Ten Trends Driving Organizational Coaching

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

So how can organizations entice top talent to join – and emerging talent to stay – in a tight labor market?

“Salary isn’t always the deciding factor,” says a Fortune 100 executive recruiter. “Often it’s professional development and personal growth. Many desirable candidates are coming in with the expectation that a coach will be part of their package. Coaching can be a real differentiator in the market.”

An HR manager at a Big Four accounting firm adds that “coaching also can be a great retention tool.” Senior associates at the firm receive several group and 1-on-1 coaching sessions upon getting their first promotion. “Sometimes,” she says, “what causes people to stay is the sense that the firm is investing in them.”

Small wonder that DDI rates the “Heavy Use of Internal Coaching/ Mentoring” as a top distinguishing trait of Best Places to Work.

Onboarding & transition

Acclimating to a new culture or job is often a haphazard, figure-it- out-for-yourself affair. Not at CareSource. This Ohio-based managed health care firm uses professional coaching to support its onboarding and transition strategy.

Hiring was exploding under health care reform in 2008, explains Matt Becker, CareSource Coaching & Mentoring Manager and co-chair of the ICF Internal Coaching Community of Practice (CoP). “We were promoting a lot of people into new leadership roles, as well as bringing in people from the outside,” he explains. “In 2009 we introduced a coaching program to help new hires understand what we wanted and needed from leadership.”

Coaching grew so quickly that Matt began coaching nearly full time a year later and hired a second ICF-credentialed coach in 2014.

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2 Comments on "Ten Trends Driving Organizational Coaching"

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Rey Carr
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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
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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

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