HR Directors differ in ‘coaching’ approach

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Recent research claims that HR directors evaluate coaches and their programmes in very diverse ways.

Fairplace, experts in talent and career management say that HR professionals looking after more than 9,000 employees agree that a coach’s ability to establish a good rapport with the coachee is the key quality.

Involvement varies between organisations too. Some businesses are involved in needs analysis, objective setting and measurement while others are happy to leave the coach and coachee to their own devices.

Philip Pirie, who conducted the research on behalf of Fairplace said: "We were very surprised by the diverse approach companies are taking toward coaching."

"Large companies have generally bought into the benefits coaching can bring to an organisation. Having a coach is now seen as a status symbol rather than a stigma, and this places an onus on the HR function to maximise these benefits"

The research also highlighted:

  • The perceived need to provide evidence that coaching represents good value for money
  • Coaching must be conducted in a confidential manner
  • Increased coachee’s awareness of self and others
  • Psychology theory plays a small part in the coaching process
  • There is considerable room for improving the way in which the impact of coaching is reported back to an organisation

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