You're the Go-To for People Problems. Who's Developing You?
Before most people have finished their first coffee, an HR business partner has usually already fielded three or four different versions of the same question: what do I do here?
A manager doesn't know how to tell someone their performance has slipped without triggering a formal complaint.
An employee is quietly job hunting and nobody noticed until the resignation letter showed up.
A leader wants to know, off the record, whether they're even allowed to say what they're thinking in a review.
HR is where all of it lands.
Here's the part that doesn't get said enough: the people everyone else turns to for development are, by a wide margin, the least supported themselves.
The numbers say what the inbox already knows
Leadership development is HR's number one stated priority heading into 2026.
And yet only 35 per cent of HR teams rate themselves as high performing at actually developing the leaders around them.
An astounding eight in 10 of them report low confidence in their own leadership pipeline, according to a McLean & Company 2026 HR Trends Report.
That gap isn't a skills problem. Most HR professionals we work with are sharp, empathetic, and already good at asking questions. They do it all day, every day, usually under pressure and often about someone else's crisis.
The gap: Nobody built a program around what HR specifically carries: constant task switching between empathy and policy, judgment calls with no rulebook, and the emotional cost of being the last stop before something becomes a real problem.
Everyone else gets trained. HR runs the training
Ask most HR business partners when they last sat in a room built for their own development, not someone else's, and you'll get a pause before the answer.
They deliver the manager training. They coach the coaching conversations. They rarely get the training themselves.
That's the gap Using the Coach Approach for HR was built to close.
It isn't a generic leadership program with an HR label on it. It's built around the specific judgment calls HR business partners make every day: when to coach an employee through a conflict versus when policy has to lead, how to hold a hard conversation without becoming the villain of it, and how to build the same coaching skills in the managers they support without doing the work for them.
It runs as a live cohort, not a self-paced course, because the skill that's actually missing isn't knowledge. It's practised judgment, and that only comes from doing it in the room with feedback.
If this is you
You don't need another leadership framework designed for someone else's job. You need the one built around yours.
Using the Coach Approach for HR is built specifically around the judgment calls HR business partners make every day, not a generic leadership program with an HR label on it.
You can find the full program details on the Using the Coach Approach for HR page.
We built this one for you.
Meet our resident HR expert
Jeff Green, CPHR, CEC, is Vision Coaching's resident HR expert, and he knows the job from the inside. His path to leadership coaching spans 30 years, seven career paths and three companies, including HR at Delta Hotels and more than 17 years at J.D. Irving, Limited. He completed his Graduate Certificate in Executive Coaching at Royal Roads University and is a Certified Executive Coach.
Jeff believes every person deserves a great leader, and that includes the people in HR who spend their days developing everyone else. Read Jeff's full bio.
The Vision Team
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