What is coaching? Developing a person’s skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life (CIPD definition).

Why use coaching?

When use coaching instead of training?

Coaching is just one of a range of training and development interventions that organisations can use to meet identified learning and development needs. It provides targeted, individualised, flexible, responsive and just-in-time form of development. Coaching may be used when traditional “one size fits all” training programme is inappropriate or when support for future leaders or senior executives is needed.

Coaching process

Contracting. Coaching starts with making formal contract about individual developmental goals in line with organizational plan of development. Topics to be covered by contract include: confidentiality, reporting, format and structure of coaching sessions, forms of assessment and evaluation, etc. Persons involved in the contracting process are coach, coachee, line manager and internal HR:

Assessment. During the contracting process, forms of assessment are defined. Usage of various “tools” may be agreed: tests, interviews, 360° feedback, self-assessment techniques, etc. Choice of assessment techniques is agreed in line with organizational needs and preferences. Action planning. Agreed goals and results of assessment are the basis upon which the coach develops plan of coaching sessions and makes choice between various coaching techniques and procedures.

Implementation. Coaching sessions are usually structured in a simple way, which reflects answers to the following questions:

* How should a person perform;
* What prevents him or her from such performance;
* What change should a person undertake so individual and organizational goals are met;
* What are the steps on the way to change During the implementation phase, coach regularly reports organizational representatives (HR and line manager) about the progress made in coaching.

Evaluation. Following the implementation phase, coaching is evaluated in line with agreed forms of evaluation (coachee’s satisfaction, coach’s feedback, HR’s and line manager’s satisfaction, psychometric assessment of post-coaching performance, results of 360° feedback, etc.). At the end of the coaching process, coach reports about other developmental needs identified during coaching, as well as possible actions. Further forms of follow up also may be specified.

Coaching format

Coaching format may vary and is usually agreed in line with individual organizational developmental needs. Coaching format most usually falls somewhere between the following range:

• Training and development  
• Consulting  
• Temporary employment  
• Coaching