Outcome 1 
1.3 - Present the case for using coaching or mentoring to benefit individuals and organisation performance

Making the case for coaching: Does it work?

Jessica Jarvis (cipd – Chartered Institute of Professional Development)

www.cipd.co.uk

• Nine out of ten organisations use coaching by line managers

• Two out of three organisations use external coaches

• 84 per cent regard coaching by line managers as ‘effective’ or ‘very effective’

• 92 per cent judge coaching by external practitioners to be effective.

 

% who agreed

 

Coaching can deliver benefits to both individuals and organisations

99

 

Coaching is an effective way to promote learning in organisations

96

 

Coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace

93

 

When coaching is managed effectively it can have a positive impact on an organisation’s bottom line

92

 

 

 

But, some large issues remain …

• Few organisations have a strategy

• Only 5 per cent claim to have ‘all’ their line managers trained to coach

• Very little evaluation is taking place

• Confusion over terminology and standards Unless coaching is managed and designed effectively, the results may not measure up to expectations.

 

Internal coaches  

A one-to-one developmental intervention supported by the organisation and provided by a colleague of those coached who is trusted to shape and deliver a program yielding individual professional growth’ (Frisch, 2001)

Conditions for effective coaching

• An appropriate culture is vital

• A coaching culture?

• CIPD (2004)

          • Buy-in of senior management

          • Committed and motivated managers who were rewarded for coaching

          • Adequate resources

          • Encouragement and support for learning

          • Understanding of employee preferences

          • Clear strategic intent

 

 

 

 

 

 

 

 

 

 

 

 

 

See below for more on the ROI of coaching.

 

How can we measure the return on the investment in coaching?

 

Some typical coaching scenarios.

Self‐Management

 

1. increasing self-awareness

 

2. effective communication and negotiation

 

3. managing conflict

 

4. managing time and energy

 

Moving to a new role

 

1. the first 100 days in the new role

 

2. developing a presence

 

3. managing personal impact and credibility

 

Career management

 

1. influencing at all levels

 

2. exploring future possibilities

 

3. shaping roles

 

4. recovering from a derailment

 

Managing change 

 

1. preparing for a change in the work 

 

2. the impact of the change on your role 

 

3. the impact on your direct reports 

 

4. being a change agent

 

Managing people

 

1. dealing with challenging people

 

2. providing appropriate leadership

 

3. coaching team members

 

4. managing performance

 

 

Within each scenario are many possible attitudes, approaches and behaviours that can be addressed by the coach and coachee. Merrill Anderson describes a coach’s work as “creating insights that lead to meaningful actions that release potential in people and the organisation.” Those meaningful actions can be observed, examined and measured.

Common questions and misconceptions about coaching.

1. Have a vision and purpose. Identify what it is the organisation wants to change by implementing the programme.

1. Does coaching take a lot of time?

It doesn't have to. If the coach is experienced and the coachee is willing, the process can be quite rapid. Equally you can have quick coaching conversations outside of formal settings.

It could be argued that an hour a week spread over a few weeks is not really a huge amount of time for the benefits it can create.

2. Isn't coaching just for underperformers, not for successful people?

Coaching helps the good and the best get even better. Coaching works best for motivated performers who want to achieve even more or who may feel “stuck" in certain areas of performance or behaviour. Coaching is often used to support good performers who are facing difficult challenges. Leaders moving into new roles with greater responsibility are often avid users of coaching. Coaching is less successful as a last-ditch effort to “save" someone. Poor performers tend not to take coaching seriously and may even resist being coached. They rarely deliver a good return on the coaching investment.

3. Isn't coaching the same as mentoring?

Mentoring is usually informal, open-ended and intended to provide advice and answers to questions about the organisation. Coaching has clearly defined goals, time limits and mutual accountabilities. Coaches don't give you answers or tell you what to do; coaches help you discover answers for yourself.

4. Isn't coaching only for senior people?

It shouldn't be. On open culture of coaching can mean that there are coaching conversations on an everyday basis and anyone can benefit from it.

Homepage

1.1 - Context, definition and difference 

1.2 - Barriers to using coaching 

1.3 - The case for coaching 

2.1  - Knowledge, skills and behaviour

2.2 - Effective communication 

2.3 - Responsibilities to manage relationships

3.1 - Review a model or process 

3.2 - Rationale for contracting 

3.3 - Exploring expectations and boundaries 

3.4 - Rationale for supervision 

4.1 - Review elements required for integrated coaching

 

4.2 - Analyse how benefits evaluated 

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