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.

中文翻译：

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参与者如何在公司重组和裁员过程中进行教练干预：使用解释性现象学分析进行的定性研究

摘要公司重组和裁员对于所有受影响和涉及的人来说都是一个敏感问题，因此采取各种策略来应对这种情况。在这种情况下，教练干预作为支持策略的使用在实践中并未得到足够的重视。在本文中，从业人员研究人员使用解释性现象学分析方法对定性研究的细节进行了介绍，该现象学分析是对公司重组和裁员期间进行的教练干预的参与者经验进行的，对六个经理和人力资源业务合作伙伴进行了三个月的五个会议。培训结束后两到三周，使用半结构化问题进行了定性研究访谈。从参与者的经验中确定的主要主题是：（1）学习并认识到教练作为管理工具的作用；（2）正确认识和看到教练干预的正确时机，以及（3）发挥教练在逆境和前进中的有益和支持作用。这项研究有助于我们了解在公司重组和裁员期间受过培训的员工和高管的经验。