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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M.

& Rock, D. (2011)

19/05/11

Global trends in the use of coaching in the workplace!
Key findings from a 2010 wide-scale research study!
Presented by Dr. David Rock!

Overview!
1.  2.  3.  4.  5.  6.  7.  Key findings Coaching skills programs Internal coaching External coaching Our insights Building a coaching culture Case studies
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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

1. Key findings! !

1. Key findings!
363 organizations took part, from:
Europe North America Oceania Asia Latin America Africa Middle East South Asia
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26% 22% 16% 11% 8% 7% 5% 5%

© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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1. Key findings!
•  30% had more than 10,000 employees

•  79% had a coaching program in place

•  7% had a dedicated team to manage coaching

•  55% had a clear strategy for coaching

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1. Key findings!

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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1. Key findings!
Respondents who had coaching strategies:
North America Europe Oceania Latin America Asia Africa South Asia Middle East
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59% 54% 54% 52% 45% 36% 27% 25%

1. Key findings!
•  66% provided coaches to fewer than 50 people

•  28% had one widely shared definition for coaching

•  25% did not measure the impact of coaching

•  51% invested less than $50K in the previous year

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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1. Key findings!

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2. Coaching skills programs! !

© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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2. Coaching skills programs!
• 72% had some form of coaching skills program

• 81% planned to maintain or increase their spend

• 59% had trained less than 100 managers

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2. Coaching skills programs!

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

2. Coaching skills programs!
Of those with a training program:

•  57% had training one to two days in length

•  43% had training three days or more in length

•  42% had no formal plans for skills retention

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3. Internal coaching! !

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

3. Internal coaching!
67% had internal coaching as part of a coaching strategy.

60% had fewer than ten internal coaches delivering formal coaching engagements as part of what they do, or as a stand-alone role.

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3. Internal coaching!

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

3. Internal coaching!
The overall purpose of internal coaching was to:
•  Improve individual performance •  Improve overall business performance •  Develop high potentials •  Improve engagement levels •  Support leaders in transition •  Increase retention •  Had a behavioral focus •  Sounding board for senior leaders
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92% 83% 79% 75% 75% 66% 50% 45%

3. Internal coaching!
•  Approximately half did not assess their internal coaches

•  In North America, 23% of internal coaches were untrained

•  6% said their coaches were assessed by the ICF

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

3. Internal coaching!

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3. Internal coaching!

• 76% of internal coaches had one to five coachees

• 20% are replacing external with internal coaches

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

4. External coaching! !

4. External coaching!
•  66% offer external coaching

•  70% plan to increase or maintain their spend

•  74% use between one and ten external coaches

•  84% give external coaches to fewer than 100 employees

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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4. External coaching!

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4. External coaching!

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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5. Our insights! !

5. Our insights!
1. The rationale for coaching needs to be improved

2. We need to get better at scaling coaching

3. We need to get better at measuring coaching

4. Partnering with an external provider adds value

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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5. Our insights!
The 59% who partnered with an external resource:
•  Had more support at the CEO level •  Were thinking more long term •  Were nearly twice as likely to have a single definition of coaching •  Provided an internal or external coach to more employees

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6. Building a coaching culture! !

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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Building a Coaching Culture!
3 to 5 year vision
External coaching

Leader  as  coach  

Internal  coaches  

Coaching culture strategy

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Coaching culture strategy!
1: Clearly define “coaching” 2: Define your theory for coaching 3: Choose a set of coaching models 4: Identify how coaching will be utilized 5: Develop quality systems 6: Measure and communicate impact widely
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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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Coaching culture strategy!
Ask

Therapeu/c  

Coaching?  

Problem

Solution
Management,   Consul/ng  

Teaching  

Tell
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Coaching culture strategy!
Coach-­‐driven   focus  on  problems   Story  telling   Hin>ng   Sugges>ng   Reques>ng   Telling   Demanding   Threatening  

Coachee-­‐driven   insights  about  solu7ons  
 

Iden>fy  an  impasse   Facilitate  an  insight   Generate  an  ac/on   Follow  up  to  create  a  habit    

Driving  
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           Developing  

© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

7. Case studies! !

Case study: IAG (financial services)!
• Only large HR intervention over two years • All managers trained in coaching skills • 48 internal coaches created • 50% increase in engagement • Staff turnover halved • 5% loss turned to 7.6% profit
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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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Case study: EDS!
One clear definition for coaching Buy in across the organization 3,000 leaders in coaching skills training Covering 64 countries in 2 years 110 internal coaches, coaching 450+ executives a year
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Impact on Ericsson managers!
Improved  my  team  member  produc7vity  

88.9%  

Able  to  resolve  a  business  dilemma  in  5  minutes,   compared  to  17%  of  class  before  training  

87.0%  
½  day   training  

Having  more  effec7ve  workplace  conversa7ons  

96.5%  

Have  improved  my  own  produc7vity  

90.0%   92.0%  

BeGer  able  to  manage  performance  

* Survey feedback from business and technical managers who participated in High Impact Workplace coaching training programs. Percentages from class sizes between 20 - 30 managers.

© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

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Questions and feedback!
1. What was surprising?

2. Any further questions emerging from the research?

3. Suggestions for what data would be helpful in future?

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Further resources!
Drop a card at our stand for: • Free copy of the full research paper • Free copy of the book ‘Quiet Leadership’ • Other whitepapers and case studies • Info on webinars on internal coaching, leader as coach • Info on upcoming open programs
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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

What Ericsson managers liked about the approach.!
Prac7cal,  easy-­‐to-­‐remember  models   Brain  science  behind  what  we  do   Bringing  people  to  insights  fast   Conversa7ons  become  more  useful   Useful  for  one-­‐on-­‐ones  and  in  mee7ngs   People  find  solu7ons  themselves  
“It  introduces  me  to  the  theory  and  prac/cal   way  of  having    a  “solu/on"    way  of   conversa/on.  It  is  one  of  best  training  courses  I   have  taken  in  Ericsson.“   (Melbourne,  Australia)     “The  FEELING  model  is  an  easy  way  to  follow  up   with  someone  on  progress,  what  they  learned   ½  day   and  what  they  will  do  next.  “       training   (TX,  United  States)     “‘The  greatest  training  I  have  aJended.  You   have  communicated  many  powerful  tools  that  I   can  use  in  my  day  to  day  work.'                                  (Stockholm,  Sweden)     “The  methods  ..  are  very  powerful  and  are   applicable  for  a  wide  variety  of  situa/ons,  not   only  coaching.“    *                     (TX,  United  States)    

* Feedback from Ericsson managers about the High Impact Workplace Coaching programs experienced during 2009 - 2010.

Case study: Citibank Malaysia!
300%  increase  in  their  ability  to  solve  complex  problems   All  78  senior  leaders  trained  including  the  CEO    

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© NeuroLeadership Group 2011

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Key insights from the research paper: ‘Global trends in the use of coaching in the workplace’ Rule, M. & Rock, D. (2011)

19/05/11

The 12 steps in 4 Phases!
Phase  IV  

Implement, evaluate and sustain Plan for deployment, quality control and communication

Phase  III  

Phase  II  

Define coaching, theory and model

Phase  I  

Assess current reality, vision and get buy-in

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Complete Coaching System!
Selection Briefing Training

Coach
Coaching     System  

Leadership   Produc/vity   Engagement  

Selection Matching Briefing

Clients
Informal     Coaching  

3  goals   Performance   Produc/vity   Engagement   Reten/on  

Direct Reports
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Engagement   Reten/on  

© NeuroLeadership Group 2011

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