20
Management Services Spring 2012
Coaching
Return on investment in effective organisational C
In the last issue, Philip Atkinson discussed how the participative and tailored nature of coaching can yield more productive results than traditional training methods.
Here, the evidence that coaching generates a healthy return of investment is put under the spotlight.
As we move through 2012 and beyond, we recognise that most business models have changed: ambiguity is the new norm.
Don’t expect that things will get back to normal – this is the new normal.
Effective coaching will deliver performance faster, stronger and deeper than traditional organisational training interventions.
oaching can develop large scale organisational change very quickly if you focus on the right people participating in the coaching process with those people pivotal to the success and wellbeing of the organisation. Coaching focuses upon moving well beyond the transfer from ‘simple’ to ‘complex’ learning which can lie at the very heart of ‘attitudinal change’.
Evidence that coaching and facilitation generate a healthy ROI (return of investment) We do this with change programmes focused on changes in attitude, core values and behaviours. Coaching can provide instant and lasting results.
Right from the start of any one-to-one session, the coach or the facilitator should know what is – and what is not – working for their clients. ROI is instantly assessed through the simple act of assessing three things: 1. Coaching leads to results – what behaviours has the client changed which were holding them back?
2. What has the client identifi ed as being their current positive behaviours and to what have they committed to continue to practise and master?
3. What new behaviours has the client identifi ed
which will progress them towards their goal should they commit to apply these in their normal behaviours?
This tripartite commitment is what gives coaching and facilitation a very strong ROI.
2012: Accountability of training as a change process
In these recessionary times, organisations really have to consider what training is costing them in comparison to the investment in coaching. Training beyond basic mandatory and statutory requirements may well not get a positive ROI for their people. There are many
disadvantages with the logistics of trying to stage training which really affects performance for the whole organisation.
A question I ask all the time is: “What is the cost of training in terms of ROI?” More often than not, the providers of such events have diffi culty quantifying it. Further, what is the cost to the business of delegates attending training events ‘en masse’ and being away from work? How can you guarantee that real learning takes place and is transferred to the workplace?
What impact on the learning will there be if a course designed for 12 is attended by smaller numbers than anticipated whether because
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