Virtual group coaching is the term used to describe efforts by executives, managers, team leaders, or employees to improve group dynamics in virtual work settings. Group dynamics, of course, refers to how people work together to achieve work results. Virtual group coaching, or simply virtual coaching, is a specialized term used to describe a way of reinventing so-called process consultation, which is a change effort designed to facilitate improvements in group dynamics among residential (work-from-a-central-office) employee groups. Upon completion of this 60-minute session, participants will understand the basic concept of virtual group coaching and its application to their workplace by being able to:
- Define virtual group coaching and virtual coaching to improve group relationships
- Describe the characteristics of highly productive virtual groups
- Summarize how to facilitate more effective interaction among work-from-home employee groups
- Discuss a model that can guide implementation of a virtual group coaching effort
- Evaluate how well a small group or team is working together and identify ways to intervene to improve group interaction to get more effective work results from a team
Why you should Attend
The global pandemic, caused by Covid-19, has forced many people to work from home. In fact, of all U.S. workers, 56 percent could do all or some of their work from home. It is estimated that (GlobalWorkplaceAnalytics.com):
- 5 million employees (3.6% of the U.S. employee workforce) currently work-at-home half-time or more
- Regular work-at-home has grown 173% since 2005, 11% faster than the rest of the workforce (which grew 15%) and nearly 47x faster than the self-employed population
- 43% of employees work remotely with some frequency
- 62% of employees say they could work remotely
- Studies repeatedly show desks in central offices are vacant an estimated 50-60% of the time
- 80% of employees want to work from home at least some of the time
- 35% of employees would change jobs for the opportunity to work remotely full time (47% of Millennials and 31% of boomers); 37% would do so to work remotely some of the time (50% of Millennials and 33% of Boomers)
- Flexibility is one of the highest-ranked benefits by Millennials
Yet few managers have been given training on how to manage work-from-home employees, and fewer still have been given special training on how to encourage group dynamics and group interaction among virtual work groups or work teams. As nearly everyone knows, working from home is not the same as working from a central office, and it requires new management approaches and new ways for workers to work together to achieve results. If managers do not know how to manage teams or groups in such new work environments, they may fail to lead their teams/groups to success. Understanding the concept of virtual group coaching and its application will help them enhance team or group dynamics and increase performance.
Areas Covered in the Session
- Opening poll
- Overview of the session
- Session objectives
- Session organization
- About the presenter
- What Is Virtual Group Coaching, and Why Should You Care?
- Overview of Part II
- Defining virtual coaching, virtual group coaching and virtual coaching to improve group relationships
- Distinguishing virtual coaching from process consultation
- Explaining the importance of group dynamics in group performance
- Reviewing the characteristics of high performance virtual groups and teams
- Activity debrief
- What Approach Can Guide Use of Virtual Group Coaching?
- Overview of Part III
- Reviewing a model to guide virtual group coaching
- Activity debrief
- Summary and Final Q & A
- Session summary
- Final questions and answers
Who Will Benefit
- Team Leaders
- HR/OD Practitioners who are responsible to enhance virtual and/or hybrid teams/groups dynamics or create productive virtual/hybrid work culture
Dr.William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He is also President of his own consulting firms-Rothwell & Associates, Inc. and Rothwell & Associates, LLC. At Penn State University he heads up a top-ranked graduate program in organization development/change. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles-including 111 books. Before arriving at Penn State in 1993, he had nearly 20 years of work experience as a Training Director and HR professional in government and in a multinational business.
As a consultant he has worked with over 50 multinational corporations including Motorola, General Motors, Ford, and many others. He has traveled extensively and has visited China 83 times and Singapore 32 times-among many other international travels.
In 1997 he and his wife founded a small business-a personal care home for the elderly that employed 27 workers. That company was sold in 2017.
He presently has four books in press: Workforce Development: Guidelines for Community College Professionals (Rowman-Littlefield, 2020 in press); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020 in press); Human Resource Essentials (Society for Human Resource Management, 2020 in press); and, Winning the Talent Wars Through Neurodiversity (Taylor & Francis, 2020 in press). His most recent published books include Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017); Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017); Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017); Organization Development in Practice (ODNetwork, 2016); Practicing Organization Development, 4th ed. (John Wiley, 2015); The Competency Toolkit, 2 vols., 2nd ed. (HRD Press, 2015); Organization Development Fundamentals (ATD, 2015); Effective Succession Planning, 5th ed. (Amacom, 2015), Creating Engaged Employees (ATD, 2014); The Leader's Daily Role in Talent Management Creating Engaged Employees: It’s Worth the Investment (McGraw-Hill, 2014), Optimizing Talent in the Federal Workforce (Management Concepts, 2014), Becoming An Effective Mentoring Leader: Proven Strategies for Building Excellence in Your Organization (McGraw-Hill, 2013), Talent Management: A Step-by-Step Action-Oriented Approach Based on Best Practice (HRD Press, 2012), the edited three-volume Encyclopedia of Human Resource Management (Wiley, 2012), Lean But Agile: Rethink Workforce Planning and Gain a True Competitive Advantage (Amacom, 2012), Invaluable Knowledge: Securing Your Company's Technical Expertise-Recruiting and Retaining Top Talent, Transferring Technical Knowledge, Engaging High Performers (Amacom, 2011), Working Longer (Amacom, 2008), and Cases in Government Succession Planning: Action-Oriented Strategies for Public-Sector Human Capital Management, Workforce Planning, Succession Planning, and Talent Management (HRD Press, 2008).
Dr. Rothwell received his Ph.D. from the University of Illinois at Urbana-Champaign with a specialization in Human Resource Development, his M.A.B.A. in Business Administration with a specialization in Human Resource Management from Sangamon State University (now called the University of Illinois at Springfield), his M.A. in English from the University of Illinois at Urbana-Champaign, and his B.A. with High Honors and Department Honors from Illinois State University in Normal, IL. He holds certifications in HR (SPHR and SHRM-SCP), Corporate Training (CPLP Fellow), Organization Development (RODC), and Life Insurance (the FLMI designation).
He can be reached by email at WJRothwell@yahoo.com or by phone at 814-863-2581. He is at 310B Keller Building, University Park, PA 16803. See his website at www.rothwellandassociates.com, his videos on YouTube, and his wiki site at https://en.wikipedia.org/wiki/William_J._Rothwell