Internal Coaches

ROI for Internal Coaching

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Internal Coaches are being developed in organization as a means of making coaching methodology and capability available to more staff. The C-Suite typically has access to external Executive Coaches, but it is cost prohibitive to provide this type of coaching to others below this level. The solution – create your own cadre of coaches. But how would one calculate the ROI on such an initiative? Let’s look at this in qualitative and quantitative terms.

Qualitative

  • Skills – Undoubtedly there would be an addition of skills that would allow both the new coaches and those being coached to see and experience the effectiveness of such an approach. This would lead to higher levels of confidence both in terms of helping themselves and others.
  • Behavior – The essence of the coaching approach provides for a behavioral mindset based on helping and developing other people. This in turn fosters far greater teamwork, sharing of ideas and higher levels of performance all of which that can be observed in how people show up and interact with each other.
  • Commitment – New coaches, and those impacted by it, would also feel a greater connection with the company for making the investment in their development and promoting a much more collaborative approach to problem solving and managing the business.

Quantitative

  • Retention – Employees who are supported by coaching will have an opportunity to address their concerns (caring) and development (improving) which in turn will enhance their confidence and commitment to the organization.
  • Engagement – By working in a more positive environment which is supported by direst coaching, people will feel more aligned with the organization and motivated to getting the job done.
  • Productivity – Coaching can very effectively support cost reduction and innovation initiatives by providing the structure, support and accountability necessary to realize positive results.

 

Can Internal Coaches work with Senior Staff?

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Popular belief would have it that Senior Executives would only consider being coached by somebody external to the company. External coaches do have some significant benefits such as it’s their dedicated profession, confidentiality is king and they are very removed from the outcome (and can be objective). So how can Internal Coaching overcome some of these concerns?

According to Marshall Goldsmith and together with some work done at GE Capital, they found that Internal Coaches could work with senior executives if they met the following criteria:

Confidentiality (Trust)

The executive needs to be able to trust the coach whole heartedly that the contents of their discussions will remain between them. Any doubts in this regard and it will be a total waste of time and money; and a backward step for all involved.

Credibility (Experience)

The executive must believe that the coach has sufficient knowledge and experience to me able to relate to the issues and challenges brought forth. Not unlike the selection process for an external coach, the coach must be able to demonstrate this. Read more

Calculating ROI for Internal Coaching

by necoaching necoaching No Comments

Internal Coaches are being developed in organization as a means of making this methodology and capability available to more staff. The C-Suite typically has access to Executive Coaches but it is cost prohibitive to provide this type of coaching to others below this level. The solution – create your own cadre of coaches. But how would one calculate the ROI on such an initiative? Let’s look at this in qualitative and quantitative terms.

Qualitative

Skills

Undoubtedly there would be an addition of skills that would allow both the new coaches and those being coached to see and experience the effectiveness of such an approach. This would lead to higher levels of confidence both in terms of helping themselves and others.

Behavior

The essence of the coaching approach provides for a behavioral mindset based on helping and developing other people. This in turn fosters far greater teamwork, sharing of ideas and higher levels of performance all of which that can be observed in how people show up and interact with each other.

Commitment

New coaches, and those impacted by it, would also feel a greater connection with the company for making the investment in their development and promoting a much more collaborative approach to problem solving and managing the business. Read more

What HR Type Make The Best Coaches?

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In very general terms Human Resource personnel typically fit into one of the following broad categories:

  • Process Oriented: They normally specialize in areas such as payroll, benefits, recruiting, etc. They apply a very systematic and sometimes rigid approach and for the most part they see things as either black or white. They are typically most concerned about the outcome from the company’s perspective.
  • People Oriented: This group more typically aligns with areas such as performance, discipline, training, etc. They are generally seen as flexible and more people friendly. They have this knack of been able to assess the situation and work out a diplomatic solution. However their outcome concern has more to do with the person than the organization.

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Success Criteria for Internal Coaching

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Many organizations are developing Internal Coaches as a means of making this resource available to their staff. The use of External (Executive) Coaches, though it can be very effective, is not always an affordable option and creating an internal resource is helping to address this.

In a recent paper by Ruth Donde and David Rock of Result Coaching Systems, they highlighted how one can measure the effectiveness of training internal coaches. Read more