Translated from 日本語 • View original Hello! This is Koshiba from human resources.
Well, today I would like to introduce one of the personnel systems, the coach system.
This theme is a theme that the representative, Nakamura, has also sent out many times. If you are interested, please take a look at that as well.
Background to the Birth of the Coaching System
Colorkrew operates a flat organization with no departments or positions.
There is no relationship between superiors and subordinates.
Basically, the idea is that you are responsible for your own growth.
Even so, there is a limit to whether you can understand yourself on your own.
There are also ideas about the misalignment between self and others, such as Johari's window and the Dunningkruger effect.
Therefore, we decided to establish a coaching system.
It is a system in which a third party called a coach receives objective feedback, notices <, and turns the cycle of → growth >.
When receiving feedback, I thought that it would be easier to get the content when talking to someone I trusted and opened up to, so I made it possible for you to choose your own coach instead of being designated by the company.
Rethinking the Coaching System
After operating for a while, the problem arose that the burden on the coach was too great.
Some people were confused by the overlapping roles of training, evaluation, support, and approval, and the roles that contradict each other.
Therefore, it was decided to separate the evaluator and the coach.
An evaluator is a person who looks back and evaluates the results of an activity.
A coach is a person who promotes growth.
Both are still systems that allow you to nominate yourself.
In addition, the role of mentor has been increased, and it has been possible to nominate as well.
The roles of evaluators, coaches, and mentors have increased and become more complicated, but to put it bluntly, I feel like I am trying to create someone within the company who can be consulted with me for reasons.
The guidelines for each role are as follows:
By the way, Colorkrew's evaluation system allows you to choose up to 7 evaluators yourself. It is not decided by one person's opinion.
In addition, we conduct reviews and evaluations every three months. It's not every year or six months. Therefore, people who demonstrate their skills can be promoted faster than other companies.
The content of the evaluation (whether or not there is a promotion recommendation and comments) is a mechanism in which everyone's content is shared with everyone.
Since the information is open, you cannot make unfair evaluations, and you can learn how you look at it.
In My Case
Now that I have explained the coaching system so far, I will write about my use example.
My final evaluator is Mr. Nakamura, and the coach nominates Mr. Tono.
Mr. Nakamura is Nakamura, the representative of Colorkrew.
Not only is he a person who is deeply involved in my work and can evaluate me, but he is also a person who can listen to me when I have problems at work and consult with me about my career, so I am very indebted to him.
It may be surprising to people in the world that you can nominate a company representative in this way and consult with someone close to you.
I've gotten used to life on Colorkrew and it's become commonplace, but while writing a blog, I thought again that it's amazing.
The coach, Mr. Tono, is in charge of human resources and general affairs, such as training and health care. She is called "Colorkrew's mother" because she always thinks of her members in the company, and "Communication God" because her communication is so wonderful.
For me, he is an honest person who can talk about anything and is a source of support. Mr. Tono's words give me the opportunity to introspect.
What we are doing by nominating these two people is that we receive encouragement through regular 1-on-1 and QBR (quarterly retrospective meetings).
Did you think it was 1-on-1?
There is talk of 1-on-1 in the streets, but I don't think that 1-on-1 is a "magic system that can solve anything if you talk to it".
However, in the case of Colorkrew, it is a system that is entrusted to me, so I think it is easy to talk to the person you want to talk to and what you want to talk about = 1-on-1 time to be meaningful.
Evaluators and coaches tell me how they look objectively, where they are good, and what challenges they have.
I think Colorkrew is unique to being able to think hard about yourself and get feedback.
As an adult, don't you have fewer opportunities to be pointed out where your pain is?
But Colorkrew people think seriously about the other person, so they say good things and hurt things.
I like that kind of thing. I am grateful for the precious and grateful.
Because I have trust and respect for the other person, there are times when I get upset, but I can revive it.
The reason why you can be open about everyone's evaluation may be because many people are sincere with people.
I would like to write about that in another article.
I digress, but to sum up, I use this system as if I am in regular contact with people I trust and receive feedback, so that I can clarify the direction I am going in and correct my course.
Institutional Concepts
The coaching system has a certain degree of freedom and can be arranged.
I have basic policies such as who to choose, how often to contact, and what to talk about, but it's up to me to decide what to do.
The key is that you are responsible for your growth.
If you do what you are told, you will have fulfilled your duty, so it may be a bit of a Kowai system.
I want to think about the system by focusing on people who work hard.
We will continue to think about what kind of system will stimulate and support them, and we will continue to update the system while disseminating these ideas to members as needed.
If you are even a little interested in Colorkrew, please take a look at the recruitment page.
