Foreword, ix, 
Introduction, xi, 
Chapter 1: Sam's Dilemma, 1, 
Chapter 2: A Breakfast Proposal, 13, 
Chapter 3: Looking Deeper, 21, 
Chapter 4: Basic Training, 36, 
Chapter 5: Diving In, 48, 
Chapter 6: Ironing Things Out, 59, 
Chapter 7: The Upset, 70, 
Chapter 8: The Uptick, 83, 
Chapter 9: The 100 Percent Solution, 98, 
Chapter 10: Victory Lap, 109, 
Epilogue, 117, 
Acknowledgments, 119, 
About the Author, 121,

CHAPTER 1

SAM'S DILEMMA

Friday, 6:46 p.m.

When he dreamed about retirement, Sam had imagined that one day he'd leave this company with his flags flying high. Retirement would be the exclamation point at the end of his career. But tonight, Sam wasn't feeling any of that. As he climbed into his car, he loosened his belt buckle. He had to do something about this weight, which was just one more thing to stress about.

He glanced at his reflection in the rearview mirror. The man he saw looking back at him was definitely not riding the waves of success. He looked absolutely drained. As he drove home from work, fighting Friday night traffic, he wondered if he could even make it through the next couple of weeks, let alone until retirement. Staring at the endless taillights in front of him, he ruminated over the tough week that had just ended and decisions that loomed in the week ahead.

First had come the news that his team had missed their targets for the third straight quarter. But that was nothing compared to what had happened next. Jerry, one of the warehouse supervisors and a star performer, walked into Sam's office just as Sam was wrapping up the day. When Sam saw him coming, he grabbed the report, thinking surely Jerry could help him come up with ideas to boost the fulfillment numbers.

But something was off. Jerry wasn't his usual lighthearted self. In fact, he looked nervous. Trying to lighten the moment, Sam said, "What's up—worried about the game tonight? Afraid your team is going to lose?"

That's all it took. Jerry blurted it right out. He had gotten another job offer, and he'd accepted it.

Jerry went on to explain that there were several reasons why he'd taken it. The offer was one he couldn't refuse. It was more money, a shorter commute, and better hours. And then, as quickly as Jerry had come in, he left.

As Sam sat in stunned silence, he wondered if there was more to it. Over the past six months, he'd been pushing Jerry harder than usual. The warehouse wasn't making its numbers, and Jerry was the only one he could rely on to get the work out. The other supervisors just didn't seem to have the drive anymore, unable to light a fire under their teams so they'd accomplish what had to get done. Jerry did. Jerry was Sam's go-to guy, the one man who could always pull a rabbit out of his hat.

But now Jerry was leaving. Sam worried about how he would manage without him. And in the back of his mind, Sam couldn't help wondering if Jerry was leaving because of him. Sam was familiar with the saying, "People don't quit the company; they quit their boss." In Jerry's case, was that true? Sam had planned on giving him a raise when it was review time, but what did that matter now? Jerry was also the only one on the team who could have stepped into Sam's job when he retired in four years. Now what was he going to do? With Jerry gone, Sam was left with a broken, unmotivated team.

Thankfully, Jerry had given two weeks' notice. That would buy a little time to find a replacement. But who? How could he replace someone like Jerry?

Tiny raindrops spattered the windshield. Sam flicked his wipers on slow speed. It hadn't always been like this. He remembered joining the company straight out of school. He'd had big dreams about his career back then and soon realized that he'd need a degree to make those dreams come true. So as soon as he was eligible for the company's tuition reimbursement program, Sam had enrolled part time at the local college. Six and a half years later, he had his degree in supply-chain management and his first promotion. He was on his way.

Twenty-five years and several promotions later, Sam's dream had become a reality. He was made manager of the largest parts warehouse in the company.

The raindrops were getting larger, and with them Sam faced a growing realization. Instead of spending his last years with the company reveling in his accomplishments, he was drearily counting down the days to retirement. Not exactly what he'd planned.

It was pouring hard by the time Sam pulled into the driveway. The battery in his garage door opener chose today to go dead, forcing him to make a mad dash through the rain to the front door. Sam stood dripping in the foyer for a moment, catching his breath. He listened. The house was empty. He knew he was late. The traffic jam had been unrelenting. But he'd avoided the accident that had fouled up everyone's Friday night commute, and that was some consolation. He found a note on the table from his wife, telling him she was out running errands and that he'd find his dinner in the oven.

Sam grabbed his dinner and a Heineken from the fridge and headed for the patio. The rain had stopped, but a bank of dark clouds to the west still threatened. He poked at the food, not really hungry. Pushing the plate aside and taking a long sip from the green bottle, he contemplated what to do about Jerry. As much as he tried to focus on a solution, he couldn't avoid going back to that nagging question: "Is Jerry quitting me?"

Sam recalled some of the managers he'd had in his past. Some were real pieces of work. The last guy he'd reported to was a complete jerk, a yeller who constantly told people they were idiots. Sam had promised himself that when he became manager, he would never treat people that way. And when he did get the promotion, he tried hard to be one of the guys.

But in time, some of his team had begun taking advantage of Sam's easygoing spirit. Performance numbers started to slip, so he had to get a little tougher. But at his very worst, he was nothing like the prior manager. Of that he was sure. He got frustrated at times, and occasionally he lost his temper, but didn't everyone? The warehouse could be a pressure cooker sometimes. He always went back and made amends once he'd calmed down. The truth was, sometimes he had to lay down the law to get the guys in gear.

Sam admitted he was at a total loss for what to do. And without food, the beer was going straight to his head. He couldn't concentrate. He grabbed his untouched plate and the empty beer bottle and headed inside as the second wave of rain began to pound the deck.

Gloom hung over Sam for the remainder of the weekend. On Monday morning, he dragged himself into the office. No sooner had he sat down and started going through his e-mail when he heard a tap on his door. Looking up from the monitor, he saw Reggie leaning in his doorway. Reggie was Sam's boss, the regional manager. This is all I need today, Sam thought, convinced that Reggie had arrived to grill him about his lackluster production numbers.

He was wrong. Reggie came in and sat opposite him. His manner was surprisingly pleasant for someone who was about take Sam to task for another period of poor results. "How are you doing?" Reggie asked genuinely. "I heard the news about Jerry and wanted to come talk to you about your plans for filling his position."

Sam was amazed. How had Reggie heard about Jerry? Who else knew? Was Sam the last to know?

Sighing, Sam replied, "Yeah, Jerry's announcement came as a real shocker. He dropped it on me Friday night." Trying to be upbeat, Sam continued, "He's giving us a two-week notice, so I need to get the job posted right away."

Reggie eyed him.

"Honestly, I'm a little concerned that it's going to take a lot longer than two weeks to fill those shoes," Sam confessed. "Jerry was my best guy."

Reggie was thoughtful. "Do you have anyone else on the crew who can be moved over?" he asked.

Sam hesitated to answer, not wanting to admit he didn't have anyone in mind. Grooming folks to fill future positions was a big thing to Reggie. Sam had always planned to do it, but the production numbers had taken most of his attention. He'd had the best intentions, but now the worm had turned. He had no one to blame but himself.

Sam felt trapped. There never seemed to be enough time to get everything done no matter how many hours he worked. He pushed back against the feeling of being overwhelmed. He still had time. The best laid plans, he thought. He hadn't planned on retiring for another four years, and by then Jerry would have been ready to move up to the role of manager. He'd never imagined that Jerry wouldn't be there, that the man would just up and quit. Now there was a huge gap in his team and no one to fill it.

But Reggie had asked a direct question, and it required a straight answer. Finally, he told Reggie, "No, I don't have anyone who is close to being ready. I'll probably have to go outside to fill the job."

Reggie was quiet for a while. When a few moments had passed, he leaned forward in his chair and asked, "What's going on, Sam?"

Sam, dumbfounded, was unsure how to respond. He felt a thin layer of sweat rising on the back of his neck. Was Reggie kidding? Wasn't it obvious what was "going on"? Sam wasn't hitting his numbers, he'd lost his best guy, and he'd just had to admit to his regional manager that he hadn't been successful in developing his people—one of Reggie's top priorities. Sam had never looked like a bigger failure. He knew it, and now his boss knew it too.

Reggie's question hung in the stuffy air. Sam's office sat at the top of the stairs on the second floor. It was his habit to keep the blinds open so that he had an unobstructed view of the activity on the warehouse floor. Although Reggie had closed the door after coming in, people walking past could glance through the glass and see the two men locked in conversation.

Before Sam could offer anything in his own defense, Reggie spoke again. "Sam," he said, "What I really want to say is I realize that I haven't been a very good leader. I want to apologize."

Sam couldn't believe his ears. He was glad that Reggie wasn't reprimanding him, but what was he talking about? Reggie was a great leader. In fact, Sam tried to imitate Reggie more than any manager he'd ever known. "Are you kidding me?" Sam blurted. "You don't have anything to apologize for. I should apologize for letting you down. You were the one who really pushed to get me this job, and look how I've paid you back. Our numbers are down, and I just lost the one guy who had any potential. And to top it all off, I have no clue how to turn this around besides posting Jerry's job, crossing my fingers, and hoping for the best. I've been wracking my brain all weekend long, and that's the best I can give you. I'm afraid things are going to get worse here before they get better."

"Perhaps," Reggie answered, but he didn't seem to share Sam's worst-case prognosis. "I'm going to work with you on turning this around," he said. "I feel responsible because I failed to give you the training and support you needed when you took this job."

Sam was about to object, but he let it ride. Besides, Reggie didn't seem as troubled by his own failure as Sam was by his.

Reggie continued, "I have some other appointments this morning, but let's block out time this afternoon to work on a strategy together. I'll be back here at two." He rose to go, but before he opened the office door, he turned back to Sam, smiled, and said, "Oh, and Sam? Chin up. It's not the end of the world. You're going to land on your feet, and I'll be right there with you. See you in a couple hours."

Sam leaned back in his chair and watched his boss disappear down the hallway. In the fifteen minutes since Reggie had walked in, his whole world had done a 180. Nothing had been solved. In fact, nothing had changed at all. He still had to fill Jerry's job and figure out how to improve his production numbers with one less person on the team. What had changed is that he no longer felt alone.

He tackled his calendar and quickly reorganized his day to free up the afternoon. He definitely wanted to be focused when Reggie came back.

The morning blew by. Sam contacted HR, working with Sarah to pull the warehouse superintendent job description and get it posted. He then called together his other three warehouse supervisors and talked about how they would cover Jerry's team until a replacement could be found. They'd all known Jerry was leaving. It seemed like everyone knew Jerry was leaving. Again, Sam wondered if he'd been the last to know. But he couldn't let that distract him. Right now, his priority was getting his remaining guys to take on the extra work necessary to hit the numbers and cover Jerry's team.

To say they were less than enthusiastic would have been an understatement. He could hear them grumbling as they filed out of his office. What's wrong with employees today? Sam wondered. In his earlier years, Sam would have seen this challenge as an opportunity to really shine, to stand out. Not these guys. They seemed put out that they had to work a little harder for the company, and especially for Sam. He also worried about pushing them too hard. What if more people quit? What would he do then?

At exactly 2:00 p.m., Reggie was back in Sam's office. "What's going on?" asked Reggie.

Sam jumped in his seat, startled. He hadn't even heard Reggie come in. Wanting to seem like he was now on top of things, Sam said, "I met with my guys on how we're going to cover things until Jerry's replacement can be found." His frustration was evident as he went on, "They didn't seem too thrilled to be taking on the extra workload."

Reggie let out a soft "Hmm."

Sam continued in damage-control mode. "I did contact HR today. They'll post the job listing internally for three days and then expand the search outside the company." He desperately wanted Reggie to see that he had this under control. But he wondered why he'd told Reggie about the negative reaction from his team. If he was trying to make it look like he was back in charge, adding that unfortunate detail didn't help his case.

If Reggie was annoyed, he didn't show it. "Great," he said. "Getting the job posted is priority number one. But that's the easy part." Sam wondered what was coming next. Reggie said, "Tell me about how you shared the news with your guys and specifically what their response was."

So the two men spent time talking about how Sam had presented the information to his three warehouse supervisors. They discussed the fact that Sam had not invited Jerry to the meeting. Sam tried to explain his rationale. Jerry had already decided he was leaving. He'd given his notice. Therefore, Jerry was no longer key to the discussion.

Reggie leaned back in his chair. "Sam, this is where we need to begin. Let's think about how that meeting could have gone a little differently."

Sam stiffened at Reggie's criticism.

"For any of this to work," Reggie said, "you'll need to agree to be open to my coaching and not get defensive, okay? I'm not trying to put the blame on you or anyone else."

With that, Sam relaxed a little.

"I want to use this meeting with your guys as a learning opportunity," Reggie went on. "You're going to have a lot more meetings with your guys. There are things that could be done a little differently that will make those future meetings more successful. My only objective is to set you up for success going forward. Are you up for this?"

Sam still felt defensive, but replied, "I guess. Let's give it a shot."

Reggie smiled. "Okay. Let's start with not including Jerry in your meeting this morning. What made you not invite him?"

"Well," said Sam, "I know this team has to hold it together without Jerry, so it made sense to me to have them begin now." But Sam knew the real reason: he resented Jerry for resigning and didn't want to deal with him. If Jerry hadn't quit, all Sam would have had to worry about right now was the production numbers.

"Your reasoning makes sense on the surface," Reggie responded, "but remember that these guys have worked with Jerry for years. They've become friends. Because of your exclusion of Jerry, your guys probably came in with a negative attitude in the first place."

Reggie was right. Sam recalled the way the meeting had started. Two of his guys had been sitting in chairs, leaning back with their arms crossed. The other one had been standing off to the side, and his arms had been crossed too. Everything about their body language and facial expressions should have signaled that there was a problem, but Sam had been so focused on getting the meeting done before he met with Reggie, he hadn't taken time to notice the signs.

Reggie was moving on. "How did the rest of the meeting go?"

"Pretty well, considering." But now Sam was beginning to wonder himself. "I told the guys how we were going to divide the work, and who'd be responsible for what. I tried to be really clear and make sure the workload got divided evenly. Then they went back to work."

"There was no discussion?" asked Reggie. "Did you get their ideas? Ask for their opinions?"

"They didn't say anything," Sam said, now recognizing his mistake.

"They just nodded and went back to work." He thought about how the guys had left the room. Nick had shoved the table slightly when he stood up. Sam hadn't thought it was on purpose, but now he wondered if it meant something.

Reggie kept going. "Based on what you've shared with me so far, I'd like to play it back to you from their point of view. Is that okay?"

(Continues...)

Excerpted from Coaching To Win by Jane Pierce. Copyright © 2015 Jane Pierce. Excerpted by permission of iUniverse.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

“Acerca de” puede pertenecer a otra edición de este título.

PBShop.store UK

Fairford, GLOS, Reino Unido

Vendedor de 5 estrellas

Vendedor de IberLibro desde 11 de junio de 1999

Tarifas de envío de Reino Unido a Estados Unidos de America

Artículo	De 10 a 20 días hábiles	De 10 a 20 días hábiles
Primer artículo	EUR 4,98	EUR 4,98

Los plazos de entrega los establecen los vendedores y varían según el transportista y la ubicación. Los pedidos que pasan por la aduana pueden sufrir retrasos y los compradores son responsables de los aranceles o tarifas asociadas. Los vendedores pueden ponerse en contacto con usted en relación con cargos adicionales para cubrir cualquier aumento en los costes de envío de los artículos.

Métodos de pago

Descripción de la tienda

**Please note our transit times are from the date of dispatch.** We first started out as “The Paperback Exchange,” a chain of physical bookstores where we would part exchange your beloved books for new stories to transport you to faraway places. However, as shopping started to evolve to online shops and marketplaces, we bid our stores goodbye to become “PBShop.” This transition has only allowed us to blossom as we now ship thousands of titles to book lovers across the globe. We pride ourselves in being a community of local book lovers which allows our passion and devotion to shine in everything we do. In 2020 we not only celebrated our 20th birthday but our 1st birthday as being completely employee owned after becoming an E.O.T in September 2019. We are proud to be different and embrace standing apart on a book mountain by working from a virtual inventory which allows us to provide thousands of books that may be difficult to get for your bookshelf or your studies. Working with a number of different suppliers allows us to explore other avenues such as puzzles, sheet music and even stationery so we really do have something for everyone. Life is about being versatile in all realms of existence. If this is your first purchase with us, or you are a returning customer, we would like to welcome you to the PBShop family, for there is no friend as loyal as a book. We are a company who put our customers at the centre of everything we do as we understand the importance of reading because once you learn to read, you will forever be free. There are a whole lot of things in this world of ours that we are yet to explore, which is why we will forever inspire curious minds.…

Especialidad

Hardbacks, Paperbacks

Información empresarial del vendedor

Pbshop.co.uk

Unit 22 Horcott Industrial Estate, Horcott Road
Fairford, Reino Unido GL7 4BX

Contactar con el vendedorVer los artículos de este vendedorVer la página principal del vendedor

Condiciones de venta

Returns Policy
We ask all customers to contact us for authorisation should they wish to return their order. Orders returned without authorisation may not be credited.
If you wish to return, please contact us within 14 days of receiving your order to obtain authorisation.
Returns requested beyond this time will not be authorised.
Our team will provide full instructions on how to return your order and once received our returns department will process your refund.
Please note the cost to return any unwanted order to us is borne by the buyer.
Should your order arrive damaged, not as advertised or faulty, we must be advised of this within 14 days of delivery. Please contact us so we can find the best solution for you.

Our Customer Care Team can be contacted by emailing alborders@paperbackshop.co.uk, or by calling our UK Office on +441285 712 917. We are available 9:00am till 5:30pm GMT Monday to Friday.

Derecho al desistimiento

Si es un consumidor, puede rescindir el contrato de acuerdo con lo siguiente. Por consumidor se entiende cualquier persona física que actúe con fines ajenos a su actividad comercial, empresarial, oficio o profesión.

Información sobre el derecho de desistimiento

Derecho legal de desistimiento

Tiene derecho a rescindir este contrato en un plazo de 14 días sin dar ningún motivo.

El periodo de desistimiento vencerá a los 14 días desde que usted, o un tercero que no sea el transportista e indicado por usted, adquiera la posesión física del último bien o del último lote o pieza.

Para ejercer el derecho de desistimiento, complete de forma electrónica y envíe una declaración clara en nuestro sitio web, desde "Mis compras" en "Mi cuenta". Le enviaremos sin demora un acuse de recibo de dicho desistimiento a través de un soporte duradero (por ejemplo, por correo electrónico).

Para cumplir con el plazo de desistimiento, basta con que envíe su comunicación relativa al ejercicio del derecho de desistimiento antes de que venza el periodo de desistimiento.

Efectos del desistimiento

Si rescinde este contrato, le reembolsaremos todos los pagos que hayamos recibido de usted, incluidos los gastos de envío (excepto los gastos adicionales que surjan si elige un tipo de envío que no sea el tipo de envío estándar más económico que ofrecemos).

Podemos hacer una deducción del reembolso por la pérdida de valor de cualquier bien suministrado, si la pérdida es el resultado de una manipulación innecesaria por su parte.

Efectuaremos el reembolso sin demoras indebidas y, a más tardar, 14 días después de que se nos informe de su decisión de rescindir este contrato.

Efectuaremos el reembolso utilizando el mismo medio de pago que utilizó para la transacción inicial, a menos que haya acordado expresamente lo contrario; en cualquier caso, no incurrirá en ningún cargo como resultado de dicho reembolso.

Podremos retener el reembolso hasta que hayamos recibido los bienes o hasta que nos haya presentado una prueba de que los ha devuelto, lo que ocurra primero.

Deberá devolver los bienes o entregarlos a PBShop.store UK, Fairford, United Kingdom, +44 1285 712917, sin demoras indebidas y, en cualquier caso, en un plazo máximo de 14 días a partir del día en que nos comunique su desistimiento del presente contrato. El plazo se cumple si devuelve la mercancía antes de que venza el periodo de 14 días. Tendrá que asumir los gastos directos de devolución de los bienes. Usted solo es responsable de la disminución del valor de los bienes como resultado de una manipulación distinta a la necesaria para establecer la naturaleza, las características y el funcionamiento de los bienes.

Excepciones al derecho de desistimiento

El derecho de desistimiento no se aplica a lo siguiente:

La entrega de periódicos, diarios o revistas, con la excepción de los contratos de suscripción; y
El suministro de contenido digital que no se proporcione en un soporte tangible (por ejemplo, en un CD o DVD) si, al hacer el pedido, aceptó que podíamos empezar a entregarlo y que no podría desistir una vez iniciada la entrega.

Condiciones de envío

Orders are shipped from our UK warehouse. Delivery thereafter is between 4 and 14 business days. Please contact us if you have any queries about our services or products.

Privacidad y seguridad

We are committed to protecting the privacy and security of personal data. This policy tells you how we will collect and use your personal data, and what you should expect in respect of the personal information about you that we have collected.

We are PBShop.co.uk Limited (registered in England & Wales with Company No: 9366362). Our registered office is at Swatton Barn, Badbury, Swindon, SN4 0EU, United Kingdom.

The person with responsibility for our data protection compliance is the Managing Director and they can be contacted via email at help@pbshop.store.

We are the data controller of the personal data that we keep and use, and we are therefore responsible for making sure that our systems, processes and people comply with the relevant data protection laws in respect of that personal data.

We will act in respect of personal data to comply with the six principles of the General Data Protection Regulation (“GDPR”), which are:

Lawfulness, fairness and transparency;
Purpose limitation;
Data minimisation;
Accuracy;
Storage limitation;
Integrity and confidentiality.
You have rights in respect of how your personal data can be processed; these include the right to request:

a copy of your personal data;
that inaccurate data is rectified; and
that your personal data is, in certain circumstances, erased or restricted.
You have the right to complain to the Information Commissioner, which you can do by contacting the Information Commissioner’s Office (ICO) directly. Full contact details, including a helpline number, can be found on the ICO website (www.ico.org.uk). This website also has useful information on your rights and our obligations. However, please raise any concerns or issues with us first so that we may deal with this as quickly as possible for you.

COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
We collect and process data for the following reasons:

personal data collected and created in relation to our selling books and other items; and
personal data relating to our people (which means those people working for our company, or providing services to us, or potentially working or providing services to us, including employees, consultants, temporary or casual workers and contractors).
All of our people are required to abide by our Privacy Policy when handling personal data, and are provided with appropriate data protection training. Any breach of data protection will be taken seriously, and may result in disciplinary action.

Selling books and other items
COLLECTION:
We will collect personal information which may include names, addresses and other information for our customers. This will be done for the management of the commercial relationship with our customers.

We may collect this personal data from you directly, and also from third parties, including publicly available third party sources. Additional personal data will be collected as it is created by or supplied to us in the course of anything we do for you.

USE:
We will use the personal data in the course of making sales and to comply with requirements that we are required to undertake.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

in performance of a contract (the agreement to sell books and other items); and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be far less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
DISCLOSURE:
We may share personal data with third parties as is necessary in the sale of books and other items, including to third party providers who deliver services to support the operation of our company.

In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. Normally, our retention period for personal data collected for this purpose is a minimum of 6 years after the end of the period that we are selling books and other items.

Our people
COLLECTION:
We will collect names, addresses, contact details, education and employment history, identity and other background checks (which may include appropriate criminal and financial checks and confirmation of the right to work in the UK), marital status and information on next of kin and dependents, financial information (such as bank details and NI numbers), date of birth, gender, a copy of your passport and driving licence, performance information and compensation history, recruitment information (including references), salary, benefits, pension and annual leave information, disciplinary and grievance information, photographs, information about your use of our information and communications systems and CCTV footage or other information obtained through electronic means.

We may collect and use special categories of personal data as required in the carrying out of obligations and exercising specific rights of us or the data subject in the field of employment. This may include information relating to matters such as health, racial origin, religious belief and offences or alleged offences.

Personal data may be collected from you during the selection process (for example via your application form and CV) and during your employment (including holiday forms, expense claims, performance reviews, any disciplinary or grievance processes), or from third parties, including referees, health service providers, background check providers.

USE:
Personal data of our people will be used for HR administration and management, both in respect of the selection of people to work for us (including suitability, eligibility and/or fitness to work), and those who do work for us, to include learning and development, disciplinary and security (of people, offices and data) requirements, providing and liaising with benefits providers, business management and planning (including accounting and auditing), paying you and dealing with tax and NI deductions, assessing and deciding on salary reviews and compensation, conducting performance reviews and managing performance, dealing with legal disputes involving you or others, preventing fraud, monitoring your use of our information and communications systems, ensuring compliance with our policies, and equal opportunities monitoring.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

In respect of special categories of personal data, we may process this in the following circumstances:

in limited circumstances with your explicit written consent; and/or
where we need to carry out our legal obligations and in line with our policies; and/or
where it is needed in the public interest (such as for equal opportunities monitoring or in relation to our occupational pension scheme), and in line with our policies; and/or
where it is needed to assess your working capacity on health grounds, subject to appropriate confidentiality safeguards.
Less commonly, we may process this type of information where it is needed in relation to legal claims or where it is needed to protect your (or someone else’s) interests and you are not capable of giving your consent, or where you have already made the information public. We may also process such information about our people (or former people) in the course of our legitimate business activities with the appropriate safeguards.

The special categories of personal data may be used in the following ways:

in relation to leaves of absence, to comply with employment and other laws;
in relation to your physical or mental health, or disability status, to ensure your health and safety in the workplace and to assess your fitness to work, to monitor, manage and administer benefits and absences;
in relation to your race, national or ethnic origin, religious, philosophical or moral beliefs, or your sexual life or sexual orientation, to ensure meaningful equal opportunity monitoring and reporting.
DISCLOSURE:
Personal data may be transferred to service providers who support the operation of our business (such as payroll service providers), to other third parties reasonably necessary in the conduct of our business (including insurers, professional advisors, regulators). These third parties may be acting as processor, or controller of personal data in their own right.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. We will normally keep personal data of applicants who we do not employ for six months after we receive it.

We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.

Changes to your personal data
It is very important that the personal information that we hold about you is accurate and current. Please tell us if your personal information changes during your relationship with us.

Data Security
We have put in place measures to prevent your personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. In addition, we limit access to your personal data to those of our people and other third parties who have a business need to know. They will only process your personal data on our instructions and where they have agreed to treat the information confidentially and to keep it secure. We have put in place procedures to deal with any suspected data security breach and will notify you and the ICO of a suspected breach where we are legally required to do so.

Where we store your personal data
We principally store data, both electronically and on file, at our office.

Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.

Your rights
Under certain circumstances, you have the right by law to request:

access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
Links from our website
Our website may, from time to time, contain links to and from the websites of third parties that we permit to make such links. If you follow a link to any of these websites, please note that these websites have their own privacy policies and that we do not accept any responsibility or liability for these policies. We recommend that you check these policies before you submit any personal data to these websites.

CHANGES TO THIS PRIVACY POLICY
Any changes we may make to our privacy policy in the future will be posted on our website, so please ensure that you are viewing the correct version.

Please contact us if you have any questions, comments or requests regarding this Privacy Policy.

Last amended May 2021.

Coaching to Win

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Coaching To Win

A Proven System for Developing People and Driving Performance

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