Managing External Coaches

Managing external coaches
Practical tips for HR
Questions this tool is designed to help you answer

• What does managing external coaches involve for HR?
• How do I get started? Who does what?
• How can HR add value in coaching?
• How do we know if coaching is ‘working’?
• How can we work effectively with our stakeholders in coaching?
We would welcome your feedback

If you have any queries about these tools or would like to contact us, you can get in touch with the CIPD at:
151 The Broadway London SW19 1JQ Tel: 020 8612 6200 Fax: 020 8612 6201
Email: research@cipd.co.uk Website: www.cipd.co.uk
Cover
Benefits of this tool
Benefits of this
tool
Introduction
Description of the
tool
Introductory
exercise
Managing
external coaches:
Getting started Key benefits of this tool
Key processes For you:
for effectively
managing • What does managing external coaches involve for HR?
coaching • How can HR add value in coaching?
Coach selection • How do I get started? Who does what?
Managing • How do we know if coaching is ‘working’?
the supplier
relationship with • How can we work effectively with our stakeholders in coaching?
your coaches
Evaluating For your organisation:
coaching • Achieve targeted, well-managed investment in the people and roles with the
engagements
greatest impact on business success.
Conducting an
overall review of • Accelerate the development of key talent.
coaching in your
organisation
• Raise the bar and ensure high-quality coaching at reasonable costs.
Communicating
• Enable shared accountability for coaching between line managers, HR and
about coaching external experts.
Definitions
Who is this tool for?
Sources of
information • HR professionals whose specialist role focuses on developing talent within their
organisation (eg leadership development, learning and development, talent
How to use the tool management, or succession planning).
• HR professionals whose role involves designing, managing, procuring or evaluating
Tool map coaching activities.
• In these roles you directly support the development of talent to meet business
needs.
What’s in the tool?

• A discussion of how managing external coaching fits into HR’s remit.
• Resources for developing a strategic approach to coaching.
• Tips on defining processes and roles for managing coaching effectively.
• Worksheets to guide the selection of coaches.
• Suggestions on how to use coach briefings to increase the effectiveness of coaching
at your organisation.
• Discussion of different approaches to evaluating the success of coaching
engagements and how to choose an approach that would work well in your
organisation.
• A model for conducting a review of coaching.
• An overview of key communication issues and stakeholders in coaching.
Date updated: March 2005 2 of 64
63
Cover Introduction
Benefits of this
tool
Introduction The CIPD’s Training and Development Survey 2005 highlighted the
Description of the widespread use of coaching in UK organisations – almost nine-in-ten of
tool respondents now use coaching in their organisations (88%). Coaching
Introductory has seen rapid growth, with 74% of organisations reporting that their
exercise
organisation’s use of coaching has increased in the last few years. In fact,
Managing
external coaches: only 1% of respondents reported that coaching activities had decreased.
Getting started
Key processes External coaches are now used by 64% of the organisations surveyed,
for effectively
managing with their use generally being reserved for senior-level or high-potential
coaching employees. But due to the relatively recent emergence of this development
Coach selection activity, many organisations haven’t yet fully got to grips with the effective
Managing management of coaching to ensure they’re realising maximum benefits of
the supplier
relationship with their investment.
your coaches
Evaluating The success of using external coaches in organisations depends on many
coaching
engagements factors that HR can positively influence – the quality of coaches selected,
Conducting an manager support for coaching engagements, well-planned communications
overall review of about coaching initiatives, thorough evaluation and many others. Because
coaching in your
organisation coaching aims to benefit individuals as well as the organisation, HR is uniquely
Communicating positioned to add value to the selection and management of coaches. The
about coaching starting point for this tool is that, for organisations to achieve high-quality
Definitions and cost-effective use of external coaches, HR needs to be actively involved in
Sources of the management of coaching activities.
information
How can this tool help?

How to use the tool
• This tool identifies a number of ways in which HR can support

Tool map
coaching activities. Each organisation needs to agree its own approach
to how coaching will be managed, who will be involved (HR,
managers, senior managers etc) and what the specific goals will be.
• The processes and activities outlined in this tool can be modified

to fit organisations of different sizes and structures. You can ‘scale
up’ or ‘scale down’ the steps in this tool to find the right amount
and type of HR involvement to add value in your particular case. A
big organisation may need a large pool of coaches globally. Or a
smaller enterprise may need a reliable list of a few local providers.
Regardless of the scale of coaching, careful selection is critical.
• Although this tool focuses on managing external coaches, many

of the principles apply equally to the other types of coaching
activities that may be taking place in your organisation, such as
the use of internal coaches or where managers coach their direct
reports. Topics covered by this tool, such as the evaluation and
communication of coaching activities, can also be used to review the
other kinds of coaching you undertake in your organisation.
Managing external coaches Practical tips for HR ©CIPD 2005 3 of 63

Cover Description of the tool
Benefits of this
tool
Introduction This tool is designed to help HR professionals take practical steps to
Description of the proactively manage the use of external coaching in their organisations.
tool The tool provides information on:
Introductory
exercise
• How to develop a strategy for coaching
Managing
external coaches:
Getting started • Defining roles and responsibilities for the different players in
Key processes coaching
for effectively
managing
coaching • Making selection decisions on coaches
Coach selection
Managing
• Managing the supplier relationship with coaches and holding
the supplier briefings for coaches
relationship with
your coaches
• Evaluating the success of coaching engagements
Evaluating
coaching
engagements • Reviewing a coaching programme
Conducting an
overall review of
coaching in your • Planning internal communications about coaching.
organisation
Communicating
about coaching
Definitions
Sources of
The terms used in this tool
information
‘WHAT’ terms
In this tool, we use the definition of coaching offered in the
How to use the tool
CIPD Guide, Coaching and Buying Coaching Services CIPD Guide
developing a person’s skills and knowledge so that their job
Tool map
performance improves, hopefully 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. It usually lasts for a short period of time and focuses on specific
skills and goals.’ Explore a more detailed definition...
A coaching engagement refers to the work that a coach and

individual undertake together. The engagement is based on agreed
goals for the coaching and a timeframe for working together.
The coaching programme is the full set of coaching engagements and

activities in place to support the use of external coaches.

Cover
Benefits of this The terms used in this tool
tool
Introduction ‘WHO’ terms
Description of the
An external coach works with individuals within organisations to help
tool them develop and achieve specific, identified goals. Although external
Introductory coaches can be used to assist any employee, they tend to be used for
exercise
those in senior positions or those deemed high-potential employees.
Managing
external coaches:
Getting started Internal coaches are coaches who are employees of an organisation
Key processes who coach individuals either on a full-time basis or as part of their
for effectively
managing
broader role in HR. Their clients’ are not direct reports.
coaching
Coach selection The individual is the person receiving the coaching from the external
Managing coach. The sponsoring line manager is the immediate manager of
the supplier
relationship with
the individual.
your coaches
Evaluating The sponsoring HR professional is the HR professional responsible for
coaching
engagements
overseeing the coaching engagement. The individual and sponsoring
Conducting an
line manager are considered the HR practitioner’s customers for the
overall review of purposes of the delivery of the coaching services.
coaching in your
organisation
Communicating
about coaching
Definitions
Sources of
So what’s unique about the external coaching engagement?
information
It is:
How to use the tool • a tailored, one-to-one solution for the specific needs of the individual
who has limited time and requires a customised approach
Tool map
• likely to focus, with greater depth than other investments, on the
individual’s behaviours, personality and learning style
• based in a confidential relationship between the coach and the

individual.

Cover Introductory exercise: Your goals for
Benefits of this
tool coaching at your organisation
Introduction
Description of the
tool
To begin thinking about how you want to manage coaching at your organisation, have a
Introductory
exercise
look at the current state of coaching and how you’d like coaching to be used in the future.
Managing
external coaches: Think of this mini exercise as an ‘ice breaker’. It can be done individually or to start a
Getting started
group discussion. Tick one of the answers we’ve provided, or note other answers that
Key processes
for effectively
come up.
managing
coaching
How would you describe the current state of coaching at your organisation?
Coach selection
Managing
I know of some engagements, but don’t have the full picture.
the supplier
relationship with It’s very popular in some parts of the organisation but other groups aren’t doing
your coaches much.
Evaluating
coaching We’re just getting started.
engagements
Conducting an We have some good processes in place that we could fine-tune and extend to
overall review of more areas of the organisation.
coaching in your
organisation
Other answers ...
Communicating
about coaching
To manage coaching better at our organisation, we need to:
Definitions
Sources of Take time out to develop an overall approach.
information
Do a better job at selecting coaches. Having the right coaches is what really counts.
How to use the tool Bring coaching in line with other training and talent management activities.
Support HR practitioners more so they can really support and manage coaching
Tool map
across the organisation.
Other answers ...
You’ll also find it helpful to think about what’s happening in HR:
• Is your organisation experiencing a shift towards greater centralisation/

decentralisation?
• What are the key initiatives taking place in the organisation at the moment?
• What support and resources would you expect to have for making changes in
how you manage coaching?
• Whose involvement is most important in any discussions about what happens

with coaching?
After this initial look at coaching in your organisation, you’ll have a good starting
point for deciding how you want to go about managing coaching more proactively.
The section How to Use the Tool explains the topics of different sections of the tool.
You may wish to check the listing of topics again to see which sections of the tool
would be most useful at this point in your work on coaching.

Cover Managing external coaches:
Benefits of this
tool Getting started
Introduction
Description of the
tool
This section focuses on:
Introductory
exercise
• HR’s role in managing external coaches
Managing
external coaches: • developing your strategy for coaching
Getting started • stakeholders in an organisation’s coaching strategy.
Key processes
for effectively
managing
coaching HR’s role in managing external coaches
Coach selection HR is accountable for guiding investments in people across a range of HR
Managing activities such as rewards, benefits and training. In this way, managing and
the supplier evaluating coaching fits very naturally within HR’s remit. The CIPD Guide,
relationship with
your coaches Coaching and Buying Coaching Services CIPD Guide recommends a number of
Evaluating key roles that HR should take on to manage coaching well, including:
coaching
engagements
• being a knowledgeable and discerning buyer of coaching services on
Conducting an
overall review of behalf of the organisation
coaching in your
organisation
• ensuring you are getting value for money
Communicating
about coaching
Definitions
• managing coaching relationships to gain a high-quality service.
Sources of
information There are some unique issues to consider in deciding HR’s involvement in
coaching.
How to use the tool
Tool map
HR’s role in coaching – some unique issues
• Depending on how much you need to change the management

of coaching, it may be helpful to create a temporary role/position
that includes responsibility for leading the change.
• It’s important to balance the need for standardisation of your

approach to coaching with unique aspects of coaching eg
confidentiality of the coaching sessions and the unpredictable
pace at which people develop and change.
• Many organisations are working to strengthen the capabilities of

HR professionals. If some of your HR team are new to coaching,
they may need support to understand how to manage coaching
well so that their involvement adds value.
• There is no agreed best practice for who ‘owns’ coaching.

Instead, interest is shared across a wide range of stakeholders.
View a summary of stakeholders in coaching.

Cover Developing the coaching strategy
Benefits of this The CIPD’s Training and Development Survey 2004 showed that two-thirds
tool
of survey participants (The 2004 survey looked in coaching in detail) have no
Introduction
formal strategy for their coaching activities CIPD Survey. The benefit of having
Description of the
tool a strategy is that it guides coaching activities according to common principles
Introductory and allocates coaching resources based on organisational needs.
exercise
Managing Developing a coaching strategy involves agreeing some key points on coaching:
external coaches:
Getting started • Who will be coached?
Key processes
• When and why should we use external coaching?
for effectively
managing
coaching Who will be coached?
Coach selection
To develop agreement on ‘who will be coached’, a discussion of the following
Managing
questions will be useful:
the supplier
relationship with
your coaches
• How does investing in (employee group/individual X) contribute to our
current and future organisation success?
Evaluating
coaching
engagements • Which groups and types of talent make the greatest difference to our
Conducting an future organisation success?
overall review of
coaching in your
organisation • If we could increase the performance of X, what difference would it
Communicating make to the business?
about coaching
Definitions • Where does having top talent really matter most? In which roles?
Sources of
information
• Where do we have the greatest gaps between future needs and current
supply? How can coaching address these gaps?
How to use the tool
When and why should we use external coaching?

Tool map There is little doubt that the majority of people in your organisation –
regardless of role – could potentially benefit from additional investment such
as more training or some coaching. Work is changing for everyone and people
need to continually develop their skills just to stay in the game.
The key to cost-effective use of coaching is to be selective about which

individuals or groups of employees are eligible for coaching. You can use the
worksheet 1 to identify and prioritise potential needs for coaching across your
organisation. (NB This worksheet will not identify whether a specific individual
needs or is ready for coaching.)
It’s also useful to agree when coaching is not the appropriate solution. These
situations include:
• when you’ve already given up on the individual
• when a manager is looking to rely on an external coach to deal with
people and performance issues
• when the individual’s employment is already at risk because of lack of
competence
• when the individual needs personalised psychological counselling.

Cover The stakeholders in developing a coaching strategy
Benefits of this If you’re developing a coaching strategy or simply looking at managing
tool
coaching better, here are some steps to follow:
Introduction
Description of the
tool • Discuss your plans with key stakeholders to explore coaching issues
Introductory
that they think need to be addressed
exercise (Worksheet 2: coaching stakeholders)
Managing
external coaches: • Present the identified issues around coaching for senior/line managers
Getting started
and or HR practitioners and get their support to look at coaching
Key processes
for effectively
in more depth. Alternatively, your organisation’s annual HR planning
managing processes may identify the need to look at coaching.
coaching
Coach selection • Bring stakeholders together to identify current involvement, common
Managing concerns and objectives for the coaching strategy.
the supplier
relationship with
your coaches • If you work within a large organisation, consider creating a coaching
Evaluating strategy team. You can then develop a team charter that explains:
coaching
engagements
deliverables, members, sponsors, stakeholders, timeframe and success
measures.
Conducting an
overall review of
coaching in your Use the worksheet 2 to get to know your stakeholders. Add other people you
organisation
think you need to involve. The example of an HR director has been completed
Communicating
about coaching to help you get started.
Definitions
Sources of The stakeholder analysis will be useful in identifying which stakeholders to
information involve in the development of your coaching strategy. If you, for example,
establish a task force or committee to work on the coaching strategy, the HR
How to use the tool stakeholders would typically participate as members. HR Business Partners, as
members, would represent the interests and concerns of their internal clients.
Tool map It is often necessary to balance the need for line manager input with time
demands on line managers. A common approach is to involve line managers
at agreed steps such as: discussion of overall issues, review of proposed
objectives and review of proposed approach. In this way, the line managers
provide an internal ‘test market’ so that the final programme is built with the
customer in mind.
In using this section of the Tool, you will have created the foundation for a
successful coaching programme in that:
• HR has a clear, agreed role.
• Stakeholders have had an opportunity to give input on the issues and

contribute to development of the strategy.
• There are specific, agreed situations for which coaching is a high priority
development solution.

Cover Key processes for effectively managing
Benefits of this
tool coaching
Introduction
Description of the
tool
In this section, our resources will help you in:
Introductory
exercise
• defining the roles of stakeholders
• developing processes to support external coaching.
Managing
external coaches:
Getting started
To define the roles of stakeholders, you’ll find it helpful to have considered our
Key processes ‘Getting started’ section. This way, you’ll define stakeholder roles within your
for effectively
managing overall plan for coaching at your organisation.
coaching
Coach selection In addition to the information in this section, you’ll find more detailed
Managing information on coach selection processes in ‘Coach selection’ section.
the supplier
relationship with
your coaches
Evaluating Defining the roles of stakeholders
coaching
engagements Before working on the details of process steps, consider how you need
Conducting an
stakeholders to support coaching in your organisation:
overall review of
coaching in your
organisation
• What’s the mindset you’d ideally like them to have about coaching?
Communicating
about coaching • To successfully implement your coaching strategy, what behaviours do
Definitions you need from stakeholders?
Sources of
information • How do your expectations fit with their overall role at your organisation
– in HR, in line management or in the provision of services?
How to use the tool
Use worksheet 3 (which includes a example completed for an HR director) to
Tool map think about how you would ideally like stakeholders to contribute to coaching.
If you anticipate possible issues for some stakeholders, you can also use this
worksheet to note these. Customise the worksheet to cover your unique set
of stakeholders and the way HR is organised in your organisation.
Your work on stakeholder roles will clarify how you would like stakeholders
to contribute to the coaching programme and how ready they are to take on
these anticipated roles. There may be change management issues to address
such as gaining the cooperation of managers who previously had full autonomy
to hire coaches independently of HR. As you assess their readiness for these
roles, you will also need to consider how best to support their success in
these roles through activities such as information sessions or other internal
communications about coaching.

Cover Developing processes to manage coaching activities
Benefits of this The figure below shows how the development of processes to manage
tool
coaching activities fits with your work on developing a coaching strategy and
Introduction
implementing a coaching programme.
Description of the
tool
Introductory
exercise Implement strategy:
Managing
external coaches: • Define roles of stakeholders
Getting started
Key processes
• Develop key processes to
for effectively Set manage external coaching Evaluate
managing coaching activities and
coaching
strategy improve
Coach selection • Establish pool of coaches
Managing • Implement coaching
the supplier
relationship with programme, using internal
your coaches communications
Evaluating
coaching
engagements
Conducting an
overall review of There is a core set of processes and roles that are needed to manage coaching
coaching in your well. In the rest of this section you’ll look at a sample sequence of steps
organisation
that are representative of the practices emerging and in place at leading
Communicating
about coaching organisations and in publications on coaching.
Definitions
Sources of
The sample process for a coaching engagement gives you a starting point. Use
information it to:
How to use the tool • save time
Tool map • frame the discussions about coaching processes, so you reach
agreement more quickly on the specific roles of stakeholders
• customise the sequence of steps for your stakeholders and business and
HR structures
• describe what each stakeholder will do at each step of the process.
Keep in mind that to add value to the coaching programme, a role or step
should contribute in one or more of the following ways:
• save time and resources
• increase the likelihood of returns from coaching
• reduce the variability in results from coaching
• reinforce accountability for people management and development
• leverage expertise and resources.

Cover Coach selection
Benefits of this
tool
Introduction This section shows you:
Description of the
tool • a sample selection process
Introductory
exercise
• common requirements in coach profiles
Managing
external coaches:
Getting started • possible standards for setting the profile of a coach who is ’qualified to
Key processes coach’ at your organisation
for effectively
managing
coaching • steps you may consider establishing as part of your coach selection process.
Coach selection
Managing
The CIPD’s Training and Development Survey 2004 reported that one of the
the supplier main concerns of HR buyers of coaching services is the difficulty in finding and
relationship with
your coaches selecting external coaches CIPD Survey. Nonetheless, it is important to keep
Evaluating in mind that many of the skills held by HR practitioners – such as selection
coaching interviewing – lend themselves to effectively managing coaching relationships.
engagements
Conducting an
overall review of
coaching in your Sample selection process
organisation The CIPD guide Coaching and Buying Coaching Services presents an example
Communicating of a coach selection process:
about coaching
Definitions
Sources of
information Step 1 Step 2 Step 3
Assess individual’s Develop desired coach Paper-based selection
development profile (individual and to produce coach
How to use the tool organisation requirements) shortlist
needs
Tool map
Step 7 Step 6 Step 5 Step 4

Individual to Make decision Semi- Invite coaches to
meet with (HR and structured interview. Ask to fill
coach individual) interview in skills/experience
inventory
It’s important to keep in mind that these steps are included as an example
of a process. The actual set of steps that will work best at your organisation
depends on several factors, including:
• the number of coaches you need in your pool
• the resources you have available to support selection
• how high you want to set the standards for external coaches and how
thorough a selection process you want to undertake.
The rest of this section presents resources for implementing a selection

process.

Cover
Benefits of this
A note on ‘rationalisation’
tool
Introduction Some organisations, on finding that they have large numbers of
Description of the coaching suppliers with diverse backgrounds working within their
tool organisations, have undertaken a rationalisation of their coaching
Introductory pool. The purpose of the rationalisation exercise is typically to
exercise
implement newly agreed standards for what constitutes ‘qualified to
Managing
external coaches: coach’ in the organisation.
Getting started
Key processes The rationalisation exercise is essentially a re-selection of existing
for effectively
managing providers and selection of new providers against a set of agreed
coaching standards. The exercise also allows providers to consider the
Coach selection standards and opt out. The organisation may discontinue their work
Managing with some suppliers because of issues relating to fees, approach or
the supplier
relationship with qualifications.
your coaches
Evaluating If you’re considering a rationalisation, our ‘Coach briefings’ section
coaching
engagements contains useful information on communicating with your coaching
Conducting an suppliers.
overall review of
coaching in your
organisation
Communicating
about coaching
Definitions Coach profile and standards
Sources of The checklist below will assist you in clarifying your requirements and setting
information standards for your coach shortlist. ‘X’ denotes a standard that HR will need to
set via consultation with stakeholders. You may set the standards for coaches
How to use the tool who are ‘approved to coach’ in more or less specific and rigorous ways than
illustrated below.
Tool map
Checklist: Coach profiles
Requirement Possible standards for your organisation’s coach profile
Previous • Minimum of number of X hours of coaching delivered over the past X years
coaching • Full-time coach for X years
experience
• Minimum of X years’ coaching experience:
- at specific organisation levels
- in specific sectors or markets
- in specific types of organisations (eg large global, family-owned,
entrepreneurial culture etc)

Cover
Benefits of this
tool
Requirement Possible standards for your organisation’s coach profile
Introduction
Description of the Business • Minimum of X years in business as:
tool
experience - line manager
Introductory
exercise - HR professional
Managing - consultant
external coaches:
Getting started - other
Key processes • Experience in types of business:
for effectively
managing - sector
coaching
- types of organisations (eg large global, family-owned, entrepreneurial culture etc)
Coach selection
Managing Referrals • Availability of contactable referrals from recent coaching assignments similar to
the supplier
relationship with
those that might be undertaken at your organisation
your coaches • Availability of referrals from executives in your organisation based on previous
Evaluating experience as line manager, HR, coach or consultant
coaching
engagements
Professional • Has signed and makes available the code of ethics and complaints procedure from
Conducting an
overall review of
bodies the organisation to which he/she belongs
coaching in your • Active member in organisation eg attends workshops
organisation
Communicating Qualifications/ • First-level university degree
about coaching
education • Advanced degree in:
Definitions
- business
Sources of
information - people-related discipline eg psychology, organisational behaviour, human resources
How to use the tool

Qualifications/ • Completion of relevant training and ongoing CPD in:
training - coaching
Tool map - counselling
- psychotherapy
- psychology
- business management
Qualifications/ • Certified in assessment tools in use at organisation

tools and • Certified in assessment tools similar to those used at organisation
instruments
• Experienced with tools similar to those used at organisation (certification may not
be required)
Professional • Insured up to certain level (eg £x)

indemnity
insurance
Supervision • Has formal contract with coach supervisor

• Uses coach supervision on regular basis
This profile would then be used to assess potential coaching candidates. As the profile
considers relatively objective standards, eg, university degree, it is best used in the initial
stages of selection when you may be reviewing paper based information such as CVs.
Coaches that match the profile would then be invited for further selection steps such as
interviews or a coaching demo.

Cover Recruiting coach candidates
Benefits of this As the CIPD Guide, Coaching and Buying Coaching Services, recommends,
tool
the coach profile serves as the basis for deciding which coaches you want to
Introduction
recruit. The Guide also lists several options for sourcing coaches. In addition to
Description of the
tool these, you may find it useful to contact the following:
Introductory
exercise • HR practitioners and, through them, line managers. They may be aware
Managing of coaches already working in the organisation who would qualify
external coaches: for the shortlist and who could be added to the pool for additional
Getting started
engagements.
Key processes
for effectively
managing • Current coaches. Some of your current coaches may make referrals for
coaching
other coaches who might also meet your profile.
Coach selection
Managing
the supplier Making shortlist decisions
relationship with Using the agreed profile, HR typically uses a paper- or web-based review of
your coaches
coach CVs to set the shortlist.
Evaluating
coaching
engagements Worksheet 4 shows an example of how to decide whether to keep coaches on
Conducting an your shortlist or not.
overall review of
coaching in your
organisation
Communicating Invitation to interview
about coaching Coaches included on your shortlist must be interviewed. Pre-interview
Definitions communications with shortlisted coaches are essential to a well-managed and
Sources of positive selection process. These communications typically cover:
information
• an overview of coaching at your organisation

How to use the tool
• information for the coach candidate on the steps in your selection

Tool map process
• requests for any additional information from coaches eg case studies of

successful coaching engagements
• organisation contact and invitation for initial questions from coaches

about the organisation.
If you’re recruiting a large number of coaches eg 10–15 or more, a coach

candidate briefing session may be a worthwhile investment. The purpose of a
briefing at this stage of the selection process is to:
• Allow potential coaches to learn more about your organisation and its
approach to coaching.
• Enable potential coaches to self-select into or out of the selection

process.
• Create opportunities for you to learn more about each potential coach,
particularly any behaviours that suggest the coach should not continue
in the selection process.

Cover A coach briefing session held at this stage of the selection process might, for
Benefits of this
example, include, in this order:
tool
Introduction 1 Welcome and introductions
Description of the 2 Overview of the organisation
tool 3 Business challenges for executives likely to be coached
Introductory 4 Organisation coaching strategy and selection process
exercise
5 Key development programmes at your organisation
Managing
external coaches:
6 Questions and answers.
Getting started
Key processes Interviews and other selection activities
for effectively
managing In this stage of selection, your goals are typically to understand the coach’s
coaching experience, approach and skills in greater depth in order to judge her or his
Coach selection suitability for the different types of coaching assignments at your organisation.
Managing
the supplier
relationship with Most organisations will conduct at least one face-to-face exploratory interview
your coaches of shortlisted coaches. Increasingly, organisations are also using two or more of
Evaluating the activities listed below to qualify a shortlisted coach for the approved pool.
coaching
engagements
Conducting an Activity A: Exploratory interview
overall review of
coaching in your
organisation • Conducted by the majority of organisations, typically by an HR
Communicating professional or HR panel knowledgeable about the coaching
about coaching programme and selection process.
Definitions
Sources of • In-depth exploration of coaching experience eg challenges the coach
information has faced in coaching individuals, their approach to the management of
stakeholder relationships and examples of the outcomes achieved from
How to use the tool their coaching.
Tool map • Discussion of the coach’s views and model of coaching, how well the
coach explains their work and examples of situations for which the
coach is best suited.
Activity B: Coach self-assessment form
• A self-assessment by coaches in areas such as coaching competencies,

coaching practices, strengths and weaknesses as a coach.
• Typically a structured questionnaire.
• May be linked to individual assessment to compare self- and individual

assessments
Activity C: Individual assessment
• An assessment of the coach by one or more individuals who have been

coached by the coach.
• May use a combination of structured questions (eg rating the coach on

specific competencies) and open-ended ‘bottom line’ questions (eg key
benefits of coaching). The structured questions may include those used
in the self-assessment.

Cover
Benefits of this
• Requires agreements on individual confidentiality and means to
tool maintain confidentiality. For example, individual responses may be
Introduction coded to indicate coach, type of organisation and individual level in
Description of the order to protect the identity of the individual.
tool
Introductory Activity D: Behavioural interviews
exercise
Managing
external coaches: • A more focused interview in which the interviewer probes responses for
Getting started the coach’s underlying skills.
Key processes
for effectively
managing • The interviewer might consider behaviours such as:
coaching - how well the coach responds to new information
Coach selection - how the coach role-models skills such as active listening and feedback
Managing - how the coach modifies their behaviour in the interview.
the supplier
relationship with
your coaches • Allows direct observation of some of the coach’s competencies, but not
Evaluating necessarily the full range of competencies that would be applied in an
coaching actual coaching session.
engagements
Conducting an
overall review of Activity E: Sample coaching session
coaching in your
organisation
• Sample coaching sessions may focus on:
Communicating
about coaching
- the real issue of a volunteer participant
Definitions
- specific aspects of coaching eg contracting, dealing with resistance
etc
Sources of
information - How the coach works with information provided on the individual eg
a 360-degree feedback report
How to use the tool
- the reported (as noted in coach self-assessment) strengths of the coach.
• Sessions may be taped or video-recorded for later review. However,

Tool map
this approach assumes a high level of resource for the coach selection
process.
• Sample sessions may be interrupted for on-the-spot debriefs; there

is typically a debrief at the end of the session. The debriefs allow for
observations of how the coach responds to feedback and applies
learnings from the debrief.
• These sessions provide opportunities to consider the coach’s application

of their stated model or approach and how the coach adapts their
approach to the specific individual. They also allow direct observation of
coaching competencies.
Final selection for pool

Reaching a decision on approval for the coaching pool obviously involves
bringing together all of the information collected during the selection process.
Here are some points to consider as you move to this stage of the process:
• If you are using multiple selection activities eg exploratory interview(s) +

individual reference + sample coaching session, you’ll find it helpful to
have a summary result such as a score or rating for each step.

Cover • If you consider some steps more important than others, the results from
each step may be assigned weights. However, this will complicate the
Benefits of this
tool process. This quantitative scoring may also be unappealing to some
Introduction members of your selection team who prefer a more intuitive approach.
Description of the
tool • Your decision on approval for the pool may be summarised in relatively
Introductory simple terms or include additional information that will be used in the
exercise coach matching process.
Managing
external coaches:
Getting started The table below presents options for summarising your selection decisions.
Key processes
for effectively
managing
Table: Options for recording final selection decisions
coaching
Coach selection
Coach Possible Possible result 2 Possible result 3
Managing
the supplier
relationship with result 1
your coaches
Evaluating 1 Approved for Approved for pool Approved for pool
coaching
engagements pool
YES YES
Conducting an YES
overall review of YES, for specific NO
coaching in your
organisation NO engagements only
Best suited for work with individuals
Communicating
about coaching NO with the following characteristics and
Definitions
preferences:
Best suited for engagements in
Sources of which:
information Level: type here
type here
Gender:type here
How to use the tool
Age:type here
Tool map
Nationality:type here
Preferred style of coach:

1
Preferred background of coach:

type here
Specific development needs:

type here

Cover This table captures the end result of an important, time consuming process
Benefits of this
and contains information needed for successful deployment of coaches within
tool your organisation. It is important to present this information clearly and to
Introduction ensure its availability to those who are involved in coaching engagements.
Description of the Refer to the sample process/role outline to check which players in coaching
tool
engagements will need this information on approved coaches.
Introductory
exercise
Managing
external coaches:
Getting started
A note on linking selection and matching
Key processes
for effectively
managing You can link the selection of the pool with the matching of
coaching
approved coaches to individuals. For more information on matching
Coach selection
see CIPD Guide, Coaching and Buying Coaching Services CIPD Guide.
Managing
the supplier
By creating this link, you can rapidly find a set of approved coaches
relationship with from the pool who could meet need the needs of a particular
your coaches
individual.
Evaluating
coaching
engagements This approach is based on a common set of characteristics that
Conducting an are used in both coach profiles and individual request forms about
overall review of
coaching in your
potential coaches. It requires a means for individuals to search a
organisation list or database of approved coaches by these characteristics. For
Communicating example, a coach profile might indicate that the coach has extensive
about coaching
experience in global organisations; an individual may search the
Definitions
coach list or database on this and other criteria.
Sources of
information
You can use technology to link selection outputs, coach profiles and
How to use the tool
individual preferences through these steps:
1 Design a database of approved coaches to store coach

Tool map
information in terms that will be relevant to line manager
matching eg experienced in working with M&A situations or
expatriate situations.
2 Enable individuals to search database using search criteria.
3 Develop the matching algorithm that will identify the coaches

that meet the individual’s criteria and produce a set of three or
four coaches who match the individual’s expressed needs.
4 Enable individual to review the full set of information on three

or four coaches and select those who they will then interview.
The sponsoring HR professional should be notified of the
individual’s selection.

Cover Managing the supplier relationship
Benefits of this
tool with your coaches
Introduction
Description of the
tool
This section covers coach briefings ie sessions that you may hold with your
suppliers of coaching (both new and experienced suppliers). It includes
Introductory
exercise information designed to help you:
Managing
external coaches: • Consider how you want to manage supplier relationships.
Getting started
• Plan coach briefings.
Key processes
for effectively • Use coach briefings to improve the effectiveness of coaching at your
managing organisation.
coaching
Coach selection
Managing supplier relationships
Managing
the supplier To manage costs and ensure service quality, many companies have adopted
relationship with
your coaches
more formal approaches to working with their suppliers. Within this broader
trend towards active supplier management, companies are also increasingly
Evaluating
coaching using more proactive approaches to working with suppliers of coaching.
engagements
Conducting an These more proactive approaches to coaching can help your organisation in
overall review of
coaching in your three important ways:
organisation
Communicating • You can better cope with the increased supply of coaches marketing
about coaching
their services to the organisation.
Definitions
Sources of
information
• They help you better communicate your approach to coaching – your
strategy and processes – so that suppliers can work more effectively
with your organisation.
How to use the tool
• To a lesser extent, you can eliminate suppliers who don’t fit with the
Tool map
organisation’s approach. Some suppliers may also decide not to work
with an individual or organisation if they find the approach a poor fit for
their business.
Coach briefings are a useful means of communicating your expectations

of coach suppliers and building positive relationships with coaches. Before
planning briefings, it’s helpful to first consider how you want to manage
supplier relationships in general, and specifically with regard to coaching.
The following discussion questions will help you define your preferred
approach.

Cover Planning coach briefings
Benefits of this What should a coach briefing cover? Use this worksheet to help you define
tool
your objectives for a briefing session.
Introduction
Description of the
tool
Introductory
exercise Objective for coach briefing Priority
Managing (high/medium/low)
external coaches:
Getting started
Share information – operational (eg new system for tracking coaching
Key processes type here
for effectively
expenses)
managing
coaching Share information – strategic (eg new global initiative) type here
Coach selection
Managing Onboarding – welcome and induct new coaches type here
the supplier
relationship with
Build relationships (eg get to know individual coaches better; introduce
your coaches type here
coaches to each other; mix new and experienced coaches)
Evaluating
coaching
engagements Build buy-in (eg senior manager discusses role in supporting coaching
type here
Conducting an engagements)
overall review of
coaching in your
organisation Learning (eg explore coaches’ observations on organisation culture) type here
Communicating
about coaching Learning (eg share new practices and developments in coaching) type here
Definitions
Other objectives? type here
Sources of
information
How to use the tool

Before planning a briefing in more detail, you should think about how many
Tool map briefings to have.
Tips on coach briefings?

It depends. There is no reported average number or best-practice
number of coach briefings per year. It’s common to hold one to
three briefings each year, in addition to email communications. The
optimal number depends on a few factors such as:
• the degree of change in your organisation – strategic business

change as well as changes in how you manage coaching
• the number of new coaches working in your organisation
• your approach to working with suppliers in general and

coaching suppliers in particular.

Cover Planning the briefing agenda
Benefits of this Here’s a worksheet of topics that are commonly covered at briefings for new
tool
or experienced coaches. By using this worksheet, you’ll set priorities for your
Introduction
topics and begin thinking about how you’ll cover the topic. Once you’ve
Description of the
tool completed the worksheet, you can then set the sequence of topics for the
Introductory briefing.
exercise
Managing Worksheet: Briefing session agenda
external coaches:
Getting started
Key processes Priority:
for effectively H = High M = Medium L = Low
managing
coaching
Coach selection Approach:
Managing
P = presentation Q&A = open questions and answers G = small-group work
the supplier
relationship with
your coaches Use the worksheet to plan the topics you will cover at briefings, how these
Evaluating topics would best be covered, who is best suited to address a topic and the
coaching time needed for the topic. As you may find there are several topics to cover,
engagements
use a simple rating of priority (H, M L) to identify the most important topics
Conducting an
overall review of for a specific briefing. For each topic, consider whether an approach such as
coaching in your a presentation (P), open Q&A session (Q&A) or small group work (G) would be
organisation
most effective in dealing with the topic.
Communicating
about coaching
Definitions Briefing topic Priority Approach Led by/ supported by Time
Sources of needed
information
Explain key processes
How to use the tool (important for new type here type here
type here type here
coaches; useful for
Tool map experienced coaches)
Review new steps in
coaching process eg type here type here type here type here
contracting or invoicing
Introduce new members
of organisation who are
type here type here type here type here
stakeholders in coaching
eg new head of talent
management
Updates on important HR
processes eg 360-degree
feedback, performance type here type here type here type here
management, climate
survey etc
Present framework for
evaluating coaching type here type here type here type here
engagements
General organisation
update type here type here type here type here

Cover
Briefing topic Priority Approach Led by/ supported by Time
Benefits of this
tool needed
Introduction
Update on recent
Description of the business events eg
tool
merger or acquisition, type here type here type here type here
Introductory
exercise recent win of substantial
Managing new account or project
external coaches:
Getting started Summaries from recent
Key processes
senior management
for effectively awaydays, business
managing type here type here type here type here
coaching
planning or strategy
sessions
Coach selection
Managing Summary of coaching
the supplier activity; results of any
relationship with type here type here type here type here
your coaches evaluations of coaching
Evaluating Updates on relevant
coaching
engagements external events eg
Conducting an research on coaching
overall review of issued by professional
coaching in your
organisation organisation
Communicating Learning sessions
about coaching type here
(see section below) type here type here type here
Definitions
Sources of
Other topics?
information type here type here type here type here
How to use the tool
Tool map
Once you’ve completed the worksheet, you can then set the sequence of
topics for the briefing and request the participation of speakers.
Improving the effectiveness of coaching

To enhance the effectiveness of coaching in your organisation, you might
consider using exercises like the following in your coach briefings:
1 What if?
In small groups, coaches and representatives of the organisation share
experiences and problem-solve actual or potential coaching scenarios.
These might include:
• Sponsoring manager of coaching individual resigns; there is only
one other coaching session planned. Should the coach meet the
replacement manager?
• Several of the stakeholders who completed the 360-degree feedback
for an individual have resigned or transferred. How should the coach
and individual work with former and current stakeholders?

Cover 2 Survey results.
In small groups, coaches and organisation representatives discuss the
Benefits of this
tool results of the most recent climate or engagement survey. Participants
Introduction note implications for coaching individuals, sponsoring managers,
Description of the
coaches and other stakeholders.
tool
Introductory 3 Keeping up to date.
exercise Organisation representatives and/or coaches present learnings from a
Managing recent conference, research or publication on coaching. Or an external
external coaches:
Getting started
speaker with expertise in a area of interest eg cross cultural issues in
coaching, presents and facilitates discussion. Participants identify ways
Key processes
for effectively to use the learning to enhance their work as coaches or in managing
managing coaching.
coaching
Coach selection
4 Develop evaluation approach.
Managing
the supplier
If your organisation is considering a more formal approach to evaluating
relationship with coaching, the briefing might be an opportunity to partner with coaches
your coaches on developing the approach.
Evaluating
coaching
engagements
Conducting an Tips on new and experienced coaches
overall review of
coaching in your
organisation
Your new coaches need to know how to get started and how to
Communicating
about coaching
work effectively within your organisation. They’ll need to know who
to see on what kind of question. Reports of their first experiences
Definitions
with your processes can highlight opportunities for improvement.
Sources of
information
Your experienced coaches need to know about changes – in your
How to use the tool coaching programme and in the organisation. They are also a useful
source of observations about your organisation’s culture.
Tool map

Cover Evaluating coaching engagements
Benefits of this
tool
Introduction This section focuses on possible ways to evaluate individual coaching
Description of the engagements. Our later section addresses how to undertake a broader review
tool of the coaching programme that is delivered in your organisation.
Introductory
exercise
This section shows you:
Managing
external coaches:
• key questions to consider before evaluating coaching engagements
Getting started • alternative ways of evaluating coaching engagements.
Key processes
for effectively
managing Planning the evaluation of coaching engagements
coaching The CIPD’s Training and Development Survey 2004 CIPD Survey reported that
Coach selection feedback from participants is the most common form of evaluation used in
Managing coaching. It’s good coaching practice, on a session-by-session basis, for the
the supplier
relationship with
coach and individual to discuss the effectiveness of the coaching. Given the
your coaches increased spend on coaching, many organisations want to know more about
Evaluating how well coaching is ‘working’.
coaching
engagements
Conducting an
Assessment of the tangible benefits of coaching is critical. It is important to
overall review of establish accountability on the part of the coach, data to prove the value of
coaching in your
organisation the initiative for HR and closure on the part of the individual. However, it
Communicating
seems as though formal evaluation of coaching initiatives is often lacking,
about coaching with a large proportion of organisations relying on little more than anecdotal
Definitions evidence to measure effectiveness.
Sources of
information
Before any coaching commences, it’s important to plan how you intend
to evaluate the coaching. HR should work with the line manager and the
How to use the tool
coach early on to establish realistic ways of monitoring progress and success.
Evaluation can focus on a number of different areas – the performance of the
Tool map coach, feedback to improve the organisation’s management/administration
of the coaching process, the individual’s and line manager’s satisfaction with
the coaching intervention, the degree of behaviour change achieved by the
individual and the impact on business results. Establishing the return on
investment (ROI) on coaching – as with many other HR activities – is difficult,
as it is hard to isolate the impact of a coaching intervention on business
indicators such as productivity and turnover. However, it is possible to identify
a number of measures that can be used to assess overall effectiveness and
satisfaction with the coaching intervention.
The CIPD Guide, Coaching and Buying Coaching Services, discusses how there
is a variety of different options and choices, but which to use will depend
on the exact nature of the coaching relationship. This is illustrated in the
following diagram:

Cover
Benefits of this
tool Evaluating
Introduction effectiveness
Description of the Checking
tool Drawing things
satisfaction and
to a close
Introductory progress
exercise
Managing
Managing the
external coaches: onward coaching
Getting started engagement
Key processes
for effectively Setting and
managing Initial orientation
managing
coaching of the coach
expectations
Coach selection
Setting up the
Managing coaching
the supplier
relationship with
your coaches
Evaluating
coaching
engagements
Use the discussion questions on evaluation to clarify how evaluation of
Conducting an
overall review of
engagements would be useful to your organisation, and what level of
coaching in your evaluation you want and are able to undertake.
organisation
Communicating
about coaching Designing the evaluation
Definitions Following the discussion of your objectives for evaluation, there are several
Sources of points to consider in designing the evaluation:
information
• the number of engagements to be evaluated

How to use the tool
• the sources of input (individual, sponsoring line manager, sponsoring HR

Tool map professional, coach)
• the type of coaching engagements to be evaluated (eg coaching of

high potentials using a set of coaches from a specific provider, or a wide
range of coaching situations using a diverse set of providers)
• the timeline for evaluation of results (eg short, medium or long term)
• the internal evaluators or use of a third party.
Alternative approaches to evaluation

There’s a number of ways to evaluate single or multiple coaching
engagements. Here are some common methods that can be used
independently or in combination to support your evaluation objectives:
1 Progress checks
• Regular, qualitative updates that typically involve the three players who
have the best opportunities to observe progress: the individual, the
individual’s manager and the coach.

Cover • The sponsoring HR professional may also participate in these discussions
or have separate conversations with the stakeholders.
Benefits of this
tool
Introduction • To contribute to more formal evaluation, the conclusions from these
Description of the discussions must be tracked in some way. For example, there may be a
tool simple ‘bottom line’ question raised in the progress check such as ‘how
Introductory useful is the coaching?’
exercise
Managing 2 Closing coaching engagements
external coaches:
Getting started This is a more comprehensive and updated version of the progress check.
Key processes Closing may occur in two stages:
for effectively
managing
coaching • the individual/coach session
Coach selection
Managing • joint or separate discussions among individual, manager and coach.
the supplier
relationship with
your coaches In closing discussions, questions such as the following may be useful:
Evaluating
coaching • How effective has the coaching been in addressing the goals and
engagements
changes we targeted?
Conducting an
overall review of
coaching in your • What has been most beneficial about coaching? To you? To the
organisation business?
Communicating
about coaching
• Are there any specific business results that you think are attributable
Definitions
(directly or indirectly) to the coaching?
Sources of
information
Because of the qualitative nature of closing discussions, it’s important to
How to use the tool
summarise the discussion in a practical way.
3 Pre- and post-stakeholder input

Tool map
• Often used to assess the impact of coaching on behaviour eg before

and after evaluations on competencies or 360-degree feedback.
• Since many competency models include a large number of behaviours,

it can be helpful to focus the engagement, and the post-engagement
evaluation, on the behavioural changes that will have the greatest
impact for the individual and the organisation.
4 Closing survey
• Most commonly used as an online survey for individuals and the

sponsoring manager.
• Often a challenge for organisations because of time pressures on these

stakeholders. However, some organisations consider the survey to be
part of the engagement.

Cover • Here are a few survey items that work well with a 5-point scale to
reflect level of agreement, where 1 = I disagree strongly; 5 = I agree
Benefits of this
tool strongly:
Introduction
Description of the
tool ? The coaching was helpful in accelerating achievement towards the goals
Introductory we agreed. (This statement should be tailored to describe the specific
exercise
goals that were agreed at the start of the coaching. One statement for
Managing
external coaches: each goal).
Getting started
? The coaching has been helpful in making changes that are essential to
Key processes
for effectively my success at work.
managing
coaching ? I consider the coaching of value relative to the fees and time invested.
Coach selection
1 Coaching has helped me become a better manager/leader.
Managing
the supplier
relationship with
your coaches
Evaluating
coaching
engagements 5 Results and process survey
Conducting an In addition to looking at a closing survey as above, a survey of the processes
overall review of used to manage coaching eg matching is used. Feedback on processes may
coaching in your
organisation also be collected via interviews or focus groups.
Communicating
about coaching This approach can yield useful information for prioritising changes in the
Definitions coaching programme.
Sources of
information
6 ROI – Return on investment
How to use the tool

• ROI can be estimated by undertaking the following steps:
1 Verifying changes in behaviour and results through discussion with
Tool map the individual (the sponsoring manager may also be included in these
steps)
2 Estimating the financial benefit of these changes
3 Judging the role of coaching in enabling the changes
4 Estimating the total financial benefit attributable to coaching
5 Estimating the cost of providing coaching
6 Calculating the return ie the benefit (Step 4) relative to the cost
(Step 5).
• Rarely used because of subjectivity and resource requirements.
• Some organisations use a third-party specialist to estimate ROI.

Cover Comparing the alternative approaches to evaluation
Benefits of this So, what’s the bottom line? Here’s a summary of the pros and cons of
tool
different methods for evaluating engagements:
Introduction
Description of the
tool
Evaluation Pros Cons
Introductory
exercise
method
Managing
external coaches: 1 Progress Typically part of the ‘triangle’ established HR needs to judge whether the
Getting started
checks between the individual, coach and engagement has been successful and
Key processes
for effectively sponsoring line manager assign some type of label or rating that
managing reflects the degree of success
coaching Supports continuous emphasis on
Coach selection expectations from the engagement
Managing
the supplier
relationship with 2 Closing A useful part of the coaching process Requires HR to label the engagement
your coaches discussions regardless of whether HR uses the as successful or not. However, this may
Evaluating information in an evaluation exercise or be easier than in other methods as the
coaching
engagements not discussion of success is more explicit
Conducting an
overall review of
Considered good coaching practice
coaching in your
organisation
3 Pre- and A natural extension of familiar 360- Other learnings and results may have
Communicating
about coaching post-360- degree feedback processes been achieved in coaching that are not
Definitions
degree reflected in a behavioural survey
Easy to include multiple constituents:
survey
Sources of sponsoring manager, peers and No direct feedback on coach, who is
information
colleagues and direct reports assumed to be effective if the post-
coaching scores show improvement
How to use the tool Easy to track changes in scores on
behavioural items
Tool map
Possible to aggregate scores across similar
engagements
4 Closing Consistent approach with less variability May be difficult for individuals and
survey due to interpretation by HR sponsoring managers to take the time
to complete; puts HR in position of
May be combined with closing discussion
chasing completed surveys
eg a discussion followed by a brief survey
to formally record views
May be administered to individual

and sponsoring manager to note
any discrepancies in views. Any such
differences may also have already been
made apparent through progress checks

Cover
Evaluation Pros Cons
Benefits of this
tool method
Introduction
Description of the 5 Results Provides feedback to target improvements May be difficult for individuals and
tool
and process in management of coaching sponsoring managers to take the time
Introductory survey to complete; the focus on process
exercise Possible to consider drivers of coaching
increases the number of questions
Managing effectiveness eg participants reporting
external coaches:
Getting started high levels of satisfaction with coaching Requires high number of participants to
Key processes
identify possible drivers of effectiveness
Might report high satisfaction with other
for effectively
managing variables eg choice of coaches, support of
coaching
sponsoring manager
Coach selection
Managing
the supplier
6 ROI Yields rich information on the range of Labour-intensive, especially if individual
relationship with results and individuals’ views on influence and sponsoring manager participate
your coaches
of coaching
Evaluating Subjective estimate
coaching Produces an output expressed in financial
engagements Ignores long-term benefits or the value
terms
Conducting an of preventing negative outcomes such
overall review of
coaching in your as loss of a valued employee
organisation
Communicating
about coaching
Definitions
Sources of
information
How to use the tool
Tool map

Cover Conducting an overall review of
Benefits of this
tool coaching in your organisation
Introduction
Description of the
tool
This section shows how to plan and design a review of the coaching
Introductory
exercise
programme (ie all the individual coaching engagements) in your organisation.
Managing
In contrast to the previous section, which addresses individual engagements,
external coaches: this section covers a more comprehensive review, including:
Getting started
Key processes • defining the purpose of the review
for effectively
managing • setting the scope and timing of the review
coaching • prioritising the areas to review
Coach selection • drafting potential review items.
Managing
the supplier
relationship with The section will be most useful to organisations in which many coaching
your coaches engagements have already been completed and some processes implemented
Evaluating to manage coaching. If your organisation is relatively new to coaching, you
coaching
engagements may also find some of the steps suggested in this section useful for assessing
Conducting an the current state of coaching before making changes.
overall review of
coaching in your
organisation Purpose of the review
Communicating A review that encompasses all coaching engagements as well as the
about coaching
management of coaching can potentially become a large project. It’s
Definitions
important to agree the purpose of the review so that you:
Sources of
information
• Focus on what you ‘must know’.
• Obtain necessary resources and support.
How to use the tool
• Keep some resources in reserve for implementing changes as a result of
the review.
Tool map
As in the coaching review questions section, will be helpful in thinking about

what you want to achieve through the review of your coaching programme.

Cover Scope and timing
Benefits of this Some organisations periodically conduct programme reviews as part of their
tool
annual HR strategic and business planning process. In these cases, the scope,
Introduction
timing and approach of the review would largely be determined by common
Description of the
tool practices already in place.
Introductory
exercise If you propose to review the coaching programme independently of any
Managing regular HR processes, you’ll need to make decisions on the following:
external coaches:
Getting started
Key processes Scope of the review
for effectively
managing
coaching • Scope refers, simply stated, to ‘what’s in and what’s out’.
Coach selection
• Depending on your objectives the scope of the review might include:
Managing
the supplier - specific or all areas of the organisation eg particular businesses or
relationship with geographies
your coaches
- specific or all types of coaching engagements and activities
Evaluating
coaching - particular issues in coaching eg matching or programme costs.
engagements
Conducting an Timing of the review
overall review of
coaching in your
organisation • As a practical matter, consider when you’re most likely to get the
Communicating support and resources needed for the review.
about coaching
Definitions
• It’s also important to consider how much experience your organisation
Sources of should have with coaching before reviewing the programme. Is your
information
review an effort to understand:
- your baseline?
How to use the tool
- how things are working in the early days of management of
coaching?
Tool map - how well the programme is working after a period eg two years, of
active management?
• Refer to worksheet 5 to identify the items you want to cover in your
coaching review
Prioritising areas to review

There’s a wide range of areas you could review, as covered in the rest of this
section.
Use worksheet 2 of coaching stakeholders to begin defining what you

want to know from each group and about the programme. Once you’ve
clarified what you want to review, you can decide the methods of collecting
information from stakeholders eg via surveys, interviews, focus groups etc.

Cover Example review items
Benefits of this Use the example review items that follow to fine-tune your thinking about
tool
what you want to know about coaching and from whom. This sample
Introduction
assumes the use of a survey, but you could also check views on these issues
Description of the
tool via focus groups or interviews.
Introductory
exercise These examples use a 5-point rating scale of agreement:
Managing
external coaches:
Getting started 1= Strongly disagree 3 = Neutral 5 = Strongly agree
Key processes
for effectively What and who Example Items Value
managing
coaching
Coach selection Stakeholder I understand how to access coaching type here
Managing satisfaction
the supplier The quality of coaches available is high type here
relationship with
– management of
your coaches coaching HR, line manager and coach collaborate effectively to support
type here
Evaluating coaching engagements
coaching
engagements
Conducting an
overall review of
Individual My coach was helpful in challenging my thinking and behaviour type here
coaching in your satisfaction –
organisation My coach understands our organisation’s culture type here
coach effectiveness
Communicating
My coach was skilled in providing feedback type here
about coaching
Definitions type here
The quality of coaches available is high
Sources of
information
HR, line manager and coach collaborate effectively to support
type here
coaching engagements
How to use the tool
Stakeholder The coaching was valuable, relative to time and expense

type here
Tool map satisfaction – value invested
of coaching
I can think of specific benefits to the business from coaching type here
The coaching was effective relative to the objectives of the

type here
engagement
A practical note on reviews:
• Keep your coaching strategy in mind, so you can review how

well coaching is working compared to how you want it to
work (Getting started).
• Plan your post-engagement evaluation approach with a

future, broader programme review in mind. The information
on engagements will be useful for the review.

Cover Communicating about coaching
Benefits of this
tool
Introduction This section addresses how HR can use internal and external communications
Description of the to support the success of external coaching at your organisation. Like any
tool other programme offered within your organisation, you can positively
Introductory influence success by:
exercise
Managing
external coaches:
• understanding your stakeholders
Getting started • planning your communications strategy
Key processes • managing communications proactively.
for effectively
managing
coaching You will find many of the same steps you take in communicating about
Coach selection other HR programmes eg rewards, to also be effective in supporting
Managing external coaching. But there are some unique issues to keep in mind when
the supplier
relationship with
communicating about coaching.
your coaches
Evaluating Understanding your stakeholders
coaching
engagements It’s important to have an understanding of the role you expect each
Conducting an
stakeholder to play in coaching. Refer to the key processes section for tools
overall review of to define their roles. Your expectations of stakeholders will naturally influence
coaching in your
organisation the communications needed to support their success in their roles.
Communicating
about coaching The worksheet 6 Coaching communications stakeholder analysis will assist you
Definitions in differentiating your various stakeholders and what they do now regarding
Sources of coaching, what information they receive currently about coaching and
information
what you would like them to do in the future. For example, individuals may
currently seek their own coaches through word-of-mouth referrals from their
How to use the tool
colleagues. Depending on the role you wish HR to play in coaching, you might
wish them to first consult with the relevant HR practitioner to learn more
Tool map about the options.
Depending on your organisation’s approach to coaching, it may also be helpful to

work with colleagues with responsibilities for areas such as procurement (supplier
policies), legal (service level agreements) and finance (invoicing).
Planning your communication strategy

As you work on your communications strategy, many of the steps in this
section will be familiar to you from your experience with communications
of other programmes in your organisation. So here are some ways in which
communicating about coaching presents some unique, but manageable,
challenges.
To plan your communications on coaching, here are some discussion

questions. Discussion questions: Coaching communications

Cover
Benefits of this
Communicating about coaching: what’s so special about it?
tool
Introduction • One-to-one conversations with potential individuals and sponsoring line
Description of the managers are highly effective. Many companies use the full range of
tool communications channels, but find these one-to-ones especially valuable. So it’s
Introductory important to have realistic expectations of the impact of print communications
exercise
and create opportunities for face-to-face discussions.
Managing
external coaches:
Getting started • The key internal players in a coaching engagement – the individual and
Key processes sponsoring line manager – are also key communicators. They may inform
for effectively others of the coaching engagement, introduce the coach (if the coach is
managing
coaching
shadowing the individual) and invite the individual’s stakeholders to give
feedback on the changes they observe in the individual. Their views and
Coach selection
comments are likely to have a great impact on perceptions of coaching.
Managing
the supplier
relationship with • Some coaches may already be working with line managers in confidential
your coaches
engagements that may, frankly, be out of your reach. Nonetheless, it’s
Evaluating
coaching
important to know that if these relationships exist, some communication is
engagements already taking place about coaching. These communications may be consistent
Conducting an with your goals for coaching at your organisation. Or they may not be.
overall review of Most HR professionals choose to focus on making broad, positive changes
coaching in your
organisation in coaching, instead of seeking out potential problems in a few areas of the
organisation.
Communicating
about coaching
Definitions • Many communications planning processes begin with a review of stakeholders’
Sources of current perceptions so that communications can be targeted. If you are in
information the ‘early days’ of HR’s management of coaching, you may not have much
information on stakeholders’ views – yet. Coaching could be viewed in many
How to use the tool ways: last resort before termination, manager’s privilege, more useful than
anything else on offer, and so on. Consider the pros and cons of doing formal
or informal research on your stakeholders and pilot testing communications.
Tool map
• Some managers may want to know exactly what will happen in coaching.
Not even an experienced coach can describe this in exact terms; they, like HR
professionals, can only describe the general process, benefits and challenges.
If you are faced with managers with little knowledge of how coaching works,
you might have managers who simply are not ready for the exploration and
learning that takes place in coaching.
• If you change your standards for the selection of suppliers for coaching, you
will need to decide if any coaching relationships should be discontinued or
grandfathered for a time period. It will be important to consider the impact of
these changes, create buy-in for the change and to communicate carefully on
this topic.
• You have to draw the line – your organisation can only support coaching for a
limited number of employees. Your communications strategy should consider
the potential reactions of employees who are not eligible for receiving
coaching. As positively as possible, point out other development options
available to them.

Cover Using your intranet to manage coaching
Benefits of this Your organisation’s intranet is an obvious channel to consider for communicating
tool
about coaching. It’s important to think about how employees in your organisation,
Introduction
particularly coaching stakeholders, tend to use the intranet. For example, the
Description of the
tool intranet might be their preferred source of information or the source they usually
Introductory disregard.
exercise
Managing Coaching stakeholders can also use the intranet to manage a range of coaching-
external coaches:
Getting started related activities. Depending on the volume of coaching at your organisation, it may
Key processes be more efficient to web-enable some of the steps in the processes you implement
for effectively to support coaching. For discussion of these processes, please see key processes
managing
coaching section.
Coach selection
Managing
The worksheet below lists some of the ways you might use the intranet and will help
the supplier you plan how quickly you might want to web-enable different aspects of coaching.
relationship with
your coaches
Evaluating
coaching
engagements
Suitability for intranet Timing
Conducting an
overall review of
coaching in your
Communications about coaching
organisation
Communicating General overview of coaching; refers the individual to the line manager or HR for
type here
about coaching more information
Definitions
Sources of Detailed downloadable user guide covering policies, roles and steps type here
information
Linkages in other areas of intranet eg leadership development, which guide the
type here
How to use the tool individual to more information on coaching
Message from CEO on coaching type here

Tool map
Postings of relevant articles on coaching for downloading by users type here
Q&As on coaching with topics targeting different stakeholder groups type here
Management of coaching
Make request for coaching type here
Initiate pre-coaching assessment type here
Indicate preferences for coach type here
Search coach database and select preferred candidates type here
Contact other internal individuals of preferred coach candidates type here
Track coaching engagement: sessions completed, cancellations, summary notes,

type here
completion of engagement
Provide feedback on coach type here
Participate in evaluation of coaching eg online survey type here

Cover After completing this worksheet, you will be able to develop a plan for
Benefits of this
how you will use your intranet to support coaching. This plan should
tool consider content and functionality over the short, medium and long term.
Introduction
Description of the
tool
Introductory
exercise
Managing
external coaches:
Getting started
Key processes
for effectively
managing
coaching
Coach selection
Managing
the supplier
relationship with
your coaches
Evaluating
coaching
engagements
Conducting an
overall review of
coaching in your
organisation
Communicating
about coaching
Definitions
Sources of
information
How to use the tool
Tool map

Cover Definitions
Benefits of this
tool
Introduction CIPD definition of coaching
Description of the The CIPD Guide, Coaching and Buying Coaching Services CIPD Guide provides
tool
the following list of core characteristics of coaching:
Introductory
exercise
• allows one-to-one developmental discussions
Managing
external coaches:
Getting started • provides people with feedback on both their strengths and weaknesses
Key processes
for effectively
managing • aimed at specific issues/areas
coaching
Coach selection • is a relatively short-term activity, although executive coaching may have
Managing a longer timeframe
the supplier
relationship with
your coaches • is a non-directive form of development
Evaluating
coaching • focuses on improving performance and developing/enhancing
engagements
individuals’ skills
Conducting an
overall review of
coaching in your • has both organisational and individual goals
organisation
Communicating
about coaching
• assumes that the individual is psychologically healthy and doesn’t
require a clinical intervention
Definitions
Sources of
information • works on the premise that individuals are self-aware, or can achieve self-
awareness
How to use the tool
• is time-bounded
Tool map
• is a skilled activity
• may include discussion of personal issues, but the emphasis is on

performance at work.
In summary, the CIPD considers coaching as:
• Developing a person’s skills and knowledge so that their job

performance improves, hopefully leading to the achievement
of organisational objectives.
• Targeting high performance and improvement at work.
• Possibly having an impact on an individual’s private life.
• Focusing on specific skills and goals.

Cover Sources of information
Benefits of this
tool
Introduction
Description of the
tool
Introductory From the CIPD website
exercise
Managing Coaching and buying coaching services (Guide) – CIPD guides
external coaches:
Getting started Coaching for the future (Book) – CIPD bookstore
Key processes
for effectively Latest trends in training and development (Survey Report) –
managing
coaching
CIPD survey
Coach selection Leadership coaching (Book) – CIPD bookstore
Managing
the supplier
Training and development (Survey Report) – CIPD survey
relationship with
your coaches
Evaluating Relevant website links
coaching
engagements
The CIPD’s special interest Counselling and Career Management
Conducting an
overall review of Forum.
coaching in your
organisation
The library holds a range of books and resources offering more
Communicating
about coaching detailed guidance. If you would like further information, please
Definitions consult the CIPD Library and Information Services.
Sources of
information
This tool was produced by Carol Braddick and Jessica Jarvis (CIPD).
How to use the tool
Tool map

Cover How to use the tool
Benefits of this
tool
Introduction This tool is intended to provide practical, action-oriented guidance for HR
Description of the professionals as they increase their involvement in the management of
tool coaching. The tool builds on the research and recommendations presented
Introductory in the CIPD Guide, Coaching and Buying Coaching Services CIPD Guide
exercise
Managing
external coaches: As a tool for HR professionals, it has been developed with two broad types
Getting started of HR practitioners in mind:
Key processes
for effectively
managing
coaching HR specialists
Coach selection As an HR specialist, your interests might be to ensure that coaching supports
Managing and is integrated with the HR services and solutions you deliver. For example,
the supplier a head of leadership development would typically have responsibility for
relationship with
your coaches overseeing training and development programmes, the use of leadership
Evaluating competency models, and succession management of leaders’ careers. In this
coaching role, the specialist would also have a strong interest in the use of internal and
engagements
external coaches to develop potential and current leaders.
Conducting an
overall review of
coaching in your Other specialist areas that have a natural alignment with coaching include
organisation
talent management, succession planning, learning and development,
Communicating
about coaching organisation development and executive development.
Definitions
Sources of
information HR generalists
As an HR generalist, your role might be to identify individuals’ development
How to use the tool needs and help source appropriate development interventions. You may also
take an active role in designing and delivering solutions in collaboration
Tool map with internal or external specialists. For example, the HR business partner
for a business unit might be accountable for ensuring that development
plans are agreed for top talent and that these are fully implemented with
appropriate resources. One of the resources identified for this group may
be an external coach.
Other HR generalist roles that have a natural stake in coaching include HR

advisers, HR managers and HR directors.
You may find it useful to work through this tool section by section. However,
depending on your role and the current and desired state of coaching in
your organisation, some sections might be more useful than others:
• If your organisation is using coaching in an ad hoc way and you are

thinking about looking into using coaching more strategically, you
might want to begin with section ‘Getting started’ followed by a
review of the roles and processes involved in managing coaching,
presented in Section ‘Key processes’.

Cover • If your organisation is already using external coaches and you are thinking
of reviewing or expanding your current suppliers, ‘Coach selection’ would
Benefits of this
tool be a good starting point. If you want to make changes in your approach
Introduction to working with suppliers, you could also look at ‘Coach briefings’ and
Description of the
‘Coaching communications’.
tool
Introductory • If your organisation has had some experience of coaching and now you
exercise want to learn more about how successful your efforts have been, you’ll
Managing find useful information and things to consider in ‘Evaluating coaching’
external coaches:
Getting started section.
Key processes
for effectively • If you’ve decided on an approach to coaching and need to
managing
coaching
implement it, two sections might be especially helpful: ‘Key processes
for effectively managing coaching’ and ‘Coaching communications’.
Coach selection
Managing
the supplier • And if you’re thinking of taking an overall review of your coaching
relationship with programme ‘Conducting a review of coaching’ section will be helpful.
your coaches
Evaluating
coaching
engagements
Conducting an
overall review of
coaching in your
Tool map Use this to see an overview of the tool layout. Click on
organisation
Tool map
the appropriate section if you wish to go directly to an
Communicating activity or diagram, or you can follow the tool through
about coaching
in sequence.
Definitions
Sources of Where you see this symbol, hover the cursor over it for
information
i
more information using your mouse.
How to use the tool
Previous screen Click on these buttons (in the corner of some pages) to
Continued
return to your original position in the tool or move on
Tool map
to the next page in a series.
Thumbnail Accessed at the side of Acrobat’s program

window. Use this to view quickly the length
and appearance of the tool.
Bookmark Use this to see at a glance the different

sections within the tool. Click where you
wish to go with your mouse to navigate
quickly within the tool.
Print Use this facility to print the tool out (including any
sections you have completed online). Please note that
it is not currently possible to save your work in the tool.
Hyperlinks Red links will link you to the CIPD website or an

external website.
Blue links will link you to other areas within the tool.

Cover
Benefits of this
Tool map
tool
Introduction Benefits of the tool
Description of the
tool
Introductory
exercise
Introduction
Managing
external coaches:
Getting started
Key processes
for effectively Description of the tool
managing
coaching
Coach selection
Managing Introductory exercise
the supplier
relationship with
your coaches
Evaluating
coaching Managing external
engagements coaches: Getting started
Conducting an
overall review of
coaching in your
organisation
Key processes for effectively
Communicating
about coaching managing coaching
Definitions
Sources of
information
Coach selection
How to use the tool
Tool map Managing the supplier

relationship with your coaches
Evaluating coaching
engagements
Conducting an overall review of

coaching in your organisation
Communicating about coaching
Sources of information
How to use this tool

Tool map Worksheet 1: Prioritising coaching needs across your organisation
To assist you in identifying the full range of situations for which coaching might be appropriate, the column labelled groups/situations
Back to the text
includes several samples of potential needs. You may wish to add other situations or modify the situations presented. For each
situation, consider what development solutions you already have in place and whether coaching would have high, medium or low
Continued priority as an additional, complementary development solution.
Group/situation Current development solutions used Priority for coaching

(high/medium/low)
Develop talent
Individual is identified as a major value creator through processes such type here type here
as business planning or strategy
Individual is important to our achievement of strategic initiatives; type here type here
delivers challenging business goals in line with cost and time targets
Individual is a ‘must have’ resource for planning and delivering type here type here
organisational initiatives
Individual is involved in a critical organisation project/assignment type here type here
Individual is a valued external hire brought in to effect significant type here type here
change; likely to encounter high resistance; risk of derailment

Previous screen
Back to the text (continued)
Continued Group/situation Current development solutions used Priority for coaching
(high/medium/low)
Support specific development needs
Appraisal or 360-degree assessment indicates need to address type here type here
interpersonal skills
Need to develop specific capabilities for future roles eg adopting a type here type here
more strategic perspective
Local engagement survey indicates need to develop leadership skills type here type here
Considered a potential future leader: need to build breadth and depth type here type here
of experience/skills for leading the organisation in the future
Behaviour change – strengths have become weaknesses or blind spots; type here type here
track record of success makes it difficult to accept need for change
Rapidly promoted, gaps only acknowledged recently; a star, but gaps type here type here
will interfere with future progress in the organisation

Previous screen
Back to the text (continued)
Group/situation Current development solutions used Priority for coaching
(high/medium/low)
Support significant change
Onboard new leaders post M&A; organisation has little history or poor type here type here
track record of M&A; cultural due diligence suggests integration will
be challenging
New to high-risk project/role; role/market has history of failures type here type here
Taking on turnaround or change initiative type here type here
Facing very difficult business issues type here type here
Increase in complexity of role type here type here
Other situations?
type here type here
The set of situations you rate as high priority represent the individuals or groups you consider potentially eligible for coaching. Your next steps will be to:
• Look more closely at practical aspects of delivering coaching, eg the numbers and geographical locations of these individuals and groups.
• Work with stakeholders to further access the development needs of these individuals and groups.
For those situations rated as medium priority, you will need to decide if your organisation can use alternative development solutions or take
on the cost of using external coaching. The individuals and groups you have rated as low priority would continue to have access to the current
development solutions in place.

Tool map Worksheet 2: Coaching stakeholders
Back to the text
Stakeholder Common concerns Current involvement in coaching

Continued (high/medium/low)
EXAMPLE Organisation needs to strengthen the pipeline of the LOW: A few ad hoc contracts have been used; top
Senior management/HR director for future management team; internal pool not ready to management group recently completed leadership
organisation X cover anticipated retirements development programme which included 360-
degree feedback with two-hour coaching sessions
Specialists in areas such as leadership Integration of coaching with other HR activities they type here
development, talent management, offer, eg do the development plans that are created
organisation development, learning in appraisal or talent reviews consider coaching as an
and development, training, option?
performance management etc
Business-unit-based HR eg business Involvement in development of people within type here

partners, HR directors business
Relationship with individuals
Ability to offer individuals tailored solutions
Knowledge of coaching
Sponsoring line managers Expectations of their role in coaching type here
Seeing that coaching makes a difference

Choice: autonomy to contract with coach or access a
user-friendly process for bringing in coaches
Individuals Confidence that confidentiality will be protected type here
Support of sponsoring line manager
Tool map Worksheet 2: Coaching stakeholders (continued)
Previous screen
Back to the text
Stakeholder Common concerns Current involvement in coaching

(high/medium/low)
External coaches Understanding the organisation approach to type here

coaching and coaching suppliers
Balancing working with the organisation’s processes
and allowing coaching relationships to follow natural
course
Internal coaches Clarity about their roles in contrast to use of external type here
coaches
Legal team Compliance with applicable legislation eg data type here

protection, equal opportunity etc
Others? type here
The stakeholder analysis will be useful in identifying which stakeholders to involve in the development of your coaching strategy. If you, for example,
establish a task force or committee to work on the coaching strategy, the HR stakeholders will typically participate as members. HR business partners,
as members, will represent the interests and concerns of their internal clients. If is often necessary to balance the need for line manager input with
the time demands on line managers. A common approach is to involve line managers at agreed steps such as: discussion of overall issues, review of
proposed objectives and review of proposed approach. In this way, the line managers provide an internal ‘test market’ so that the final programme is
built with the customer in mind.
In using this section of the Tool, you will have created the foundation for a successful coaching programme in that:
• HR has a clear, agreed role
• stakeholders have an opportunity to give input on the issues and contribute to development of the strategy
• there are specific, agreed situations for which coaching is a high priority development solution.

Tool map Worksheet 3: Stakeholder roles
Back to the text
Stakeholder Ideal state Possible issues

Continued
EXAMPLE Understands boundaries between HR coaching role and Business partners may need support in gaining credibility to
HR director external coaching role oversee engagements
Supportive of coaching, but also a selective, informed HR directors may need to persuade senior managers to
champion. Brings in external coaching when individual support and comply with the coaching strategy (and
requires the confidentiality and focus of external coaching processes) and stop simply hiring their own coaches
Has enough credibility with senior managers to suggest

external coaching and to be approached for information on
external coaching
Actively oversees engagements and tracks progress
Knows the coaches working in the business
HR specialists in areas such type here type here

as leadership development,
talent management,
learning and development,
organisation development
etc
Centres of excellence; type here type here

shared HR services
Business-unit-based type here type here

HR practitioners eg HR
business partners
Tool map Worksheet 3: Stakeholder roles (continued)
Previous screen
Back to the text
Stakeholder Ideal state Possible issues
Sponsoring line managers type here type here
Line managers – type here type here

individuals
External coaches type here type here
Others? type here type here
Your work on stakeholder roles will clarify how you would like stakeholders to contribute to the coaching programme and how ready they are
to take on these anticipated roles. There may be change management issues to address, such as gaining the co-operation of managers who
previously had full autonomy to hire coaches independently of HR. As you assess their readiness for these roles, you will also need to consider
how best to support them in these roles through activities such as information sessions or other internal communication about coaching.

Tool map Worksheet 4: Coach shortlist
Use the worksheet to rate whether a coach is above, meets or is below your requirements and standards. It is also useful to record
Back to the text
specific comments about coaches that do not fit neatly into the rating scheme. It may be helpful to assign a measure of importance
to your requirements, as long as this weighting does not complicate the assessment process unduly. In the worksheet below,
requirements and standards are rated either High, Medium or Low.
Importance: H = High M = Medium L = Low Initial Assessment: Below, Meets or Above Standard
Coach Requirement/standard Importance Initial Comments Short

Assessment List?
1 EXAMPLE Coaching experience H Below Depth of coaching experience is light, but Y

– Coach A Business experience H Above has worked at target levels and sector
Referrals H Meets
Professional bodies M Meets
Qualifications H Meets
Professional indemnity M Meets
Supervision L Below
2 Coach B Coaching experience type here type here type here type here
Business experience type here type here
Referrals type here type here
Professional bodies type here type here
Qualifications type here type here
Professional indemnity type here type here
Supervision type here type here
This worksheet,
the shortlist can then be invited to participate in further steps of your selection process.

Tool map Worksheet 5: Coaching review
Priority: H = High M = Medium L = Low Initial Assessment: Below, Meets or Above Standard
Back to the text
Use the worksheet to clarify the learning objectives of the review and prioritise the areas you might review. This worksheet includes many
areas, eg, Activity summary, that are relevant to a review of a coaching programme. But you may wish to add other areas or consider the listed
Continued
areas as low priority. As you select and prioritise areas to review, consider the question: how will knowing this increase the effectiveness of our
coaching programme?
There are a ne
the area of review in more detail and the process for gathering information. Finally, agree the format and content of the review. For example,
your senior management may want to know overall trends in the use of coaching. You will need to consider what they mean by 'trends' and
what type of information would satisfy this request.
Area Priority Scope How to Output
Activity summary:
• Numbers of engagements, type here type here type here type here
average length
• Activity by level, geography, type here type here type here type here
business
• Trends in activity
Costs:
• Total programme costs type here type here type here type here
• Total spend on coaches type here type here type here type here
• Average or range of
type here type here type here
coaching fees per hour, per type here
engagement
• Costs by level, geography, type here type here type here type here
business
• Trends in costs type here type here type here type here

Tool map Worksheet 5: Coaching review (continued)
Previous screen
Back to the text
Continued Suppliers:
• Total number
• Type: size, background
• Performance type here type here type here type here
Stakeholder satisfaction –
management of coaching:
• User-friendliness of processes
(clear, easy to access, efficient
etc)
• Matching process
• Quality of coaches available
• Engagement support from type here type here type here type here
sponsoring line and HR
managers
• Transition to long-term type here type here type here type here
development post-coaching
• Internal communications
Previous screen
Back to the text
Continued Effectiveness of coach
• Individual: views of coach’s type here type here type here type here
skills in building trust, focus
on action, challenging
thinking, providing feedback
etc
• Sponsoring line manager

and HR professional: views type here type here type here type here
on how well the coach met
agreed expectations for
contracting, progress updates
etc
Stakeholder satisfaction
– effectiveness and value of
coaching:
• Views of individual,
sponsoring line manager,
sponsoring HR professionals
• Value may be assessed type here type here type here type here
qualitatively
• Could also include

representative sample of
engagement evaluations or
1-2 ROI estimates
Previous screen
Back to the text
Continued External best practices:
• Organisation practices
compared with practices type here type here type here type here
of leading companies, your
target comparator group or
published reports
Organisational trends:
• Shifts in broader survey

results on employee views
of leaders, organisation’s type here type here type here type here
commitment to development,
employee engagement, 360-
degree feedback
• Trends in availability and

readiness of internal future type here type here type here type here
talent
Suppliers:
• Experience working with your

organisation type here type here type here type here
• Observations on your culture

and leaders type here type here type here type here
As you use the worksheet to plan your review of coaching, keep in mind:
• the group of stakeholders that have an interest in knowing how well coaching is working
• the type of review that would meet their need to know how well coaching is working
• internal precedents or standards for how your organisation reviews programmes.

Tool map Worksheet 6: Coaching communications stakeholder analysis
This worksheet builds on your work from Key processes section in which you defined the ideal state and potential change issues of your coaching
Back to the text
stakeholders.
In your work in, you identified how you would ideally like coaching stakeholders to contribute to coaching engagements. You also identified potential
Continued
readiness and change issues that might emerge as they take on the role you envision for them. In addition to this information, it’s important to
capture the type of information these stakeholders currently receive about coaching. Having this understanding of the potential issues and current
awareness of coaching will assist you in targeting future communications to each stakeholder group.
Use the worksheet to bring together this information – ideal state, change issues and current information – on the stakeholders so that you can plan
your communications for optimal effect.
Coaching Ideal state Potential change issues or Current coaching

stakeholder concerns communications
Key players in engagements
Individuals type here type here type here

NB Take care to also consider
those employees who might
be interested in working with
a coach, but who do not fit
the coaching priorities you
have set out in Developing
the coaching strategy
Line managers of type here type here type here

individuals
Sponsoring HR type here type here type here

professionals

Tool map Worksheet 6: Coaching communications stakeholder analysis (continued)
Previous screen
Back to the text Coaching Ideal state Potential change issues or Current coaching
stakeholder concerns communications
Coaches type here type here type here
Key supporters
HR directors and type here type here type here

business partners
HR specialists type here type here type here
Senior management type here type here type here
Potential coaches type here type here type here
Tool map Sample process/role outline – Coaching engagement
Use the worksheet below to outline how the different players in coaching engagements will work together to manage engagements.
Back to the text
For each player, identify the activities they will be responsible for and how they would coordinate these activities among themselves.
Continued
Process/step (sample) Individual Line manager Coach HR (Note whether specialist
or business unit)
Pre engagement steps
Consider the need for type here type here type here type here
coaching; initiate request
for coaching
Diagnostics or assessment type here type here type here type here
to clarify needs
Agree to look for type here type here type here type here
coach; agree likely focus
of engagement and
requirements of coach
Request coach profiles type here type here type here type here
from database or pool;
request referrals
Match profiles/referrals to type here type here type here type here
needs
Propose coach candidates type here type here type here type here
for interview by individual
Review profiles and select type here type here type here type here
coaches to interview
Interview coach candidates type here type here type here type here

Tool map Sample process/role outline – Coaching engagement (continued)
Previous screen
Back to the text Process/step (sample) Individual Line manager Coach HR (Note whether specialist
or business unit)
Continued
Select coach and inform type here type here type here type here
stakeholders of choice
Inform coaches of selection type here type here type here type here
results
Brief selected coach on type here type here type here type here
next steps
Engagement planning
Agree coaching plan: type here type here type here type here
timing, budget, progress
reviews, additional
diagnostics, goals and
measures
Update other stakeholders type here type here type here type here
eg direct reports of
individual, on plans to use
coaching
Onward engagement
Coaching sessions, type here type here type here type here
shadowing of individual
Informal progress checks type here type here type here type here
Tool map Sample process/role outline – Coaching engagement (continued)
Previous screen
Back to the text Process/step (sample) Individual Line manager Coach HR (Note whether specialist
or business unit)
Formal progress discussions type here type here type here type here
Coach receives relevant type here type here type here type here
updates via coach briefings
or directly from the
individual and line manager
Close of engagement
Review of progress; type here type here type here type here
transition plan for longer-
term development;
agreement on future coach-
individual involvement
Evaluation using agreed type here type here type here type here
approach
Update coach profile type here type here type here type here
and database to note
completion and feedback
You will have greater buy-in for the steps you’ve outlined in this worksheet if you ‘test market’ the proposed process. After consulting with a small
sample of the different players in the process, finalise the process and take note of any additional communication needs you uncover in the test
market. The reactions and questions you receive on the process will be useful input for your communications programme.

Tool map Discussion questions: Supplier management
Back to the text

What is your organisation’s overall approach to dealing with suppliers?
type here
Which precedents, policies and internal stakeholders do you need to consider in planning how you want to manage relationships with
coaching suppliers? Do you anticipate any policy or system changes that will affect your work with coaching suppliers?
type here
What is working well in current relationships with coaching suppliers? What isn’t working well?
type here
How do you want current and potential suppliers of coaching to view your organisation? Think about your brand as an employer and as a business.
type here
What resources will you have available to support the management of relationships with coaches?
type here
Tool map Discussion questions: Evaluation
Back to the text

What are your objectives in evaluating coaching engagements?
type here
What is most important for your organisation to learn about coaching engagements?
type here
How will you use the evaluation results?

type here
What level of support is available from coaching stakeholders for evaluation?

type here
How much are you prepared to spend (resources, time, hard expenses) on evaluation?
type here
Tool map Discussion questions: Coaching review
Back to the text

What are your objectives in reviewing the coaching programme?
type here
What is most important for your organisation to learn about coaching?

type here
What support do you need from coaching stakeholders for a review?

type here
How important is this review relative to other HR priorities? How does it potentially fit with other HR review or planning processes?
type here
Tool map Discussion questions: Coaching communications
Back to the text

What are your objectives in communicating about coaching?
type here
Continued
For each stakeholder group, how should the communications influence what they think and do about coaching?
type here
How are your communications about coaching associated with other initiatives or communications? What connections should you make
between coaching and these other areas?
type here
What are the key messages about coaching in general, and for each stakeholder group?
type here
How will you evaluate the effectiveness of your communications about coaching?
type here

Managing External Coaches

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Managing External Coaches

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Managing external coaches

Practical tips for HR

Questions this tool is designed to help you answer

We would welcome your feedback

What’s in the tool?

Date updated: March 2005 2 of 64

How can this tool help?

• This tool identiﬁes a number of ways in which HR can support

• The processes and activities outlined in this tool can be modiﬁed

• Although this tool focuses on managing external coaches, many

Managing external coaches Practical tips for HR ©CIPD 2005 3 of 63

A coaching engagement refers to the work that a coach and

The coaching programme is the full set of coaching engagements and

Managing external coaches Practical tips for HR ©CIPD 2005 4 of 63

• based in a conﬁdential relationship between the coach and the

Managing external coaches Practical tips for HR ©CIPD 2005 5 of 63

You’ll also ﬁnd it helpful to think about what’s happening in HR:

• Is your organisation experiencing a shift towards greater centralisation/

• Whose involvement is most important in any discussions about what happens

Managing external coaches Practical tips for HR ©CIPD 2005 6 of 63

• Depending on how much you need to change the management

• It’s important to balance the need for standardisation of your

• Many organisations are working to strengthen the capabilities of

• There is no agreed best practice for who ‘owns’ coaching.

Managing external coaches Practical tips for HR ©CIPD 2005 7 of 63

When and why should we use external coaching?

The key to cost-effective use of coaching is to be selective about which

Managing external coaches Practical tips for HR ©CIPD 2005 8 of 63

• HR has a clear, agreed role.

• Stakeholders have had an opportunity to give input on the issues and

Managing external coaches Practical tips for HR ©CIPD 2005 9 of 63

Managing external coaches Practical tips for HR ©CIPD 2005 10 of 63

How to use the tool • save time

agreement more quickly on the speciﬁc roles of stakeholders

• describe what each stakeholder will do at each step of the process.

• save time and resources

• increase the likelihood of returns from coaching

• reduce the variability in results from coaching

• reinforce accountability for people management and development

• leverage expertise and resources.

Managing external coaches Practical tips for HR ©CIPD 2005 11 of 63

Step 7 Step 6 Step 5 Step 4

• the number of coaches you need in your pool

• the resources you have available to support selection

The rest of this section presents resources for implementing a selection

Managing external coaches Practical tips for HR ©CIPD 2005 12 of 63

Checklist: Coach proﬁles

Requirement Possible standards for your organisation’s coach proﬁle

Managing external coaches Practical tips for HR ©CIPD 2005 13 of 63

How to use the tool

Qualiﬁcations/ • Certiﬁed in assessment tools in use at organisation

Professional • Insured up to certain level (eg £x)

Supervision • Has formal contract with coach supervisor

Managing external coaches Practical tips for HR ©CIPD 2005 14 of 63

• an overview of coaching at your organisation

• information for the coach candidate on the steps in your selection

• requests for any additional information from coaches eg case studies of

• organisation contact and invitation for initial questions from coaches

If you’re recruiting a large number of coaches eg 10–15 or more, a coach

• Enable potential coaches to self-select into or out of the selection

Managing external coaches Practical tips for HR ©CIPD 2005 15 of 63

Activity B: Coach self-assessment form

• A self-assessment by coaches in areas such as coaching competencies,