Formal learning is on the decline, being supplanted by an increasing array of informal learning methods. One of these methods is coaching, which can be used informally, such as when a manager coaches or provides feedback to an employee during a task. But coaching can also be used in a formal learning context by providing structure, establishing learning objectives, and evaluating their success. We call this “formalizing informal learning” and consider it a hallmark practice of modern high-impact learning organizations. In a recent study, US and UK organizations reported that 19% of their learning programs incorporated structured coaching exercises.
Before starting a coaching program, managers may need training on proper coaching techniques. L&D organizations are recognizing the importance of the manager/supervisor in employee development, and are shifting more responsibility for training onto these roles. But many managers are ill-prepared to take on these additional responsibilities. For this reason, high-impact organizations are offering managers the training and support to fulfill these roles.
For example, as part of its new leadership development curriculum, the National Centre for Social Research (NatCen) is considering incorporating a mandatory course on coaching skills. The course is designed to help managers acquire the skills to effectively coach and develop their employees. This is a step along NatCen’s path to creating a coaching culture within the organization.
BSkyB, one of Britain’s largest media companies, has embarked on a similar journey to establish coaching as the bedrock for employee development. The company is following a bottom-up approach, initially by training first-line managers on proper coaching techniques. The next step will be training middle-level managers and on up, through the leadership chain. The organization realizes that building a culture of coaching will take time, but the payoff in skills development and employee engagement will be well worth it.
For more information on formal and informal learning methods in the US and UK, see "U.S. Corporate Learning Factbook 2010" and "U.K. Training and Development Factbook 2010."