Getting the most out of coaching programmes
Executive coaching programmes deeply impact the development of your high potentials and your whole organisation. As HR professional you risk however that the ROI might be low if you leave the success of such programmes to chance. To manage coaching engagements effectively is crucial for obtaining the expected results.
So how to establish a well-thought programme that enables you to evaluate your engagement afterwards? Here our six steps:
The objectives of your coaching programme should support your business goals. And they should also correspond to your corporate culture and values. So define the top priority goals of your businesses and review the strategic plans of your organisation. Then align the coaching programme with those goals and plans.
After you’ve analysed your business goals and strategic plans you are ready to set the pre-conditions to decide who should receive executive coaching and who not. You also need to decide (together with line management) what level of coaching you want to offer and how long the programme should last (typically six months to a year).
At this stage you should also select the best assessment tools. Choose those that are easy to handle and which allow to collect both pre- and post-data easily (such as 361° feedback, 4LS evaluations or other surveys).
Define what skills, business experience and references your coaches should have. Once you’ve made a shortlist of coaches you like, tell your coachees to have a first, non-binding meeting. Give them the opportunity to check at least two coaches before they take their decision.
Once coach and coachee have been matched it’s time to arrange a joint meeting with both of them plus the coachees manager. It’s the goal to ensure that all three parties agree on the target and focus of the coaching programme.
During this meeting the coachee describes what is crucial for him and his manager shares his own point of view. It’s also agreed that the coach will report back periodically to the coachees manager to inform him about the general progress. Yet, the coach should make clear that specific issues remain confidential between him and his coachee.
Coach and coachee should design an individual development plan that links the coachee’s actions to your business goals. The development plan is focused on concrete results and serves as basis for each coaching session (for example: The coachee will learn effective delegation skills that will result in a 15-percent increase in productivity by the end of the fourth quarter.).
The last step is to draft and implement an evaluation process. This helps you to collect relevant data and to prove the ROI to your C-level-manager. Here some questions which may guide you: What was the coachee’s feedback to his coaching engagement? How satisfied was he with the effectiveness of his coach? What did the coachee learn as a result of the coaching engagement? Which behaviours changed as a result of the coaching sessions? What positive impact to the business were observable?
The evaluation should take place in the middle and at the end of the coaching engagement. You can also measure its’ effects longer term and expand it to further criteria like retention, promotions or mentorship.
Krauthammer workbook, Impact coaching
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