Coaching as talent management practice in a global bank: Specificities and impact for individuals and organisation

Mangion-Thornley, Karine

Abstract

This study focuses on the role of coaching in talent and leadership development programmes in a multinational financial services organisation. Talent management and leadership development are both a perennial issue and a core priority for organisational development in a highly competitive, uncertain and knowledge-based economy (McNally, 2014, Gurdjian et al., 2014, Consulting and Deloitte, 2015).
Since the global financial crisis of 2009, the banking sector has been facing on-going transformative change. The drivers for change stem in the digitalised and technology augmented world of work, the need for strong ethical decision-making process, the global talent shortage of highly skilled people and the disruptive innovation in fintech shaking the traditional banking business model (Gomber et al., 2018). In addition, it has been reported that the industry faces low employee engagement, particularly with young professionals.
Indeed, a PwC survey (2017) revealed that 42% of millennials working in the financial services sector plan to move to new job opportunities, and 48% are actively looking for a way-out from their current organisation. As a result, a future leadership crisis has been predicted in the banking sector, unless banks manage to deliver a more holistic career proposition which potential employees would see as meaningful, and to make the industry an employment of choice (Quinlan & Associates, 2017).
Despite a steady interest from HR practitioners and scholars in the past 10 years (Al Ariss et al., 2014, Gallardo-Gallardo and Thunnissen, 2016), the effectiveness of talent management activities is often questioned. Amongst the talent management practices taking place in large organisations, coaching has continuously been identified as one of the most effective talent management activities by HR professionals and practitioners (ILM, 2013, Consulting and Deloitte, 2014, CIPD, 2015). Coaching is a developmental intervention widely used in large organisations for performance and leadership development purposes. Surprisingly, whilst being identified as an effective talent management practice, coaching outcomes have received little attention when delivered as part of a talent management strategy (Blackman et al., 2016, Ely et al., 2010). To address this neglect, this study seeks to provide an in-depth understanding of the perceived role of coaching in the context of global talent management and leadership development programmes in a multinational company in the banking and financial services industry.

• Presentation Conference Type: Edited Proceedings
• Conference Name: British Academy of Management HRM International Symposium
• Start Date: Jun 13, 2022
• End Date: Jun 14, 2022
• Acceptance Date: Apr 6, 2022
• Online Publication Date: Jun 30, 2022
• Publication Date: Jun 30, 2022
• Deposit Date: Oct 11, 2022
• Pages: 35-40
• Keywords: Talent management, Coaching, Banking, Case study, scale-up, SMEs, entrepreneurial ecosystems, process theory
• Public URL: https://uwe-repository.worktribe.com/output/10017599
• Publisher URL: https://www.bam.ac.uk/
• Related Public URLs: https://www.bam.ac.uk/