Dr Sandra Fielden, from the Centre for Diversity and Work Psychology, Manchester Business School, University of Manchester, undertook a literature Review for the British National Health Service Leadership Centre. She concluded that:
“Effective coaching can have a positive impact on an organisation. It can produce improved relationships and teamwork between staff at different levels. Employees have increased job satisfaction, which improves productivity and quality, and there is an overall improved use of people, skills and resources, as well as greater flexibility and adaptability to change. Organisational coaching can help to align individual performance with team and organisational objectives, maximise strengths, enhance communication between managers and teams, help individuals take ownership and responsibility for their behaviours and actions, and encourage individuals to stretch beyond their assumed constraints (p 19).”
She also pointed out that a CIPD (Chartered Institute of Personnel and Development) survey in 2004 found that 99 per cent of 500 respondents agreed that coaching could produce tangible benefits, both to individual and organisations. Additionally:
93% agreed that coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace
92% agreed coaching can have a positive impact on the bottom line
96% agreed coaching is an effective way to promote learning in the organisation
Some researchers believe that the benefits of coaching can be broken down into strategic benefits and interpersonal benefits.
Strategic Coaching can:
Help attract more business; improve customer service; provide structure, guidance and focus
Help monitor and evaluate actions; guide individuals and streamline processes; promote initiative and accountability; encourage people to take responsibility
Motivate people and improve skills, including the ability to communicate better; help retain staff; provide objective advice on business decisions
Increase awareness of resources; broaden the scope of information, ideas and solutions; and show the organisation is socially responsible towards its staff.
Interpersonal Coaching can:
Unearth and tap potential and creativity
Co-ordinate career and personal life; increase the ability to cope with and welcome change
Improve concentration, confidence, relaxation and decision-making
Remove performance fears and anxieties; and eliminate unhealthy stress at work.
There are four key benefits which are explored in detail in the full report:
Retention of staff
Investing in training programmes can impact on employee’s feeling of self-worth within the organisation. Employees are more likely to remain in an organisation which they feel has an interest in them and their developing career. Investment in, and modernisation of, learning and development methods are essential to ensure … competent, supported and skilled professionals.
Creation of a pool of future Coaches
It is reasonable to suggest that those who have been in coaching relationships are more likely to coach others. This has important implications for the organisation, as investing in coaching programmes is likely to create a pool of effective coaches for the future.
In the current social and economic climate, the need for companies to have an up-to-date understanding of staff and customer needs is vital. Through coaching relationships, senior managers acting as coaches can communicate organisational decisions and ideas to coaches.
Coaching relationships are a cost effective way for the organisation to foster and develop talent. The UCE (University of Central England, 2004) study, found that there were three main benefits and key outcomes of coaching:
Coaching process itself
Coaching is a developmental intervention that is increasingly being employed in organisations. Targeted development interventions such as coaching enable individuals to adjust to major changes in the rapidly evolving business environment. Coaching can help to support individuals in making the necessary steps to advance in their careers and perform at optimum levels in roles that require large step-changes in skills and responsibility.
Source: Fielden, B. 2005. Literature Review: coaching effectiveness – a summary. NHS Modernisation Agency Leadership Centre. http://literacy.kent.edu/coaching/information/Research/NHS_CDWPCoachingEffectiveness.pdf