Independent surveys on coaching
 

 

Survey of Current and Emerging Practice in Training and Development  conducted by The Chartered Institute of Personnel and Development
 
  • Coaching can deliver tangible benefits to both individuals and organisations
 99%
  • Coaching is an effective way to promote learning in
    organisations
 96%
  • Coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace
 93%
  • When coaching is managed effectively it can have a positive impact on an organisation’s bottom line
 92%


 

The figures below are taken from The Industrial Society’s “Managing Best Practice” series. The report was based on a survey of 5,700 human resource and personnel specialists.
What would you say were the main benefits of coaching to the recipient?
 
  • Generates improvements in individuals’ performance/targets/goals
84%
  • Increased openness to personal learning and development
 60%
  • Helps identify solutions to specific work-related issues
 58%
  • Greater ownership and responsibility
 52%
  • Developing self-awareness
 42%
  • Improves specific skills or behaviour
 38%
  • Greater clarity in roles and objectives
 37%
  • Corrects behaviour/performance difficulties
 33%

What would you say were the main benefits of coaching to the organisation?

  • Allows fuller use of individuals’ talents/potential
 79%
  • Demonstrates commitment to individuals and their development
 69%
  • Higher organisational performance/productivity
 69%
  • Increased creativity, learning and knowledge
 63%
  • Intrinsically motivates people
 57%
  • Facilitates the adoption of a new culture/management style
 39%
  • Improves relationships between people and departments
 35%


 

According to a survey of 4000 US organisations, the main benefits of coaching are:

  • Better bottom line results, profit and competitiveness

  • Improved individual performance

  • Development of people to the next level

  • Confidence raising and personal empowerment

  • Improved relationships between all staff

  • Staff retention


 

International Personnel Management Association (IPMA) research:


"ordinary training typically increased productivity by 22%, while training combined with life coaching increased productivity by 88%"

 

 

The Manchester Group Inc research:

 

"Executive Coaching yields return on investment of almost six times the initial investment in a typical coaching assignment."

 

"Companies who have provided coaching to their executives and their teams have realized improvements of over 48% in productivity, quality and organisational strength."

 

"Executives who have received coaching have reported improvements of over 60% in working relationships with direct reports and peers, teamwork, job satisfaction and conflict resolution."


 

Vision Quest Consulting research:
 

100% increased their ability to deal with business
challenges by 75% or more
 

88% improved their job satisfaction by 75% or more
 

80% improved their ability to stay focused under pressure
 

78% increased their productivity at work by at least 50%


 

The Chartered Management Institute and Campaign for Learning - "Coaching at Work" research:

80% of executives say they think they would benefit from coaching at work and dismiss the suggestion that coaching is just another fad

Virtually all managers (96%) think coaching should be available to every employee, regardless of seniority

85% of managers say the main value of coaching is in enhancing team morale

80% of managers value coaching for generating responsibility on the part of the learner
 

 

 

The major goals and benefits of executive coaching as defined by Zeus & Skiffington.

Interpersonal competencies:

  • Gain knowledge and insight into themselves and the organisation, which allows executives to become more flexible and versatile
  • Acknowledge and understand feelings and apply them more effectively in the workplace to improve and develop working relationships
  • Work through blockages and resistance to change
  • Recognise where previous strengths (e.g. an independent, autonomous style) have become a liability (e.g. in team work)
  • Recognise and effectively manage stress
  • Deal with conflict, both personal and with colleagues
  • Modify interpersonal style (e.g. moving from a competitive to a collaborative stance)
  • Develop trusting relationships with clients and colleagues
  • Develop advanced communication skills:
    • Maximise verbal and non-verbal interactions
    • Listen
    • Give feedback (especially praise)
    • Understand, predict and alter patterns of communication

Organisational capabilities:

  • Direct and support organisational change - a Harvard Review survey found that ‘dealing better with change’ was becoming the number one skills focus for coaches
  • Improve ability to manage an organisation, for instance strategic planning, negotiation and problem solving
  • Lead re-engineering, restructuring or downsizing initiatives
  • Increase productivity
  • Strategically reposition the organisation in the market place


 

LEE HECHT HARRISON surveyed 488 Human Resource professionals to learn how coaching was used in their organisations:

 

Companies are increasingly turning to coaching for leadership development, style issues and talent retention, so it makes sense that 55% of respondents said that their organisation uses coaching as a one-on-one process intended to maximize management and leadership potential and 54% do so to change behaviours.

 

A surprising number of respondents indicated that their organisation uses coaching for personal/psychological counselling (36%), advice on appearance or attire (13%) or preparation for a major speech or presentation (11%).
 

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