What is Workplace Coaching?
Workplace Coaching has been described as a development method conducted by managers, supervisors or other employees equipped with coaching knowledge. Workplace coaching supports the development of others within the workplace to enhance skills, knowledge or work performance (CIPD, July 2011). It is a means of developing a specific knowledge and skill set within an individual’s role so that their job performance improves, leading to the achievement of organisational objectives. Coaching has also become an intervention that enables performance issues to be addressed and creates the motivation for improved behaviours, and enhanced self awareness. Coaching can assist in the smooth transition through change, develop the leadership culture and transform the quality of conversational leadership (Rock and Donde, 2008).
Research has shown (Greene & Grant, 2003) that the benefits of workplace coaching are:-
- Increased self awareness
- Overall better performance
- Reduced staff turnover
- Shared vision and commitment
- Less conflict, less stress
- Greater cooperation
- Supporting individuals and teams through workplace changes
- Improved decision making
- Develops leadership and change culture
- Develops coaches as leaders, building efficiency and effectiveness
- Supports lifelong learning and individual responsibility for learning
According to the Global Consumer Awareness Study (ICF, 2012), professional coaching is being used to help people around the world improve work performance, expand career opportunities and increase self-esteem. More than two-fifths (42.6 percent) of respondents who had experienced coaching chose “optimize individual and/or team performance” as their motivation for being coached, followed by “expand professional career opportunities” at 38.8 percent and “improve business management strategies” at 36.1 percent.
Over the years, organisations have been developing their coaching cultures by equipping managers with coaching skills to help them to move from transactional to transformational styles, and to empower staff to take on more leadership roles and responsibilities. When used in this way, the coaching role is defined as “manager as coach”, whereby the coach is ‘higher up the chain of command’ than the member of staff (usually someone in their own team) who they support (Tamsin, Hirsh & Tyers, 2003). If you would like to know more about Institute of Leadership and Management (ILM) endorsed training that is available to teach coaching skills to managers, please click here(add link?).
About Nicola Forshaw & Nine Coaching
Nicola Forshaw is the lead consultant for all coach training programmes and initiatives, and is a BACP accredited therapist, supervisor & University Lecturer, with over eleven years experience as a qualified coach working in private practice. During 2005, Nicola established NJ Coaching, which has featured on Sky TV and BBC Radio. NJ Coaching has since evolved into ‘Nine Coaching’, an integral part of Nicola’s ‘Nine Wellbeing’ business. Nicola’s extensive coaching portfolio includes 1:1 coaching & coaching supervision, facilitation of IILM approved coach training programmes, and coaching consultancy and supervision services within organisational settings.
Nicola is an accomplished skills trainer, and notwithstanding her academic lecturing career, has delivered the Advanced Coach Training programme to many professionals.
A case study
Nicola has recently consulted on a project to introduce coaching within medicine, and this work has been featured in BACP’s Coaching Today journal.
If you would like to know more.
Nicola is always happy to answer your initial questions, please contact me to book a consultation for further guidance on taking the first steps towards implementing your organisation’s coaching culture.
List of References
CIPD. (2011). Coaching and Mentoring Factsheet (July 2011). http://www.cipd.co.uk/hr-resources/factsheets/coaching-mentoring.aspx
Greene J, Grant A. (2003). Solution Focused Coaching. London: Pearson Publications.
Hawkins, P. (2012). Creating a Coaching Culture. Maidenhead: Open University Press.
ICF. (2012). ICF Global Consumer Awareness Study. http://www.coach-federation.org.
Mukherjee, S. (2012). Does coaching transform coaches? A case study of internal coaching.
International Journal of Evidence Based Coaching and Mentoring, 10: 76-87.
Rock, D., & Donde, R. (2008). Driving organisational change with internal coaching programmes: Part
One. Industrial and Commercial Training, 40: 10-18.
St John-Brooks, K. (2014). Internal Coaching: The Inside Story. London: Karnac
Tamsin, P., Hirsh., W., & Tyers, C. (2003). Chore to Champion: The Making of Better People
Managers. IES Report No. 389.