Do you want to make the most of your investment in coaching?

Over the past 10 years, whilst working within organisations across the private and public sections, we have seen coaching grow rapidly.

Because of these experiences we were keen to explore and identify critical success factors to enable organisations that we work with gain the most return on their investment. This work has resulted in the identification of critical success factors, which we use when helping organisations set up a coaching proposition to deliver results.

Here are our top 10:

  • Coaching strategy – a coaching strategy has been developed to link coaching not only to the HR and L&D strategy but also the business strategy
  • Definition of coaching exists – the purpose and use of coaching has been clearly defined. This includes the expected outcomes too, e.g. coaching being linked to high potential development so it is not seen as remedial. The organisation has also made a clear decision on the type of coaching they will use, e.g. external, internal or line manager as a coach
  • Triangular goal setting – goals for a coaching programme have been agreed between the manager, client and coach. Coaching is therefore seen to support the achievement of business goals.
  • Learning culture – the learning culture of the organisation is strategically focused on workplace development rather than classroom so is conducive to coaching.
  • Sponsorship – leaders of the organisation sponsor coaching activity and role model coaching behaviours; they are coached and coach others. There is also a senior figure head sponsoring the coaching proposition.
  • Alignment with other people processes – mentoring, development programmes, performance management, reward and talent management systems and processes have been aligned and reinforce coaching activity.
  • Coaching framework – the organisation has developed a framework and or processes for the induction, selection, matching and evaluation of internal and external coaching activity.
  • Resources for internal coaches are in place – resources are in place to enable internal coaches to effectively coach in the workplace and further develop their capabilities. Examples include supervision, development centres and continuing professional development events.
  • Coach assessment – robust and objective assessment processes are in place for internal and external coach selection.
  • Management of coaching provision – the organisation has dedicated staff responsible for the coaching provision. These members of staff have high levels of knowledge regarding coaching practices.

If you manage a coaching provision – how many of the above do you have in place?

Want more insight on how to move forward? Get in touch with us to find out how we can help.