Prof. dr. Nick van Dam

🤝 New research: How #GenAI is reshaping #HR — but the path is complex 👇 We just published a practice-informed review based on 2024 Summit with Chief Human Resource Officers (CHROs) from #Fortune500 companies and leading HR scholars 🔍 🔄 GenAI is disruptive *and* transformative GenAI is reshaping work, especially white-collar roles, requiring constant reskilling. ⚠️ Challenges demand leadership Employee resistance and trust issues are real barriers. Ethical risks (bias, surveillance, hallucinations) require governance, transparency, and human oversight. Data quality is now a strategic asset — those who harness it win. 🧭 HR’s role in the AI frontier HR leaders must lead strategically, culturally, and morally in this GenAI journey. We call for bold, use-inspired research that bridges theory and practice. This opens up to explore GenAI as a new technology in HR. This should span: (i) recruitment & selection, (ii) training & development, (iii) performance management, (iv) job/work design, and (v) compensation & benefits. Full text: https://lnkd.in/dBkbFpPR with Anthony Nyberg, Deidra Schleicher, Brad Bell, Corine Boon, Peter Cappelli, David Collings, Joe Dalle Molle, Barry Gerhart, Yoojin Jeong, Audrey Korsgaard, Dana Minbaeva, Rob Ployhart, Prasanna Tambe, Ingo Weller, Patrick Wright & Valery Yakubovich CC: LMU Munich School of Management | Munich Center for Machine Learning | AI-HUB@LMU | BAIOSPHERE

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Fresh researched article about the evidence behind different coaching approaches and how to choose your interventions with the evidence we now have. And: how can we adapt our interventions to the different clients / issues that we meet? Enjoy! #executivecoaching #coaching #leadershipdevelopment #research #interventions #philosophyofcoaching

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Based on the research insights of Dr. Jef van den Hout, we teach and practice his principles for creating high performing teams, expanding on them with rituals and practices that leverage emerging technologies to increase effectiveness, well-being, and performance. Read the article here: https://bit.ly/47jmXr5 by Chris Heuer, Team Flow Institute #TeamFlowInstitute #HealthAndWellness #HeartHealth #MedicalCommunity

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Important new AI coaching research published: Which coaching approach works “best” in an AI coaching chatbot: GROW, Solution Focused or CBT?   According to existing research it doesn’t matter what coaching approach a human coach uses, the outcomes are all similar (https://lnkd.in/d9JDDt_9). This is quite a statement given all the various claims made in popular press about the superiority of certain coaching approaches over others.  It is of course very difficult to conduct such research because you need large sample size (many human coaches) and control for coach variability among others.   As I have stated before, AI coaching chatbots provide a wonderful simulation laboratory to investigate these difficult-to-study human coaching aspects. This notion inspired the present study where we created 3 AI coaching chatbots that each used one of the three most popular coaching approaches: GROW, Solution Focused and CBT. We conducted the “gold-standard” randomized controlled study using close to 600 participants.  We measured goal attainment, working alliance and technology adoption over two time points 1 week apart.   The results show that the CBT-based chatbot outperforms the other two, even though it arguably demands high cognitive engagement from the user and works on a deeper level. To me this suggests that people are willing to engage on deeper levels with AI than we thought. I also love the fact that we now have more and important empirical evidence to guide the way we design AI coaching chatbots. And the fact that this study adds to our understanding of how AI coaching differs from human coaching. I think this finding can potentially shape the way AI coaching chatbots are designed going forward.   Keep in mind that all studies have limitations and that all results and findings must always be interpreted within the limitations and scope of a study.   Thank you to EMCC Global for sponsoring this study and to my co-researchers Rebecca Rutschmann and Jonathan Reitz, MCC, ACTC . With more sponsorships and collaborations like this we can more rapidly expand our current limited understanding of AI coaching.   Let’s keep researching!   You can read the paper open access here:   https://lnkd.in/dsBzHukC International Coaching Federation EMCC UK Stellenbosch Business School Stellenbosch University

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💡 What's happening in the coaching industry? In this first call with the AI Coaching Coalition Europe animated by Susan Caesar from International Coaching Federation and members Smaranda Dochia Antonella Santini Anke Paulick, MBA, PCC (ICF) Ozlem Sarioglu, MTP, PCC Harry Novic Bryan Kramer Joachim Döninghaus Kaumudi Goda Charlotta Hughes Panos Malakoudis, ACC, EIA Hartmuth Gieldanowski, CPCC, ORSC, ACC James E. Varnham, FLPI We are identifying some of the challenges for integrating AI into coaching and working towards ethical use of AI into coaching. One of the first issues I see was to get a common agreement on the definition(s) of coaching, with the different bodies: ICF, EMCC, AC, and research. In this way, speaking about integration would become easier to: 1) speak about coaching 2) speak about AI in coaching 3) integratin AI into coaching 4) develop the right level of guidelines or guardrails in terms of ethics, inclusion etc. And you, if you are in the coaching industry, what do you think, what would you like us to look at? Let us know in comments! #AI #Coaching

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What if the future of coaching isn’t just about scaling services—but about expanding access through cultural relevance and collective intelligence? The new ICF Coaching Futures Report 2026 explores four possible futures for coaching, shaped by five emerging drivers and signals of change. Download the report here: https://lnkd.in/e6_rs3Gi #ICF #TLI #CoachingFutures #FutureOfCoaching #FuturesThinking #Coaching

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💡 Artificial Intelligence: Enhancing Executive Coaching & Stakeholder-Centred Leadership The executive coaching profession is undergoing a quiet revolution, and AI is at its core. In my latest article for ANSE, I examine how AI and data-driven tools are transforming executive coaching, supervision, and training. [My greatest thanks to Jazz Rasool, Jeanne-Elvire ADOTEVI BILIES CPCC ACMC ISNS ESQA-EMCC, Kristina Urbanc, Brandon James Mergard - Marshall Goldsmith Coaching and Andrea Wheeler for their support in developing this article] The article includes: ✅ How AI supports (not replaces) human connection ✅ Why supervision and stakeholder feedback remain critical ✅ How approaches like Marshall Goldsmith’s Stakeholder-Centred Coaching adapt to a tech-enhanced world ✅ The ethical and practical role supervisors must play ✅ And what every coach needs to know about using AI effectively 📌 This is essential reading for coaches, supervisors, and C-Suite leaders navigating today’s complex leadership landscape. ➡ Read the full article: https://lnkd.in/egjTP5Tz #ExecutiveCoaching #AIinCoaching #StakeholderLeadership #MGSCC #CoachingSupervision #LeadershipDevelopment #ArtificialIntelligence #ANSE

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What does it mean to get real value from supervision? Yesterday I facilitated a #Coaching #Supervision Community of Practice session for International Coaching Federation. The main presenter was Leen Lambrechts-Noël - MCC, Accredited Coach Supervisor, joined by three supervisees on the panel: Isabelle Suy, Roula Eid , ORSCC , PCC, ACTC, and Leïla Minten. Together we focused not on theory but on the supervisee perspective. That shift opened a new kind of conversation. The theme that kept returning was our #humanity. (BTW great alignment with the latest ICF Code OF Ethics). We often expect perfection from one another, yet supervision is where vulnerability shows up. As Roula said, the best way is to leave #ego outside the room and bring only the human inside. The chat lit up with responses, showing how strongly this point landed. What made the session even more powerful was Leen’s openness. Despite her experience as a coach, supervisor, and leader of the supervision community for five years, she spoke candidly about her own missteps in supervision. That honesty gave permission for others to reflect on their own challenges. The feedback we received confirmed it. People left touched, moved, and more curious about how to approach supervision as a space for being fully human. Thank you Kathleen Stinnett, MCC, Larissa Thurlow and Daniela A. for co-creating this experience!

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Where is coaching headed? Will AI-driven platforms lead the way? Or will human connection and culturally grounded practices define the profession? The 2026 ICF Coaching Futures Report explores four possible scenarios for the next decade and the forces shaping each one. Inside, you'll find: ▪ Five drivers of change affecting coaching access worldwide ▪ Practical guidance for evolving your practice ▪ Reflection tools to help you think strategically about what's ahead The future isn't fixed. But we can prepare for it. 📥 Download your copy: https://lnkd.in/eF-Aae2s

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How much do wellbeing initiatives really impact on the adverse effects of organizational change or are they just 'wellness washing'? It is time we took a look at how wellbeing initatives really impact on the effects of organizational change. This means addressing some of the beliefs that pervade wellbeing in many organizations. ⚠️ Belief 1: Wellbeing is an extra benefit Yoga classes, free fruit and discounted gym memberships have become the main staples of wellbeing. Although such initatives might provide employees with a short-term health kick, they fail to deal with the systemic causes of stress and burnout caused by organizational changes. ✅ Organizational Change Wellbeing initiatives need to consider organizational issues such as: How change interventions are designed, led, implemented and sustained. ⚠️ Belief 2: Workplace wellbeing means employee health Organizational Change Wellbeing is more complex than just employee health. It includes the following dimensions: ▶️ Evaluative wellbeing – how satisfied people feel about the change overall. ▶️ Affective wellbeing – how people feel day-to-day while working on the change (stressed, anxious, energetic, engaged). ▶️ Eudaimonic wellbeing – whether they find meaning and purpose in the change. ✅ Organizational wellbeing interventions need to focus on more than just health. They need to address issues such as leadership behaviours, organisational culture, and job redesign. ⚠️ Belief 3: A wellbeing strategy is lots of activities Constantly bombarding staff with wellbeing activities which it is up to them to sign up for (or not) is unlikely to address the the root causes of the stresses and strains of organizational changes. ✅ An Organizational Change Wellbeing strategy needs to align with the priorities of the change and should be considered at an individual, team, and organisational level. ⚠️ Belief 4: Wellbeing is HR's responsibility Making wellbeing the responsibility of HR alone is one of the reasons so many initiatives fail to gain any traction. ✅ Organizational Change Wellbeing should be a strategic priority, with senior executive ownership and accountability. These beliefs are not just misunderstandings but represent missed opportunities to design and implement organizational changes in a way that prevents harm. Checkout Chapter 8 of my book on 'Managing and Leading People through Organizational Change' to find out more about how to ensure positive wellbeing. Well worth reading is the Business Insight written by David Howell who discusses the impact of change on the wellbeing of the Metropolitan Police Force. Jessica Crow Nicole Gahagan, EdD Camilla Hemström Nick Kemp Kimberly Shaw Hayden Swerling Kogan Page HR Insights Durham University Business School Ann-Marie Blake Juna Jumaa Raghava Manglik Julia Wittlin Hendy HARIANTO Nilesh Patel Matt Knibbs

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