Coaching used to carry a stigma because it was more frequently directed at problem employees. Today, it’s more likely a sign the employee is on the fast track, and the organization is serious about raising performance levels and developing talent, according to a global study of 1,030 managers and executives commissioned by American Management Association (AMA) and conducted by the Institute for Corporate Productivity. Here are some of the study’s key findings:
When asked about the groups their organizations coach, 60 percent of respondents say coaching involves high-potential employees to a high or very high extent, and 42 percent say the same about executives. By contrast, 37 percent say they coach problem employees to such a high extent.
Respondents from organizations that use coaching more now than in the past are more likely to report two kinds of advantages: They are more likely to state their organizations have higher levels of success in the area of coaching, and they are more likely to say their organizations are performing well in the market.
The study finds that raising individual levels of performance is the No. 1 reason for using coaching, and that using coaching for this purpose is highly correlated with the success of coaching programs.
Sending potential coaches to external development programs is more strongly correlated with overall coaching success than more internally focused methods. Yet, those external programs are less commonly used, suggesting strong consideration needs to be given to using external coaching programs to enhance internal results.
Rob VeVerka
Thanks for the mention about i4cp – I believe this study was a pretty revealing one.