SAVE | EMAIL | PRINT | MOST POPULAR |  RSS | | REPRINT
|
Coaching Can-Do
July 02, 2008
By Margery Weinstein
Getting a little help from those who've been there before—assuming they actually know what they're doing—can come in handy. Now there's evidence that, in addition to the weary worker receiving the tips, coaching is a boost to the whole company. Coaching used to carry a stigma because it was more frequently directed at problem employees. Today, it's more likely a sign the employee is on the fast track, and the organization is serious about raising performance levels and developing talent, according to a global study of 1,030 managers and executives commissioned by American Management Association (AMA) and conducted by the Institute for Corporate Productivity. Here are some of the study's key findings:
• When asked about the groups their organizations coach, 60 percent of respondents say coaching involves high-potential employees to a high or very high extent, and 42 percent say the same about executives. By contrast, 37 percent say they coach problem employees to such a high extent.
• Respondents from organizations that use coaching more now than in the past are more likely to report two kinds of advantages: They are more likely to state their organizations have higher levels of success in the area of coaching, and they are more likely to say their organizations are performing well in the market.
• The study finds that raising individual levels of performance is the No. 1 reason for using coaching, and that using coaching for this purpose is highly correlated with the success of coaching programs.
• Sending potential coaches to external development programs is more strongly correlated with overall coaching success than more internally focused methods. Yet, those external programs are less commonly used, suggesting strong consideration needs to be given to using external coaching programs to enhance internal results.
• The more a company has a clear reason for using a coach, the more likely its coaching process will be viewed as successful. The more frequently respondents report using a measurement method to gauge coaching effectiveness, the more likely they are to report success in their coaching programs. The measurement methods most strongly linked to success are individual increases in productivity, impact on engagement, satisfaction with the program, and bottom-line effects on the business.
• Survey participants were asked to what extent their organizations used certain criteria to match coaches with coachees. By far, the most frequent basis for matching is the coach's expertise. Almost three-quarters of respondents (74 percent) say matching decisions are—either frequently or a great deal—based on finding a coach with the right expertise to address specific issues.
• The study also shows it pays to interview coaches. When asked about the criteria they use to select coaches, only 54 percent say they interview potential coaches frequently or a great deal. Yet, this basic step is more correlated with reported success of coaching than any other selection strategy. Both time and money are wasted when organizations fail to invest time up front matching employees with coaches.
What are you doing at your company to ensure coaches provide coachees with information that will truly help them progress in their careers? Join the discussion on Training Day.
Note: Even managers need coaching—especially during times of change. Read "Productivity Coach's Corner: Making Changes" to find out how you can best initiate staff transitions.
|
SAVE | EMAIL | PRINT | MOST POPULAR | RSS |
|
|
| Back to Marketing Index |
|
|
