Ten Trends Driving Organizational Coaching

Carol Goldsmith December 21, 2016 2
Ten Trends Driving Organizational Coaching

Then there is the financial case to be made. Ironically, one prominent financial services firm didn’t know how much it was spending on coaching until an HR staffer was asked to investigate. “My back-of-the-napkin calculations showed that we were spending millions of dollars on external coaches,” she said. “Rates were all over the board – from $100 an hour to $75K for a 6-month engagement. HR had zero knowledge about who these coaches were, what they were working on, or what we were paying them.
I made the case that we could do it for half that amount.” She estimates that aligning external coaching rates and assigning coach-trained HR staff to coach lower-level employees saved the firm $600K during the first year of the program.

Following are three examples of coaching champions successfully linking coaching to key strategic goals.

Talent management

Acquiring, developing, and retaining talent are the trifecta of corporate HR concerns. In the span of one lifetime, we’ve gone from our grandparents’ tradition of working for one sole employer until retirement, to today’s young workers changing companies every few years. According to Deloitte’s 2015 Global Human Capital Trends report, millennials consider a loyal employee to be someone who stays with the organization for seven months.

Changing demographics and business environments are creating leadership shortages in key economic sectors. DDI identifies health care, manufacturing, and STEM (science, technology, engineering, mathematics) as critical areas where organizations need to accelerate leadership development and attract talent from nontraditional sources.

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2 Comments on "Ten Trends Driving Organizational Coaching"

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Rey Carr

With the increasing use of polls and surveys by different coaching groups or independent survey firms, it has become more difficult to integrate the different findings into a coherent picture.

Carol Goldsmith integrates the results from different surveys/interviews brilliantly in this article; and for those with a short attention span, she’s even included the top 10 in an executive summary.

Most of the organizations that conduct coaching surveys do not point out the limitations of their instrument or data collection procedures. However, when such surveys are combined, as they are in this article, the resulting data can be more credible.

Carol Goldsmith

Thank you for the kind comment, Rey. Glad you found the article to be useful.
Be your best, Carol

Carol Goldsmith, PCC, NLPT
The Discovery Coach