Managing External Coaches

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Managing external coachesPractical tips for HR

Questions this tool is designed to help you answer What does managing external coaches involve for HR?How do I get started? Who does what?

How can HR add value in coaching? How do we know if coaching is working? How can we work effectively with our stakeholders in coaching?


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CoverBenefits of thistool

Description of thetool

Managing

Getting started

managingcoachingCoach selectionManagingthe supplier

your coachesEvaluatingcoaching

engagementsConducting an

coaching in yourorganisation

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Introductoryexerciseexternal coaches:

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Benefits of this tool

Key benefits of this toolFor you:

How can HR add value in coaching? How do I get started? Who does what? How do we know if coaching is working?

For your organisation: Accelerate the development of key talent.

Who is this tool for?

What does managing external coaches involve for HR?

How can we work effectively with our stakeholders in coaching?

Achieve targeted, well-managed investment in the people and roles with the

greatest impact on business success.Raise the bar and ensure high-quality coaching at reasonable costs.

Enable shared accountability for coaching between line managers, HR and

external experts.

HR professionals whose specialist role focuses on developing talent within their


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IntroductionThe CIPDs Training and Development Survey 2005 highlighted thewidespread use of coaching in UK organisations almost nine-in-ten of

respondents now use coaching in their organisations (88%). Coaching

has seen rapid growth, with 74% of organisations reporting that their

organisations use of coaching has increased in the last few years. In fact,

only 1% of respondents reported that coaching activities had decreased.

External coaches are now used by 64% of the organisations surveyed,

with their use generally being reserved for senior-level or high-potential

employees. But due to the relatively recent emergence of this development

activity, many organisations havent yet fully got to grips with the effective

management of coaching to ensure theyre realising maximum benefits of

their investment.

ThesuccessofusingexternalcoachesinorganisationsdependsonmanyfactorsthatHRcanpositivelyinfluencethequalityofcoachesselected,managersupportforcoachingengagements,well-plannedcommunicationsaboutcoachinginitiatives,thoroughevaluationandmanyothers.Becausecoachingaimstobenefitindividualsaswellastheorganisation,HRisuniquelypositionedtoaddvaluetotheselectionandmanagementofcoaches.Thestartingpointforthistoolisthat,fororganisationstoachievehigh-qualityandcost-effective useofexternalcoaches,HRneedstobeactivelyinvolvedinthemanagementofcoachingactivities.


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Description of the toolThis tool is designed to help HR professionals take practical steps toproactively manage the use of external coaching in their organisations.

The tool provides information on: How to develop a strategy for coaching Defining roles and responsibilitiesfor the different players in

coaching

Making selection decisions on coaches Managing the supplier relationshipwith coaches and holding

briefings for coaches Evaluating the success of coaching engagements Reviewing a coaching programme Planning internal communicationsabout coaching.

The terms used in this toolWHAT t


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The terms used in this toolWHO terms

An works with individuals within organisations to help

coaches can be used to assist any employee, they tend to be used for

those in senior positions or those deemed high-potential employees.

who coach individuals either on a full-time basis or as part of their

The individual

coach. The sponsoring line manager is the immediate manager of

the individual.The

overseeing the coaching engagement. The individual and sponsoring

purposes of the delivery of the coaching services.

external coach

them develop and achieve specific, identified goals. Although external

Internal coaches are coaches who are employees of an organisation

broader role in HR. Their clients are not direct reports.is the person receiving the coaching from the external

sponsoring HR professionalis the HR professional responsible forline manager are considered the HR practitioners customers for the



Managing

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Introductory exercise: Your goals forcoaching at your organisationTobeginthinkingabouthowyouwanttomanagecoachingatyourorganisation,havealookatthecurrentstateofcoachingandhowyoudlikecoachingtobeusedinthefuture.Think of this mini exercise as an ice breaker. It can be done individually or to start a

group discussion. Tick one of the answers weve provided, or note other answers that

come up.Howwouldyoudescribethecurrentstateofcoachingatyourorganisation?

I know of some engagements, but dont have the full picture.Its very popular in some parts of the organisation but other groups arent doing

much.Were just getting started.

We have some good processes in place that we could fine-tune and extend to

more areas of the organisation.Other answers ...

To manage coaching better at our organisation, we need to:Take time out to develop an overall approach.


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Managing external coaches:Getting started

This section focuses on: HRs role in managing external coaches developing your strategy for coaching stakeholders in an organisations coaching strategy.

HRs role in managing external coachesHR is accountable for guiding investments in people across a range of HR

activities such as rewards, benefits and training. In this way, managing and

evaluating coaching fits very naturally within HRs remit. The CIPD Guide,

Coaching and Buying Coaching ServicesCIPD Guiderecommends a number ofkey roles that HR should take on to manage coaching well, including:

being a knowledgeable and discerning buyer of coaching services onbehalf of the organisation

ensuring you are getting value for money managing coaching relationships to gain a high-quality service.

Th i i t id i d idi HR i l t i
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Developing the coaching strategy

The CIPDs Training and Development Survey 2004 showed that two-thirds

of survey participants (The 2004 survey looked in coaching in detail) have no

formal strategy for their coaching activitiesCIPD Survey. The benefit of having

a strategy is that it guides coaching activities according to common principles

and allocates coaching resources based on organisational needs.

Developingacoachingstrategyinvolvesagreeingsomekeypointsoncoaching: Who will be coached? When and why should we use external coaching?

Who will be coached?To develop agreement on who will be coached, a discussion of the following

questions will be useful: How does investing in (employee group/individual X) contribute to our

current and future organisation success? Which groups and types of talent make the greatest difference to our

future organisation success? If we could increase the performance of X, what difference would it

make to the business?

Where does having top talent really matter most? In which roles?Wh d h th t t b t f t d d t
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The stakeholders in developing a coaching strategyIf youre developing a coaching strategy or simply looking at managing

coaching better, here are some steps to follow: Discuss your plans with key stakeholders to explore coaching issues

that they think need to be addressed

(Worksheet 2: coaching stakeholders) Present the identified issues around coaching for senior/line managers

and or HR practitioners and get their support to look at coachingin more depth. Alternatively, your organisations annual HR planning

processes may identify the need to look at coaching. Bring stakeholders together to identify current involvement, common

concerns and objectives for the coaching strategy.

If you work within a large organisation, consider creating a coachingstrategy team. You can then develop a team charter that explains:

deliverables, members, sponsors, stakeholders, timeframe and successmeasures.Use the worksheet 2 to get to know your stakeholders. Add other people you

think you need to involve. The example of an HR director has been completed

to help you get started.The stakeholder analysis will be useful in identifying which stakeholders to

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Key processes for effectively managingcoachingIn this section, our resources will help you in:

defining the roles of stakeholders developing processes to support external coaching.

To define the roles of stakeholders, youll find it helpful to have considered our

Getting startedsection. This way, youll define stakeholder roles within youroverall plan for coaching at your organisation.

In addition to the information in this section, youll find more detailed

information on coach selection processes inCoach selectionsection.

Defining the roles of stakeholdersBefore working on the details of process steps, consider how you needstakeholders to support coaching in your organisation:

Whats the mindset youd ideally like them to have about coaching? To successfully implement your coaching strategy, what behaviours do

you need from stakeholders?H d t ti fit ith th i ll l t i ti


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Developing processes to manage coaching activitiesThe figure below shows how the development of processes to manage

coaching activities fits with your work on developing a coaching strategy and

implementing a coaching programme.

Implement strategy: l l

activities

Establish pool of coaches

Implement coaching

communications

Setcoaching

strategyEvaluateand

Definero esofstakeho dersDevelop key processes to

manage external coaching

programme, using internal

improve

There is a core set of processes and roles that are needed to manage coaching

well. In the rest of this section youll look at a sample sequence of steps

that are representative of the practices emerging and in place at leading

organisations and in publications on coaching.

The sample processfor a coaching engagement gives you a starting point. Use

it t


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Coach selectionThis section shows you:

a sample selection process common requirements in coach profiles possible standards for setting the profile of a coach who is qualified to

coach at your organisation stepsyoumayconsiderestablishingaspartofyourcoachselectionprocess.

The CIPDs Training and Development Survey 2004 reported that one of the

main concerns of HR buyers of coaching services is the difficulty in finding and

selecting external coachesCIPD Survey. Nonetheless, it is important to keep

in mind that many of the skills held by HR practitioners such as selection

interviewing lend themselves to effectively managing coaching relationships.

Sample selection processThe CIPD guide Coaching and Buying Coaching Services presents an example

of a coach selection process:

St 1 St 2 St 3
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A note on rationalisation

Some organisations, on finding that they have large numbers of

organisations, have undertaken a rationalisation of their coaching

coach in the organisation.

qualifications.Coach briefingssection

suppliers.

coaching suppliers with diverse backgrounds working within their

pool. The purpose of the rationalisation exercise is typically to

implement newly agreed standards for what constitutes qualified to

The rationalisation exercise is essentially a re-selection of existing

providers and selection of new providers against a set of agreed

standards. The exercise also allows providers to consider the

standards and opt out. The organisation may discontinue their work

with some suppliers because of issues relating to fees, approach or

If youre considering a rationalisation, our

contains useful information on communicating with your coaching



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Coach profile and standardsThe checklist below will assist you in clarifying your requirements and setting

t d d f h h tli t X d t t d d th t HR ill d t


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Recruiting coach candidatesAs the CIPD Guide, Coaching and Buying Coaching Services, recommends,

the coach profile serves as the basis for deciding which coaches you want to

recruit. The Guide also lists several options for sourcing coaches. In addition to

these, you may find it useful to contact the following: HR practitioners and, through them, line managers. They may be aware

of coaches already working in the organisation who would qualify

for the shortlist and who could be added to the pool for additional

engagements. Current coaches. Some of your current coaches may make referrals for

other coaches who might also meet your profile.

Making shortlist decisionsUsing the agreed profile, HR typically uses a paper- or web-based review of

coach CVs to set the shortlist.

Worksheet 4shows an example of how to decide whether to keep coaches onyour shortlist or not.

Invitation to interviewCoaches included on your shortlist must be interviewed. Pre-interview

communications with shortlisted coaches are essential to a well-managed and

positive selection process. These communications typically cover:
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A coach briefing session held at this stage of the selection process might, for

example, include, in this order:

1 Welcome and introductions2 Overview of the organisation3 Business challenges for executives likely to be coached4 Organisation coaching strategy and selection process5 Key development programmes at your organisation6 Questions and answers.

Interviews and other selection activitiesInthisstageofselection,yourgoalsaretypicallytounderstandthecoachsexperience,approachandskillsingreaterdepthinordertojudgeherorhissuitabilityforthedifferenttypesofcoachingassignmentsatyourorganisation.Mostorganisationswillconductatleastoneface-to-faceexploratoryinterviewofshortlistedcoaches.Increasingly,organisationsarealsousingtwoormoreoftheactivitieslistedbelowtoqualifyashortlistedcoachfortheapprovedpool.Activity A: Exploratory interview

Conducted by the majority of organisations, typically by an HRprofessional or HR panel knowledgeable about the coaching

programme and selection process. In-depth exploration of coaching experience eg challenges the coach

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Requires agreements on individual confidentiality and means tomaintain confidentiality. For example, individual responses may be

coded to indicate coach, type of organisation and individual level inorder to protect the identity of the individual.

Activity D: Behavioural interviews A more focused interview in which the interviewer probes responses for

the coachs underlying skills. The interviewer might consider behaviours such as:

- how well the coach responds to new information- how the coach role-models skills such as active listening and feedback- how the coach modifies their behaviour in the interview.

Allows direct observation of some of the coachs competencies, but notnecessarily the full range of competencies that would be applied in an

actual coaching session.Activity E: Sample coaching session

Sample coaching sessions may focus on:- the real issue of a volunteer participant

- specific aspects of coaching eg contracting, dealing with resistance

etcH h h k i h i f i id d h i di id l


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If you consider some steps more important than others, the results fromeach step may be assigned weights. However, this will complicate the

process. This quantitative scoring may also be unappealing to some

members of your selection team who prefer a more intuitive approach. Your decision on approval for the pool may be summarised in relatively

simple terms or include additional information that will be used in the

coach matching process.

The table below presents options for summarising your selection decisions.

Table: Options for recording final selection decisionsCoach Possible

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This table captures the end result of an important, time consuming process

and contains information needed for successful deployment of coaches within

your organisation. It is important to present this information clearly and to

ensure its availability to those who are involved in coaching engagements.Refer to the sample process/role outline to check which players in coaching

engagements will need this information on approved coaches.

A note on linking selection and matching

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individual.

coach list or database on this and other criteria.

You can link the selection of the pool with the matching of

approved coaches to individuals. For more information on matching

seeC PDGu de,Coach ngandBuy ngCoach ngServ cesCIPD GuideBy creating this link, you can rapidly find a set of approved coaches

from the pool who could meet need the needs of a particular

This approach is based on a common set of characteristics thatare used in both coach profiles and individual request forms about

potential coaches. It requires a means for individuals to search a

list or database of approved coaches by these characteristics. For

example, a coach profile might indicate that the coach has extensive

experience in global organisations; an individual may search the
http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1


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Managing the supplier relationshipwith your coachesThis section covers coach briefings ie sessions that you may hold with your

suppliers of coaching (both new and experienced suppliers). It includes

information designed to help you: Consider how you want to manage supplier relationships. Plan coach briefings. Use coach briefings to improve the effectiveness of coaching at your

organisation.Managing supplier relationshipsTo manage costs and ensure service quality, many companies have adopted

more formal approaches to working with their suppliers. Within this broader

trend towards active supplier management, companies are also increasingly

using more proactive approaches to working with suppliers of coaching.

These more proactive approaches to coaching can help your organisation in

three important ways: You can better cope with the increased supply of coaches marketing

their services to the organisation. They help you better communicate your approach to coaching your


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Planning coach briefingsWhat should a coach briefing cover? Use this worksheet to help you define

your objectives for a briefing session.

Objective for coach briefing Priority(high/medium/low)

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Planning the briefing agendaHeresaworksheetoftopicsthatarecommonlycoveredatbriefingsforneworexperiencedcoaches.Byusingthisworksheet,youllsetprioritiesforyourtopicsandbeginthinkingabouthowyoullcoverthetopic.Onceyouvecompletedtheworksheet,youcanthensetthesequenceoftopicsforthebriefing.Worksheet: Briefing session agendaPriority:H = High M = Medium L = LowApproach:P=presentation Q&A=openquestionsandanswers G=small-groupworkUse the worksheet to plan the topics you will cover at briefings, how these

topics would best be covered, who is best suited to address a topic and the

time needed for the topic. As you may find there are several topics to cover,

use a simple rating of priority (H, M L) to identify the most important topics

for a specific briefing. For each topic, consider whether an approach such as

a presentation (P), open Q&A session (Q&A) or small group work (G) would be

most effective in dealing with the topic.Briefingtopic Priority Approach Ledby/supportedby Time

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Briefingtopic Priority Approach Ledby/supportedby Timeneeded

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2 Survey results.In small groups, coaches and organisation representatives discuss the results of the most recent climate or engagement survey. Participants note implications for coaching individuals, sponsoring managers, coaches and other stakeholders.

3 Keeping up to date.Organisation representatives and/or coaches present learnings from a

recent conference, research or publication on coaching. Or an external

speaker with expertise in a area of interest eg cross cultural issues in

coaching, presents and facilitates discussion. Participants identify ways

to use the learning to enhance their work as coaches or in managing

coaching.4 Develop evaluation approach.

If your organisation is considering a more formal approach to evaluating

coaching, the briefing might be an opportunity to partner with coaches

on developing the approach.

new coaches need to know how to get started and how to

Tips on new and experienced coachesYour

work effectively within your organisation. Theyll need to know who

to see on what kind of question. Reports of their first experiences

with your processes can highlight opportunities for improvement.


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Evaluating coaching engagements This section focuses on possible ways to evaluate individual coaching

engagements. Our later section addresses how to undertake a broader review

of the coaching programme that is delivered in your organisation.

This section shows you: key questions to consider before evaluating coaching engagements alternative ways of evaluating coaching engagements.

Planning the evaluation of coaching engagementsThe CIPDs Training and Development Survey 2004CIPD Surveyreported thatfeedback from participants is the most common form of evaluation used in

coaching. Its good coaching practice, on a session-by-session basis, for the

coach and individual to discuss the effectiveness of the coaching. Given the

increased spend on coaching, many organisations want to know more about

how well coaching is working.Assessment of the tangible benefits of coaching is critical. It is important to

establish accountability on the part of the coach, data to prove the value of

the initiative for HR and closure on the part of the individual. However, it

seems as though formal evaluation of coaching initiatives is often lacking,

with a large proportion of organisations relying on little more than anecdotal

evidence to measure effectiveness.
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Use thediscussion questions on evaluationto clarify how evaluation ofengagements would be useful to your organisation, and what level of

evaluation you want and are able to undertake.

Designing the evaluationFollowing the discussion of your objectives for evaluation, there are several

points to consider in designing the evaluation:

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The sponsoring HR professional may also participate in these discussionsor have separate conversations with the stakeholders.

To contribute to more formal evaluation, the conclusions from thesediscussions must be tracked in some way. For example, there may be a

simple bottom line question raised in the progress check such as how

useful is the coaching?2 Closing coaching engagementsThis is a more comprehensive and updated version of the progress check.

Closing may occur in two stages: the individual/coach session joint or separate discussions among individual, manager and coach.

In closing discussions, questions such as the following may be useful: How effective has the coaching been in addressing the goals and

changes we targeted? What has been most beneficial about coaching? To you? To the

business? Are there any specific business results that you think are attributable

(directly or indirectly) to the coaching?


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Here are a few survey items that work well with a 5-point scale toreflect level of agreement, where 1 = I disagree strongly; 5 = I agree

strongly:

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Thecoach ngwashe pfu nacce erat ngach evementtowardsthegoaweagreed. Th sstatementshou dbeta oredtodescr bethespec ficgoa sthatwereagreedatthestartofthecoach ng.OnestatementforeachgoaThecoach nghasbeenhe pfu nmak ngchangesthatareessent tomysuccessatwork.cons derthecoach ngofvauere at vetothefeesandt me nvested.

Coach nghashe pedmebecomeabettermanager eader.

5 Results and process survey

In addition to looking at a closing survey as above, a survey of the processes

used to manage coaching eg matching is used. Feedback on processes may

also be collected via interviews or focus groups.This approach can yield useful information for prioritising changes in the

coaching programme.

?

?

?

1


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Comparing the alternative approaches to evaluationSo, whats the bottom line? Heres a summary of the pros and cons of

different methods for evaluating engagements:

Evaluation

method Cons

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Pros

1Progresschecks

Typ ca ypartofthetr ang eestab shedbetweenthe nd dua ,coachandsponsor ng nemanagerSupportscont nuousemphas sonexpectat onsfromtheengagement

HRneedsto udgewhethertheengagementhasbeensuccessfu andass gnsometypeof abe orrat ngthatreflectsthedegreeofsuccess

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Ausefu partofthecoach ngprocessregard essofwhetherHRusesthenformat on naneva uat onexerc seornotCons deredgoodcoach ngpract ce

Requ resHRto abe theengagementassuccessfu ornot.However,th smaybeeas erthan nothermethodsasthe

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3Pre- andpost-360-

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Other earn ngsandresu tsmayhavebeenacheved ncoach ngthatarenotreflected nabehav oura surveyNod rectfeedbackoncoach,who


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Evaluation

method Cons

l i i

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Introduction



relationship with

overall review of


Sources of

Pros

5Resu tsandprocesssurvey

Prov desfeedbacktotarget mprovementsnmanagementofcoach ngPoss etocons derdr versofcoach ngeffect venessegpart pantsreport ng

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6RO dsr ch nformat onontherangeofresu tsand nd dua sv ewson nfluenceofcoach ngProducesanoutputexpressed nfinancterms

Labour- ntens ve,espec nd duaandsponsor ngmanagerpart pateSub ect veestmategnores ong-termbenefitsortheva ueofprevent ngnegat veoutcomessuchas ossofava uedempoyee


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Conducting an overall review ofcoaching in your organisationThis section shows how to plan and design a review of the coaching

programme (ie all the individual coaching engagements) in your organisation.

In contrast to the previous section, which addresses individual engagements,

this section covers a more comprehensive review, including: defining the purpose of the review setting the scope and timing of the review prioritising the areas to review drafting potential review items.

The section will be most useful to organisations in which many coaching

engagements have already been completed and some processes implemented

to manage coaching. If your organisation is relatively new to coaching, you

may also find some of the steps suggested in this section useful for assessingthe current state of coaching before making changes.

Purpose of the reviewA review that encompasses all coaching engagements as well as the

management of coaching can potentially become a large project. Its

important to agree the purpose of the review so that you:


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Scope and timing

Some organisations periodically conduct programme reviews as part of their

annual HR strategic and business planning process. In these cases, the scope,

timing and approach of the review would largely be determined by commonpractices already in place.If you propose to review the coaching programme independently of any

regular HR processes, youll need to make decisions on the following:Scope of the review

Scope refers, simply stated, to whats in and whats out. Depending on your objectives the scope of the review might include:

- specific or all areas of the organisation eg particular businesses or

geographies- specific or all types of coaching engagements and activities - particular issues in coaching eg matching or programme costs.

Timing of the review As a practical matter, consider when youre most likely to get the

support and resources needed for the review. Its also important to consider how much experience your organisation

should have with coaching before reviewing the programme. Is your


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Example review itemsUse the example review items that follow to fine-tune your thinking about

what you want to know about coaching and from whom. This sample

assumes the use of a survey, but you could also check views on these issuesvia focus groups or interviews.These examples use a 5-point rating scale of agreement:1= Strongly disagree 3 = Neutral 5 = Strongly agree

What and who Example Itemsl

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Communicating about coaching This section addresses how HR can use internal and external communications

to support the success of external coaching at your organisation. Like any

other programme offered within your organisation, you can positively

influence success by: understanding your stakeholders planning your communications strategy managing communications proactively.

You will find many of the same steps you take in communicating about

other HR programmes eg rewards, to also be effective in supporting

external coaching. But there are some unique issues to keep in mind when

communicating about coaching.

Understanding your stakeholdersIts important to have an understanding of the role you expect each

stakeholder to play in coaching. Refer to thekey processessection for tools

to define their roles. Your expectations of stakeholders will naturally influence

the communications needed to support their success in their roles.The worksheet 6 Coaching communications stakeholder analysiswill assist you

in differentiating your various stakeholders and what they do now regarding

coaching, what information they receive currently about coaching and


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i iali ivi l i lii ll

i i l iall l l i

i li i i i i i i

feedback on the changes they observe in the individual. Their views and

with your goals for coaching at your organisation. Or they may not be.

Introduction



relationship with

overall review of


Sources of

Communicating about coaching: whats so special about it?One-to-one conversationsw thpotent nd dua sandsponsor ng nemanagersarehighly effective.Manycompan esusethefu rangeofcommun cat onschanne s,butfindtheseone-to-onesespec yva uab e.So tsmportanttohaverea st cexpectat onsofthe mpactofpr ntcommun cat onsandcreate opportunities for face-to-face discussions.The key internal players in a coaching engagement the individual and

sponsoring line manager are also key communicators. They may inform

others of the coaching engagement, introduce the coach (if the coach isshadowing the individual) and invite the individuals stakeholders to give

comments are likely to have a great impact on perceptions of coaching.Some coaches may already be working with line managers in confidential

engagements that may, frankly, be out of your reach. Nonetheless, its

important to know that if these relationships exist, some communication is

already taking place about coaching. These communications may be consistent

Most HR professionals choose to focus on making broad, positive changes

in coaching, instead of seeking out potential problems in a few areas of the

organisation.

Many communications planning processes begin with a review of stakeholders

current perceptions so that communications can be targeted. If you are in


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Using your intranet to manage coachingYour organisations intranet is an obvious channel to consider for communicating

about coaching. Its important to think about how employees in your organisation,

particularly coaching stakeholders, tend to use the intranet. For example, theintranet might be their preferred source of information or the source they usually

disregard.Coaching stakeholders can also use the intranet to manage a range of coaching-

related activities. Depending on the volume of coaching at your organisation, it may

be more efficient to web-enable some of the steps in the processes you implement

to support coaching. For discussion of these processes, please see key processes

section.The worksheet below lists some of the ways you might use the intranet and will help

you plan how quickly you might want to web-enable different aspects of coaching.

Suitability for intranet Timingi i i

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After completing this worksheet, you will be able to develop a plan for

how you will use your intranet to support coaching. This plan should

consider content and functionality over the short, medium and long term.

Introduction



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DefinitionsCIPD definition of coaching

The CIPD Guide, Coaching and Buying Coaching ServicesCIPD Guideprovides

the following list of core characteristics of coaching: allows one-to-one developmental discussions provides people with feedback on both their strengths and weaknesses aimed at specific issues/areas is a relatively short-term activity, although executive coaching may have

a longer timeframe is a non-directive form of development focuses on improving performance and developing/enhancing

individuals skills has both organisational and individual goals assumes that the individual is psychologically healthy and doesnt

require a clinical intervention works on the premise that individuals are self-aware, or can achieve self-
http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1


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Definitionsinformation

CIPD guidesCoaching for the future (Book)

(Survey Report) CIPD survey

(Survey Report) CIPD survey

Forum.

detailed guidance. If you would like further information, please

consult the CIPD Library and Information Services.

Introduction



relationship with

overall review of


Sources of

FromtheCIPDwebsiteCoaching and buying coaching services (Guide)

CIPD bookstoreLatest trends in training and development

Leadership coaching (Book) CIPD bookstoreTraining and development

RelevantwebsitelinksThe CIPDs special interestCounselling and Career Management

The library holds a range of books and resources offering more

Sources of information
http://www.cipd.co.uk/onlineinfodocuments/rsrchplcypubs/guides.htm?vanity=http://www.cipd.co.uk/guideshttp://www.cipd.co.uk/onlineinfodocuments/rsrchplcypubs/guides.htm?vanity=http://www.cipd.co.uk/guideshttp://www.cipd.co.uk/onlineinfodocuments/rsrchplcypubs/guides.htm?vanity=http://www.cipd.co.uk/guideshttp://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/0852929587.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_reftrendtd.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_reftrendtd.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/085292996X.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_tdsurvey.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_tdsurvey.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_tdsurvey.htm?IsSrchRes=1http://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/about/libraryhttp://www.cipd.co.uk/about/libraryhttp://www.cipd.co.uk/about/libraryhttp://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/0852929587.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/0852929587.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/085292996X.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/085292996X.htm?IsSrchRes=1http://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/about/libraryhttp://www.cipd.co.uk/communities/forums/introhttp://www.cipd.co.uk/subjects/training/general/_tdsurvey.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/085292996X.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/training/general/_reftrendtd.htm?IsSrchRes=1http://www.cipd.co.uk/bookstore/_catalogue/LearningAndDevelopment/0852929587.htm?IsSrchRes=1http://www.cipd.co.uk/onlineinfodocuments/rsrchplcypubs/guides.htm?vanity=http://www.cipd.co.uk/guides


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How to use the toolThis tool is intended to provide practical, action-oriented guidance for HR

professionals as they increase their involvement in the management of

coaching. The tool builds on the research and recommendations presented

in the CIPD Guide, Coaching and Buying Coaching ServicesCIPD GuideAs a tool for HR professionals, it has been developed with two broad types

of HR practitioners in mind:

HR specialistsAsanHRspecialist,yourinterestsmightbetoensurethatcoachingsupportsandisintegratedwiththeHRservicesandsolutionsyoudeliver.Forexample,aheadofleadershipdevelopmentwouldtypicallyhaveresponsibilityforoverseeingtraininganddevelopmentprogrammes,theuseofleadershipcompetencymodels,andsuccessionmanagementofleaderscareers.Inthisrole,thespecialistwouldalsohaveastronginterestintheuseofinternalandexternalcoachestodeveloppotentialandcurrentleaders.Other specialist areas that have a natural alignment with coaching include

talent management, succession planning, learning and development,

organisation development and executive development.

HR generalists
http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1http://www.cipd.co.uk/subjects/lrnanddev/coachmntor/coachbuyservs.htm?IsSrchRes=1


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Ifyourorganisationisalreadyusingexternalcoachesandyouarethinkingofreviewingorexpandingyourcurrentsuppliers,Coachselectionwouldbeagoodstartingpoint.Ifyouwanttomakechangesinyourapproachtoworkingwithsuppliers,youcouldalsolookatCoachbriefingsandCoachingcommunications.

If your organisation has had some experience of coaching and now youwant to learn more about how successful your efforts have been, youll

find useful information and things to consider inEvaluating coachingsection.

If youve decided on an approach to coaching and need toimplement it, two sections might be especially helpful:Key processes

for effectively managing coaching andCoaching communications. And if youre thinking of taking an overall review of your coaching

programmeConducting a review of coachingsection will be helpful.

Use this to see an overview of the tool layout. Click on

in sequence.

i

Tool mapthe appropriate section if you wish to go directly to an

activity or diagram, or you can follow the tool through

Where you see this symbol, hover the cursor over it for

Tool map


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coaches: Getting started

managing coaching

Description of the tool

Benefits of the toolIntroduction



relationship with

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Introduction

Introductory exercise

Managing external

Key processes for effectively

Tool map


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Worksheet 1: Prioritising coaching needs across your organisationTo assist you in identifying the full range of situations for which coaching might be appropriate, the column labelled groups/situations

includes several samples of potential needs. You may wish to add other situations or modify the situations presented. For each

situation, consider what development solutions you already have in place and whether coaching would have high, medium or low

priority as an additional, complementary development solution.

Priority for coaching

(high/medium/low)Develop talentas business planning or strategyIndividual is important to our achievement of strategic initiatives;

delivers challenging business goals in line with cost and time targets

organisational initiatives

Group/situation Current development solutions used

Individual is identified as a major value creator through processes such

Individual is a must have resource for planning and delivering

Individual is involved in a critical organisation project/assignment

Individual is a valued external hire brought in to effect significant

change; likely to encounter high resistance; risk of derailment

Managingexternalcoaches PracticaltipsforHR CIPD2005 43of 63

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Worksheet 1: Prioritising coaching needs across your organisation(continued)


(high/medium/low)Support specific development needsinterpersonal skills

Local engagement survey indicates need to develop leadership skills


Appraisal or 360-degree assessment indicates need to address

Need to develop specific capabilities for future roles eg adopting a

more strategic perspective

Considered a potential future leader: need to build breadth and depth

of experience/skills for leading the organisation in the futureBehaviour change strengths have become weaknesses or blind spots;

track record of success makes it difficult to accept need for change Rapidly promoted, gaps only acknowledged recently; a star, but gaps

will interfere with future progress in the organisation


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Worksheet 1: Prioritising coaching needs across your organisation(continued)


(high/medium/low)Support significant change

be challenging

Facing very difficult business issues

Other situations?


Onboard new leaders post M&A; organisation has little history or poor

track record of M&A; cultural due diligence suggests integration will

New to high-risk project/role; role/market has history of failures

Taking on turnaround or change initiative

Increase in complexity of role

Thesetofsituationsyourateashighpriorityrepresenttheindividualsorgroupsyouconsiderpotentiallyeligibleforcoaching.Yournextstepswillbeto: Look more closely at practical aspects of delivering coaching, eg the numbers and geographical locations of these individuals and groups. Work withstakeholdersto further access the development needs of these individuals and groups.

For those situations rated as medium priority, you will need to decide if your organisation can use alternative development solutions or take

on the cost of using external coaching. The individuals and groups you have rated as low priority would continue to have access to the current

development solutions in place.


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Worksheet 2: Coaching stakeholdersStakeholder

(high/medium/low)EXAMPLEorganisation X

development, talent management,

and development, training,

performance management etc

Integration of coaching with other HR activities they

option?

Business-unit-based HR eg business Involvement in development of people withinbusinessRelationship with individuals

Knowledge of coachingSponsoring line managers

Choice: autonomy to contract with coach or access a

IndividualsSupport of sponsoring line manager

Common concerns Current involvement in coaching

Senior management/HR director for

Organisation needs to strengthen the pipeline of the

future management team; internal pool not ready to

cover anticipated retirementsLOW: A few ad hoc contracts have been used; top

management group recently completed leadership

development programme which included 360-

degree feedback with two-hour coaching sessionsSpecialists in areas such as leadership

organisation development, learning

offer, eg do the development plans that are created

in appraisal or talent reviews consider coaching as an

partners, HR directors

Ability to offer individuals tailored solutions

Expectations of their role in coachingSeeing that coaching makes a differenceuser-friendly process for bringing in coachesConfidence that confidentiality will be protected


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Worksheet 2: Coaching stakeholders (continued)Stakeholder

(high/medium/low)

coaching and coaching suppliers

course

coachesLegal team Compliance with applicable legislation eg data

Others?

Common concerns Current involvement in coaching

External coaches Understanding the organisation approach toBalancing working with the organisations processes

and allowing coaching relationships to follow natural

Internal coaches Clarity about their roles in contrast to use of external

protection, equal opportunity etc

Thestakeholderanalysiswillbeusefulinidentifyingwhichstakeholderstoinvolveinthedevelopmentofyourcoachingstrategy.Ifyou,forexample,establishataskforceorcommitteetoworkonthecoachingstrategy,theHRstakeholderswilltypicallyparticipateasmembers.HRbusinesspartners,asmembers,willrepresenttheinterestsandconcernsoftheirinternalclients.Ifisoftennecessarytobalancetheneedforlinemanagerinputwiththetimedemandsonlinemanagers.Acommonapproachistoinvolvelinemanagersatagreedstepssuchas:discussionofoverallissues,reviewofproposedobjectivesandreviewofproposedapproach.Inthisway,thelinemanagersprovideaninternaltestmarketsothatthefinalprogrammeisbuiltwiththecustomerinmind.InusingthissectionoftheTool,youwillhavecreatedthefoundationforasuccessfulcoachingprogrammeinthat:

HR has a clear, agreed role stakeholders have an opportunity to give input on the issues and contribute to development of the strategy there are specific, agreed situations for which coaching is a high priority development solution.


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Worksheet 3: Stakeholder rolesStakeholder Ideal state Possible issuesEXAMPLE

Supportive of coaching, but also a selective, informed

Knows the coaches working in the business

oversee engagementssupport and comply with the coaching strategy (and

iali i

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i i l

ll

i

Business-unit-based

HR practitioners eg HR

business partners

HR directorUnderstands boundaries between HR coaching role and

external coaching rolechampion. Brings in external coaching when individual

requires the confidentiality and focus of external coachingHas enough credibility with senior managers to suggest

external coaching and to be approached for information on

external coachingActively oversees engagements and tracks progress

Business partners may need support in gaining credibility to

HR directors may need to persuade senior managers to

processes) and stop simply hiring their own coaches

HRspec sts nareassuchas eadershp deveopment,taentmanagement,earnnganddeveopment,organ satondeveopmentetcCentresofexce ence;sharedHRserv ces


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Worksheet 3: Stakeholder roles (continued)Stakeholder Ideal state Possible issuesSponsoring line managers

Line managers

individuals

Others?

External coaches

Your work on stakeholder roles will clarify how you would like stakeholders to contribute to the coaching programme and how ready they are

to take on these anticipated roles. There may be change management issues to address, such as gaining the co-operation of managers who

previously had full autonomy to hire coaches independently of HR. As you assess their readiness for these roles, you will also need to considerhow best to support them in these roles through activities such as information sessions or otherinternal communication about coaching.


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Tool map Worksheet 4: Coach shortlist Use the worksheet to rate whether a coach is above, meets or is below your requirements and standards. It is also useful to record

specific comments about coaches that do not fit neatly into the rating scheme. It may be helpful to assign a measure of importance

to your requirements, as long as this weighting does not complicate the assessment process unduly. In the worksheet below,

requirements and standards are rated either High, Medium or Low.Importance: H = High M = Medium L = Low Initial Assessment: Below, Meets or Above Standard

Coach Importance InitialAssessment Comments ShortList?

1 EXAMPLE

Coach ACoaching experienceBusiness experienceReferrals

Qualifications

Supervision

HHHMHML

BelowAboveMeetsMeetsMeetsMeetsBelow

Depth of coaching experience is light, but

has worked at target levels and sectorY

2 Coach B Coaching experienceBusiness experienceReferrals

Qualifications

Supervision

Requirement/standard

Professional bodies

Professional indemnity

Professional bodies

Professional indemnity

This worksheet, the shortlist can then be invited to participate in further steps of your selection process.Managingexternalcoaches PracticaltipsforHR CIPD2005 50of 63

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Continued

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Tool map Worksheet 5: Coaching review Priority: H = High M = Medium L = Low Initial Assessment: Below, Meets or Above StandardUse the worksheet to clarify the learning objectives of the review and prioritise the areas you might review. This worksheet includes many

areas, eg, Activity summary, that are relevant to a review of a coaching programme. But you may wish to add other areas or consider the listed

areas as low priority. As you select and prioritise areas to review, consider the question: how will knowing this increase the effectiveness of our

coaching programme?

There are a ne

the area of review in more detail and the process for gathering information. Finally, agree the format and content of the review. For example,

your senior management may want to know overall trends in the use of coaching. You will need to consider what they mean by 'trends' and

what type of information would satisfy this request.Priority Scope How to Output

Activity summary: Numbers of engagements,

average length

business

Costs:

engagement

business

Area

Activity by level, geography,

Trends in activity

Total programme costsTotal spend on coachesAverage or range ofcoaching fees per hour, per

Costs by level, geography,

Trends in costs


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Worksheet 5: Coaching review (continued) Priority Scope How to Output

Suppliers: PerformanceStakeholder satisfaction

management of coaching: i li

(cl i)

Quality of coaches available

sponsoring line and HRmanagers

development post-coaching

Area

Total numberType: size, background

User-frend nessofprocessesear,easytoaccess,efficent

etc

Matching process

Engagement support from

Transition to long-term

Internal communications


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skills in building trust, focuson action, challenging

etc Sponsoring line manager

on how well the coach met

etc

coaching:

qualitatively

Could also includeengagement evaluations or

AreaEffectiveness of coach

Individual: views of coachs

thinking, providing feedback

and HR professional: views

agreed expectations forcontracting, progress updates

Stakeholder satisfaction effectiveness and value of

Views of individual,sponsoring line manager,sponsoring HR professionalsValue may be assessed

representative sample of

1-2 ROIestimates


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Organisation practicesof leading companies, your

employee engagement, 360-

talent

organisation

and leaders

AreaExternal best practices:

compared with practices

target comparator group orpublished reports

Organisational trends:Shifts in broader surveyresults on employee viewsof leaders, organisationscommitment to development,

degree feedbackTrends in availability andreadiness of internal future

Suppliers:Experience working with your

Observations on your culture

As you use the worksheet to plan your review of coaching, keep in mind: the group of stakeholders that have an interest in knowing how well coaching is working the type of review that would meet their need to know how well coaching is working internal precedents or standards for how your organisation reviews programmes.


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Worksheet 6: Coaching communications stakeholder analysis ThisworksheetbuildsonyourworkfromKeyprocessessectioninwhichyoudefinedtheidealstateandpotentialchangeissuesofyourcoachingstakeholders.Inyourworkin,youidentifiedhowyouwouldideallylikecoachingstakeholderstocontributetocoachingengagements.Youalsoidentifiedpotentialreadinessandchangeissuesthatmightemergeastheytakeontheroleyouenvisionforthem.Inadditiontothisinformation, itsimportanttocapture

the

type

of

information

these

stakeholders

currently

receive

about

coaching.

Having

this

understanding

of

the

potential

issues

and

current

awarenessofcoachingwillassistyouintargetingfuturecommunicationstoeachstakeholdergroup.Usetheworksheettobringtogetherthisinformationidealstate,changeissuesandcurrentinformationonthestakeholderssothatyoucanplanyourcommunicationsforoptimaleffect.

Coaching

stakeholderIdeal state Potential change issues or

communicationsKey players in engagementsIndividuals

l il i

i i i i

i i iti

i l i

i

Line managers of

individuals

Sponsoring HR

concernsCurrent coaching

NBTake

care

to

a so

consder

thoseempoyeeswhom ghtbe nterested nworkngw thacoach,butwhodonotfitthecoach ngpr or esyouhavesetout nDeveop ngthecoach ngstrategy

professionals


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Managing External Coaches

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