爱尔兰国家人力资源部的健康服务执行部（HSE）拥有超过120,000名员工，可以管理整个国家/地区以提供医疗保健服务。2011年，该团队引入了教练，从那时起，他们看到了变革性增长的另一种可能。 With more than 120,000 employees to manage and a whole country to provide healthcare to, the National HR Division of Ireland’s Health Service Executive (HSE) must be unique in how it does things. In 2011, the team introduced coaching, and since then they have seen transformative growth in more ways than one.
HSE起初只是一个考虑教练的组织，但后来发展成为一个全面关注教练的组织。这就是为什么该组织成为具有强大教练文化组织并赢得了国际教练联合会（ICF）的最高荣誉：2018年ICF国际棱镜奖的原因。
HSE started out as an organization just thinking about coaching but has since evolved into an organization that’s all about coaching. That’s why the organization earned the International Coach Federation’s (ICF’s) top honor for organizations with strong coaching cultures: the 2018 ICF International Prism Award. ICF’s Prism Award program honors organizations that have achieved the highest standard of excellence in coaching programs that yield discernible and measurable positive impacts, fulfill rigorous professional standards, address key strategic goals, and shape organizational culture. (Learn more at coachfederation.org/prism-award.)
国际棱镜奖设立，主要奖励那些在教练项目上取得高标准卓越成绩的组织，这些教练项目都产生了明显的和可衡量的积极影响，严格履行教练专业标准，实现了关键的战略目标，并成功塑造了组织的文化。（了解更多信息请访问coachfederation.org/prism-award。）
2011年，HSE的国家人力资源总监Rosarii Mannion表示，该组织面临着一个独特的挑战：如何鼓励人们在医疗保健等有时非创造性的工作环境中发挥创造力？HSE开始着手通过伸展和推动员工发挥潜能，利用创造力和智慧来解决问题改善患者体验。
In 2011, HSE’s National HR Director, Rosarii Mannion, says the organization faced a unique challenge: How can you encourage people to become creative in a sometimes non-creative work environment, such as healthcare? HSE set out on this journey to improve patient experiences through stretching and pushing employees to unlock their potential and use creativity and intelligence to solve problems.
HSE的教练服务负责人Niall Gogarty解释说，在医疗保健方面，当出现问题时，自然倾向于成为一个固定器，从字面上来说就是问题绷带。HSE希望员工更多地倾听，真正深入挖掘患者和自己的解决方案。
HSE’s Lead for Coaching Services, Niall Gogarty, explained that in healthcare, when a problem arises the natural inclination is to be a fixer, to literally put a bandage on the issue. HSE wanted employees to listen more, to really dig deep for solutions for patients and for themselves.
在Mannion及其团队积极的推动下，教练已成为该组织不可或缺的一部分，HSE目前的人力资源三年战略计划就证明了这一点。为了与ICF的标准和道德规范保持一致，HSE已经制定了一个治理模型，用于规范和指导教练。
Fueled by the passion of Mannion and her team, coaching has become an integral part of the organization, as demonstrated in HSE’s current three- year strategic plan for HR. To align with ICF’s standards and Code of Ethics, HSE has developed a governance model for regulating and guiding coaching.
该模型包括教练政策，战略文件，申请表，协议，流程，教练特定培训时间，持续专业发展课程，导师辅导，辅导监督，评估和ICF会员资格。所有HSE教练都必须完成经过认证的教练专用培训，HSE为内部教练从业者提供自己的ICF认证培训。
The model includes coaching policy, strategy documents, application forms, agreements, process flows, coach- specific training hours, continuing professional development sessions, mentor coaching, coaching supervision, evaluations and ICF Membership. All HSE coaches are required to complete accredited coach-specific training, and HSE delivers its own ICF- accredited training for internal coach practitioners.
由于在HSE实施了教练，员工使用病假的人数大幅减少。三分之二的工作人员认为，教练加强了团队合作，一线员工（即提供患者护理的个人）表示，教练使他们更加准备好应对压力情况 – 这对医疗保健领域产生了重大影响。同时，自教练实施以来，患者死亡率已经下降，证明了HSE强大的教练文化能够挽救生命的字面能力。
Since coaching was implemented at HSE, employees’ use of sick leave has significantly decreased. Two-thirds of staff members agree that coaching has enhanced teamwork, and front-line employees (i.e., individuals who deliver patient care) say coaching has left them more prepared to address stressful situations—a critical impact in the healthcare world. Meanwhile, patient mortality rates have decreased since coaching was implemented, demonstrating the literal capacity of HSE’s strong coaching culture to save lives.
“对教练的投资是我们领导战略的一个关键组成部分，为我们的员工带来了巨大的利益。 反过来，这可以为我们的公众和患者带来更好的体验，“Mannion说。
“Investment in coaching is a key component of our leadership strategy, generating significant benefits for our staff. This, in turn, translates to a better experience for our public and patients,” Mannion said.
HSE投资了一个“领导力学院”，他们在那里查看并考虑他们希望在员工中看到的技能和模式，并在学院内从头到尾使用教练。通过领导学院开发的教练文化为组织的各个层面提供了支持。
HSE has invested in a “Leadership Academy” where they look at and consider what skills and patterns they’d like to see in their employees and use coaching from start to finish within the academy. The coaching culture developed through the leadership academy has contributed to support at every level of the organization.
Gogarty说：“如果一名员工从想要接受教练的医院来到我们这里，那么在他们完成后，我们将再收到该医院的20或30个推荐人。”他解释说教练和教练提供的技能可以被遇到雇员的每个人看出。整个组织的雇员都能够成为教练的倡导者和发言人，他们可以做出改变。
“If an employee is coming to us from a hospital who wants to have coaching, after they are done we will get another 20 or 30 referrals from that hospital,” Gogarty said. He explained the coaching and the skills coaching has provided can be discerned by everyone who encounters the employee.Employees across the organization are becoming advocates and spokespeople for coaching and the difference it can make.
展望未来，HSE希望继续定制他们的教练实践，以满足员工的需求，同时为他们的教练干部提供强大的专业发展机会。组织内的领导者不断倾听并与教练互动，以确保他们做好充分准备，以满足HSE内不断变化的需求。与此同时，Mannion担任HSE最高级别的教练冠军，确保在战略层面有空间来处理教练议程。Looking to the future, HSE hopes to continue to tailor their coaching practices to meet the needs of the employees while supporting and offering robust professional development opportunities for their cadre of coaches. Leaders within the organization constantly listen to and engage with coaches to ensure that they’re well-prepared to meet the ever-changing needs within HSE. Meanwhile, Mannion serves as a coaching champion at the highest levels of HSE, ensuring that there is space at the strategic level to process the coaching agenda.
“我觉得作为一名教练我很受重视，”HSE的Prism提名教练，Irene Harris，ACC说。
“I feel that as a coach I am valued,” HSE’s Prism nominating coach, Irene Harris, ACC, said.
国际教练联合会（ICF）致力于通过制定高道德标准，提供独立认证以及在各种教练学科中建立全球认证教练网络来推进教练行业。ICF积极代表教练行业的各个方面，包括执行，生活愿景和提升，领导力，关系和职业指导。 其遍布140多个国家的33,000多名成员*致力于提高教练意识，维护专业诚信，不断教育自己最新研究和实践的共同目标。
*截至2018年12月的数字。数字可能会逐月变化。
The International Coach Federation (ICF) is dedicated to advancing the coaching profession by setting high ethical standards, providing independent certification and building a worldwide network of credentialed coaches across a variety of coaching disciplines. ICF is active in representing all facets of the coaching industry, including Executive, Life Vision and Enhancement, Leadership, Relationship, and Career Coaching. Its 33,000-plus members located in more than 140 countries* work toward the common goal of enhancing awareness of coaching, upholding the integrity of the profession, and continually educating themselves with the newest research and practices.
*Numbers as of December 2018. Numbers are subject to change month to month.
CCCP（Corporate Coach Certification Program）企业教练认证计划作为拓思品牌课程之一，旨在打造创新体验式企业教练项目，为学员提供更多的企业平台，提升学习企业教练的道与术，并从中获得启发应用于自身企业及管理之中。CCCP课程由拓思研发总监Nick和MCC专业教练大师吴咏怡女士共同研发而成。
拓思企业教练认证计划第二期学员 季帆教练点评
1. 高管的支持 Executives support
如果你想建立并植入教练文化的话高层将起着至关重要的角色。在这个案例中我们不难发现HSE的全国人力资源总监Rosarii Mannion对于教练有着极大的激情和信任，并鼓励她的团队一起支持将教练植入到组织中去。Senior leaders play a critical role if you want to build and implement coaching culture. In this case we can see HSE’s national HR Director, Rosarii Mannion has great passion and believes in coaching, and encourages her whole team to support coaching to be integrated into the organization.
如果你知识想让你的一些同事们体验一下什么是教练的话那么聘请一些专业
俗话说不以规矩，不能成方圆。一个成熟的企业需要有标准流程规范着日常的企业运营，教练也同样如此。案例中所见HSE有这一套非常完整的教练管理体系和严厉的道德操守，并与ICF的标准和职业道德准则相符合。令到如今的HSE已经在爱尔兰的其他组织当中成为一个建立强有力的教练文化的楷模。Nothing can be accomplished without norms or standards. A mature company needs SOPs to standardize all daily operations and same as coaching. As you can see HSE has a holistic coaching management system with rigorous ethical standards which align with ICF’s standards and Code of Ethics. Now HSE has become a model and resource for building a strong coaching culture in other organizations in Ireland.
得益于HSE管理层的支持以及人力资源战略部署，教练不只是一个针对高管们的工具，更是能够让所有的员工都有权利去体验专业的教练，而且管理层也学会了在日常的会议、汇报和战略讨论中融入了教练。真的是一种“从入职到退休”处处能体验教练的氛围。Benefit by HSE leader’s support and HR strategy coaching is not just a tool for executives, all employees have access to experience professional coaching and leaders have learned to use coaching as an approach in meetings, briefings and strategy sessions. It’s really a “hire to retire” coaching experience.
自从教练在HSE中的植入，员工自己也亲身体验到了教练的好处和魅力。令到他们能够更好的去面对压力的工作情境、提升了团队合作以及减少了病人的死亡率。如果某一个医院有一名员工去HSE那里被教练过之后，常常会获得这家医院更多的被推荐前来体验的员工。这恰恰证明了员工就是传播教练文化和影响身边人的最佳代言人。Since coaching was implemented at HSE, employees themselves have experienced the benefits and charming of coaching. They are more prepared to address stressful situations, enhanced teamwork and decreased patient mortality. HSE will get more referrals from the hospital where there was one employee had been coached. It exactly proves employees are the best spokespeople for spreading coaching culture and influencing others.6.
教练文化一旦成功引入企业也只是代表基础已经搭建好。它需要持续不断的打磨和发展。HSE意识到这点，而且管理层持续的听取和吸引教练们来确保他们可以充分准备和应对持续变化的需求。Once coaching culture has been implemented in enterprises just mean that we have set up the foundation. It needed to be continuously polished and developed. HSE did realize this and leaders constantly listen to and engage coaches to ensure that they are well-prepared to meet the ever-changing needs.HSE建立教练文化的巨大成功不是一个偶然。它需要时间要求你有足够的耐心。它需要支持要求管理层认可教练。
它需要机制要求教练指引。
它需要资源要求全员参与。
它需要持续要求不断的精进。
因此它是一个必然结果。
The reason HSE got great success in building coaching culture was not an accident.
It took time that you need to be patient enough.
It took support that leaders recognize coaching.
It took principle that guiding coaching.
It took resources that all employees participate in.
It took sustainability that continue to improve.
So it’s an inevitable result.
