance pattern to make coaching more effective.

In today’s day of VUCA, coaching has to become a culture within the organization rather than remain as a ‘self-help’ strategy that senior-level executives adopt to improve themselves. When coaching becomes an integral part of professional development at all corporate levels, it becomes an indispensable part of the organizational strategy and business philosophy. Effective leaders, productive and engaged teams, and positive business outcomes then become organic consequences of these efforts.

You can improve employee performance and employee engagement through people connections, internal coaching, and skills development. Connect with us to know more.

 

By Madhukar Govindaraju , Founder & CEO

It’s been almost a year since the COVID-19 pandemic made its announcement and completely upended business operations and working patterns. The grand scale of the global Work-From-Home transition, and the subsequent onus on digital transformation to navigate this new world of work, has led most organizations to accelerate their upskilling initiatives. 

Upskilling, incidentally, has been a major topic of conversation from the pre-pandemic days. Organizations are being compelled to re-evaluate upskilling strategies to make sure that these initiatives can help them traverse the COVID-induced uncertainty. They need to ensure that their employees remain relevant and can productively and positively contribute to the bottom line.

While upskilling is about increasing competency, it is more about improving resilience to face a competitive and volatile market. The pandemic has further emphasized the need for digital transformation, especially as resilient futures become directly proportional to the acquisition of new and more relevant skills.

Upskilling initiatives need coaching

“Upskilling”, simplistically, is defined as the act of teaching (an employee) additional skills. In today’s business narrative this means ensuring that the employees learn new skills as technology offers new opportunities that need new skill sets. 

Upskilling initiatives are thus more than efforts to merely keep your employees up-to-date on the latest technology. For upskilling to deliver the desired outcomes, organizations have to make sure that they are designed to not only increase know-how but also improve overall performance and business outcomes.

When coaching meets upskilling

Upskilling has to deliver impactful and sustainable change. And for that, coaching becomes imperative as it delivers the following:

Better employee outcomes

Upskilling efforts are directed towards making employees more knowledgeable and improving their technical dexterity as we move into the future of work. However, along with know-how, the employees also need to manage the change these new skills will bring into their lives. 

Coaching not only improves knowledge levels but also helps employees understand how this change is relevant and important for their careers. Coaching brings clarity of thought and understanding to employees and helps them apply the knowledge to their job roles more easily and comprehensively.

Improved retention

Millennials and Gen Z are now the dominant part of the workforce. Motivated by growth and opportunities, these generations want organizations to be invested in their growth story. Making upskilling initiatives coaching-focused helps organizations demonstrate their investment in employee growth and helps in driving better employee engagement. 

This type of investment makes the employee feel valued and helps them become better prepared to successfully fulfill their job roles. This effort, in turn, drives employee investment in the organization and helps prevent attrition as employees do not scour around for ‘better opportunities.’

More contextual

In today’s day, ‘context is king’, especially as we work with the millennials. By leveraging new-age technologies such as AI, organizations can leverage coaching platforms that help them drive context and make their programs more relevant for their employees. Using data-driven assessments, organizations can identify learning and knowledge gaps and help employees embark on their learning journeys. AI-powered coaching platforms can pair the right coach with the right employee, to drive impactful coaching conversations.

Upskilling employees also demands them to understand how their job roles will change and provides the direction to help them become more collaborative. This is essential since technology expertise has to be complemented with essential power skills like collaboration, communication, out-of-the-box thinking, and other essential traits that drive productivity, innovation, and ultimately, business outcomes. Such behavioral skill development that drives lasting change can only be achieved by building powering up upskilling initiatives with coaching.

Continuous and ongoing

Unlike traditional (one-time) training programs, coaching is a continuous and ongoing process, and hence, it becomes more impactful in driving and implementing change. Coaching is information-driven but is not just instructional and passive. It is more comprehensive and helps employees become future-ready by helping them understand and adapt to the new ways of work.

The ongoing nature of coaching becomes all the more beneficial as employees receive the right guidance at the right time and thereby capably manage the challenges that keep them from reaching their optimum potential. It is because coaching is continuous and ongoing that employees can rewire and reprogram themselves to navigate challenges and align their job roles with organizational goals with greater clarity.

Powering up coaching programs with coaching is almost like that silver bullet to help traverse this new world of work. By connecting the right coach with the right learner, organizations can capably build a bridge of trust with the employee to show their investment in employee growth.

Coaching also allows for clear, actionable, and proactive feedback that points out areas of improvement. AI-powered coaching platforms like NumlyEngage™ can provide timely nudges based on skill-level data. All of these factors help impact upskilling outcomes positively and ensure that that the workforce is future-ready in the truest sense of the term.

Connect with our team of experts to create fool-proof, outcome-driven upskilling initiatives by diving into the coaching universe and consequently keeping your workforce engaged and skilled at the same time.