Practical Methods for Evaluating Coaching

1 Practical Methods FOR. Evaluating Coaching . Other titles from IES: Executive Coaching : Inspiring Performance at Work Carter A. IES Report 379, 2001. ISBN 1 85184 308 6. Beyond the Screen: Supporting eLearning Pollard E, Willison R. IES Report 425, 2005. ISBN 1 85184 355 8. and for HR Network members, these papers are available from the Members' website: Providing Coaching Internally: a Literature Review Carter A. IES Network Paper MP43, 2005. ISBN (no ISBN). Building Coaching Capability Carter A. IES Network Paper MP40, 2005.

2 ISBN (no ISBN). Changing Skill Mix: A Recipe for Success Tuohy S, Reilly P, Hayday S. IES Network Paper MP68, 2006. ISBN (no ISBN). A catalogue of these and over 100 other titles is available from IES, or on the IES. website, Practical Methods for Evaluating Coaching Alison Carter Report 430. Published by: INSTITUTE FOR EMPLOYMENT STUDIES. Mantell Building University of Sussex Campus Falmer Brighton BN1 9RF. UK. Tel. + 44 (0) 1273 686751. Fax + 44 (0) 1273 690430. Copyright 2006 Institute for Employment Studies No part of this publication may be reproduced or used in any form by any means.

3 Graphic, electronic or mechanical including photocopying, recording, taping or information storage or retrieval systems without prior permission in writing from the Institute for Employment Studies. British Library Cataloguing in Publication Data A catalogue record for this publication is available from the British Library ISBN 1 85184 337 X. Printed in Great Britain The Institute for Employment Studies The Institute for Employment Studies is an independent, apolitical, international centre of research and consultancy in human resource issues.

4 It works closely with employers in the manufacturing, service and public sectors, government departments, agencies, and professional and employee bodies. For over 35 years the Institute has been a focus of knowledge and Practical experience in employment and training policy, the operation of labour markets and human resource planning and development. IES is a not for profit organisation which has over 60 multidisciplinary staff and international associates. IES expertise is available to all organisations through research, consultancy, publications and the Internet.

5 IES aims to help bring about sustainable improvements in employment policy and human resource management. IES achieves this by increasing the understanding and improving the practice of key decision makers in policy bodies and employing organisations. The IES HR Network This report is the product of a study supported by the IES HR Network, through which Members finance, and often participate in, applied research on employment issues. Full information on Membership is available from IES on request, or at v Acknowledgements The author is are indebted to all the coaches, coachees, Coaching programme organisers and case study participants involved in the research.

6 Particular thanks go to Tracey Connage, Jo Fellows, Lynne Butler, Gill Elliot, Kevin Haynes, Eddie Gibbons, Karen Izod and Willem Van Baarsen. Thanks are also owing to the International Journal of Mentoring and Coaching for giving us permission to use the Bristol & West Building Society case study. IES is grateful to the IES Management and Employee Development Research Network members who sponsored our research. At key stages over the three year period of the study, some members also gave their time to help shape the research project, test the emerging model of Coaching and/or comment on the emerging issues.

7 Members who contributed to our thinking include the seminar participants at two IES Research Network conferences in March 2004 and April 2006. Mention must also be made to colleagues at IES who have contributed inspirationally and intellectually to this project. These include Penny Tamkin, Richard Hayes, Jim Hillage, Keith Mattacks and Penelope Johnson. Special thanks go to Ma re Kerrin for her literature review and to Helen Wolfe and Jonny Gifford for analysis of the LEAP. data. vi Contents Executive Summary ix 1 Introduction 1.

8 Background to the research project 1. Method 2. Structure of this report 2. 2 Does Coaching Actually Work? 4. Is Coaching an effective tool? 4. What can we learn from mentoring? 5. What about return on investment approaches? 6. Issues in Evaluating Coaching 8. Summary of suggestions arising from the literature 13. 3 Organisational Examples of Evaluation Practice 14. T mobile identifying priority areas for future 15. Corus tracking achievement of objectives 16. NHS in Wales learning about Coaching as a tool for cultural change 18.

9 Bristol & West Building Society sales performance indicator 19. Government department developing tools 21. Distribution Company: perceptions of behavioural change 23. 4 A Framework for Coaching Evaluation 26. Key dimensions 26. The framework 27. 5 Applying the Framework in Practice 30. Overview of the local government programme 30. Detailed review of how the framework was applied 33. Detailed review of evaluation Methods used 35. Detailed review of presenting the evaluation findings 39. Applying the framework for the second time 40.

10 Vii Applying the framework for the third time 42. Lessons learnt about Coaching evaluation 43. Lessons learned about the design of Coaching programmes 44. 6 Conclusions 46. Factors helping or hindering evaluation practice 46. Summary of tips for programme evaluators 49. Bibliography 52. Appendix 1: Example Record of Objectives 55. Appendix 2: Example Mid point Telephone Interview Discussion Guide 58. LEAP Discussion Guide: Telephone interview 58. Individual Outcomes: 58. Organisation Outcomes: 59. LEAP programme processes: 60.