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Coaching research
Maximising the Impact of Executive Coaching
By McGovern, Lindemann, Vergara, Murphy, Barker and Warrenfeltz
Published in 2001, this has become a milestone piece for people looking to establish the impact of coaching in organisations. Sometimes referred to as “the Manchester Review” it reports a study of 100 executives in the USA between 1996 and 2000. It provides a model of establishing Return on Investment (ie how much you get back compared to the cost). Its findings include:
- Average returns of 5.7 times the initial investment in coaching
- A list of tangible benefits, such as 53% reporting increases in productivity
- A list of intangible benefits, such as 73% of respondents reporting improved relationships with staff reporting to them
- A list of the factors impacting the effectiveness of coaching, such as 87% reporting that the coach/participant relationship had a positive impact, whilst 44% reported that the participants availability had a negative impact
Click here for a copy of the Full Report on Maximizing the Impact of Executive Coaching:
The Chartered Institute of Personnel and Development (CIPD) have produced some very important documents. Their ‘Coaching and Buying Coaching Services’, produced in 2004 is a good example. Written by Jessica Jarvis, it covers subjects such as:
- The current position of coaching
- The key players in the coaching relationship
- Making a case for coaching
- Choosing the right coach
- Managing the onward coaching engagement
Its respondents are typically the HR professionals in the organisations. Its findings include:
- 79% of responding organisations use coaching
- 78% cite improving individual performance as the main objective
- The highest category of people receiving coaching are junior manager/team leader/supervisor and middle managers
- 99% of respondents agree that coaching can deliver tangible benefits to both individuals and organisations
- 93% of respondents agree that coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace
- 92% agree that when coaching is managed effectively it can have a positive impact on an organisation’s bottom line.
It also cites a MetrixGlobal LLC survey that coaching produced a 528% return on investment alongside significant intangible benefits to the business.
Given the number of HR professionals who are members of the CIPD, if your market is UK corporate it could well be worth reading this, as they probably have.
Click here to download a copy:
The CIPD annual Training and Development survey report is also out. It takes a global view of training, but has much of interest to coaches and coaches involved in training and development programmes. These include:
88% of respondents use coaching by line managers
72% of respondents use mentoring/buddying schemes
91% believe there is a direct link between investment in leadership development and business performance
The average size training budget of respondents is £621,162 (really)
The average spend per employee is £607.11
88% are using coaching by line managers
64% are using coaching by external practitioners
84% report external executive coaching as effective or very effective
80% see internal executive coaching as effective or very effective
You can view the whole document by clicking here:
and click here for an interesting set of experts reflecting on the survey:
Executive, Workplace and Life Coaching: Findings from a Large Scale Survey of International Coach Federation Members
By Grant and Zackon
This piece of work surveyed 2529 ICF coaches in 2003. Its 15 pages are packed with information. It is a research document, so the text can be dense, but the rewards are great. Did you know, for example, that peer reviewed coaching literature dates back to 1937? Some of its findings include:
- 45% of coaches pay to receive coaching
- Before becoming coaches, 40.8% of the respondents were previously engaged as consultants, 30% as managers, 12% as counselors, 4.8% in psychology.
- 51.7% of respondents (ie ICF members) were full time coaches
- 32% earn less than $10000/yr from coaching
- 93.6% are pleased they became a coach
- 26% do not yet have 10 clients
- 10% charge $300+/hour
And loads more.
- The key areas of study are:
- Coaching professionalism
- Coaching career background
- Coaching processes used
- Details of coaching business practice
- Client profiles
- Demographics
To download the complete document Click here:
Coaching: Who, What, Where, When and How Anne M. Liljenstrand with Jonathan Gale, Joyce Pardieu & Del Nebeker
This survey of 1338 coaches from various coaching associations was undertaken in 2002. This 6 page document is an executive summary of a 50 page report. It contains information about:
- Coach’s backgrounds
- Earnings as a coach
- How the coaches find clients
- What they’re hired to do
- The tools they use
- How they evaluate outcomes
- and Philosophical issues
Some of the findings include:
- 93% indicated being hired by the individual receiving coaching rather than the individual’s employer
- 36% never use a website to obtain clients
- 42% have been coaching 0-2 years
- 43% reported having a Master’s degree
- 58% reported their clients do not reside within a 50 mile radius
- Coaches in Europe reported the highest average incomes
- Executive coaches have a mean income 2.5 times that of personal coaches
- Coaches have an average of 9 clients at any one time
Google throws a weblink to a pdf of the full document:
The full document is even more interesting, but the copy I have is marked ‘Draft’ and ‘Not to be quoted without permission’. So I haven’t. If you know of a source for the full document that’s in the public domain, please tell me!
The Chartered Management Institute undertook a Coaching at Work Survey in 2002. Based on 280 responses from members of their institute they found:
- 44% of respondents had no set coaching programme, but are coaching on an ad-hoc basis
- 34% cite structural change in the organisation as the trigger for a coaching programme to be introduced
- 80% of managers believe they would benefit from coaching/more coaching in their workplace
- 93% of managers believe that coaching should be available to all employees regardless of seniority
- 81% believe that not everyone will make a good coach
Here you can view the whole document (it’s only about 6 pages):
The Wake Up UK - Report on the DNA of Small and Medium Businesses in the UK by Cranfield University and Hewlett Packard looks at the state of small and medium sized business SME’s (which they categorise as 10 – 500 people) in the UK in 2004. They found that the owner or manager’s motivation was more effective than traditional market and size segmentation in assessing what would lead to a company’s success (or block it). They build a model of 4 types of company. One of these types they call Bottom Liners, that focus entirely on making money. Such companies suffer a lack of focus on employee satisfaction, and specifically mention a lack of coaching as preventing this group from greater success.
To view the pdf click here:
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