Coaching comes of age
Reading the Chartered Institute of Personnel & Development report (2007) on buying coaching services, “coaching has now come of age. Where it was once novel and innovative, it has become a routine intervention, with 71% of organisations using it as a method of developing people.”
“Coaching has spread far and wide, from the knowledge-based high-value companies in the private sector through to the big pillars of the public sector, such as health, education and policing. It has also spread through the third sector, helping to build leadership and capability and helping to engage workers and volunteers. Railway companies such as Southern Trains use it to drive performance and productivity, increase customer satisfaction and reduce turnover. The Metropolitan Police has used it to effect massive cultural change, and companies from all over the private sector have used it to develop careers, build customer loyalty and to deliver change.”
“Managers must continue to use performance management strategies, exercise leadership, manage well-being and demonstrate a range of other skills. Coaching is the common denominator in making these work effectively and in linking them to employee development, engagement and organisational performance.”
“Perhaps as we enter more constrained economic times, the value of coaching as a continuous improvement process, which helps people to lead, change and adapt, will come into its own.” (CIPD, 2007)
