Coaching standards needed to counter poor impression given by cowboy operators

Coaching is in danger of being given a bad reputation by cowboy operators entering the market who are inexperienced, have little training and lack the appropriate knowledge and skills, according to a new guide from the Chartered Institute of Personnel and Development (CIPD). The lack of agreed sets of standards, ethics and qualifications in the coaching industry is partly to blame for this, according to the author.

The guide, Coaching and buying coaching services, offers organisations advice on when to use a coach, how to choose the right coach and how to manage their services for maximum business impact. It has been written in response to growing interest in coaching among people management and other business professionals.

The issues raised in the guide will form the basis of discussions at a special CIPD Coaching conference, which will examine current issues surrounding coaching. The conference takes place on 22 and 23 September at Chelsea Village, the home of Chelsea Football Club.

Jessica Jarvis, CIPD Learning, Training and Development Adviser, says: Our 2004 training and development survey found coaching is the fastest growing training practice. It can be an effective way of promoting real learning, rather than tick-box training. But if it is not managed properly it can be a waste of money.

With a formal strategy, clear objectives and careful design there are benefits for both the organisation and the individual. These include improved productivity, customer service and shareholder value, helping individuals learn to solve their own problems and improved managerial and interpersonal skills.

CIPD research also shows that coaching is being widely used to develop staff at different levels within organisations, and is not just being used with senior executives, as some reports suggest. The guide cuts through some of the ’counsellor for the Chairman’ mythology and explains how to assess whether there is a need for an individual to receive coaching, decide whether coaching is the right intervention for them and whether the individual is coachable. It also provides guidance on how to select the appropriate type of coaching that meets the needs of the organisation and individual.

Jessica Jarvis continues:
Organisations need to have formal strategies in place to ensure coaching fulfils its potential - for staff at all levels, not just those in the boardroom. For coaching to be a success organisations should make sure the coach is suitable for the individual’s and business needs, setting clear expectations to enable monitoring and evaluation of effectiveness. Where coaching is carried out in the workplace by line managers, organisations should ensure they are appropriately trained to coach if this is to be effective.

Employers need to take control of coaching activities and exert pressure over minimum expected standards, qualifications and outcomes. Organisations need to get formal strategies in place to maximise the impact of coaching for their organisation. Without these steps, coaching may not deliver the business benefits it promises.