were a manager in 2011, he might have asked himself, “is it worth it to spend
time coaching my employees?” In new
coaching research published today, High-Impact Performance Management: Maximizing Coaching, we show that this is not
the question any manager or senior leader should be asking themselves. Within our survey population, the
relationship between coaching and superior employee1, talent management2 and
business3 results was strong (for an example, see Figure 1). Therefore, the question is not if managers
should coach, but rather what the organization should do to make sure everyone
in the organization is coaching.
Relationship between Coaching and Employee Results
Source: Bersin & Associates, 2011.
that there are three levers, or employee populations, to focus on to create a
high-impact performance culture:
identified the activities that each of these groups should engage in to support
performance coaching (see Figure 2). For
example, it is extremely important that senior leaders set the example for
coaching. In our survey population, organizations
with senior leaders who “very frequently” coach have 21 percent better business
results than those that do not. Yet,
only 11 percent of leaders very frequently coach their employees. Within the study, we share strategies for
getting senior leaders to coach their employees more frequently -- as well as strategies for all the other activities senior leaders, managers and HR need to engage in.
The Three Levers and Activities of High-Impact Performance Coaching
Source: Bersin & Associates, 2011.
Similar to our other research, in this study we include case in points from companies that are doing especially strong work in this area. Specifically, we feature Grant Thornton, Scotiabank, Archer Daniels Midland Company, the Internal Revenue Service and CA Technologies, among others. For a free
overview of the findings from this research, you can access the executive summary or a recording of the webcast
we did last week
that shares some of the most critical findings.
We look forward to continuing the discussion about how your organization
can help managers and senior leaders move beyond Hamlet -- in other words, moving
from thinking about coaching to actually doing it.
results” is a composite variable comprised of employee productivity, employee
engagement and customer satisfaction.
management results” is a composite variable comprised of hiring the best
people, developing great leaders, developing employees, retaining top
performers, planning for future talent needs and having the right people in the
results” is a composite variable comprised of market share, costs (as compared
to peers) and financial performance.
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Wednesday, November 23, 2011 10:22
We're Institute of Leadership & Management in the and are advocates of coaching. Our own recent research showed the state of coaching in the UK and highlighted ways of spreading coaching culture across organisations: www.i-l-m.com/research-and-comment/9617.aspx
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Tuesday, October 29, 2013 11:26
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To Coach or Not to Coach? That is Not the Quest...
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Stacia Garr writes on trends and best practices in talent management, focusing on topics such as performance management,
employee engagement, career management and workforce planning. In her blog, she likes to share what she's learned
about how to make talent management programs more frequent, collaborative, engaging and effective.
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