How the participants experienced a coaching intervention conducted during company restructure and retrenchment: a qualitative research study using interpretative phenomenological analysis

Abstract

Company restructure and retrenchment is a sensitive issue for all affected as well as involved, to adopt various strategies to deal with this situation. The use of a coaching intervention as a support strategy in this situation has not been given much attention in practice. In this paper the practitioner-researcher presents the details of a qualitative study using interpretative phenomenological analysis of participant experiences of a coaching intervention conducted during company restructure and retrenchment, for six managers and the HR business partner coached during five sessions spread over three months. Qualitative research interviews using semi-structured questions were conducted two to three weeks after the end of the coaching. The major themes identified from the participants’ experiences are (1) learning and recognising usefulness of coaching as a management tool; (2) understanding and seeing value in correct timing of the coaching intervention and (3) realising helpful and supportive role of coaching to face adversity and move forward. This study contributes to our knowledge of the experiences of the employees coached and the executives during company restructure and retrenchment.

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