Those undergoing coaching interactions want to prove the value of the experiences they are having, but the programmes have not been set up with evaluation in mind and are running into trouble.
Evaluation should be no afterthought but a simple, well-defined process providing focus through relevant measurements. It needs to be driven by achievement to shape budgets, processes, training and development, increasing business value and raising expectations.
Here are a few principles to help you establish a coaching or mentoring programme which can prove its success:
- Ensure that the organisation has sight of initial coaching goals and contracts
- The organisation should set specific goals and targets for the coaching relationship
- There should be some establishment of a ‘basepoint’ against which to measure progress made
- There should be a set of reporting processes agreed in advance so each of the parties (coach, coachee and organisation) can have sight of progress
- There should be clear ‘rules of engagement’ around the issue of confidentiality
- The coaching itself should be focussed on internal implementation rather than personal development to ensure deliverables can be created
- Coaching should be integrated with other development processes, especially training courses, to ensure practical application and to create an overall framework for ongoing evaluation
- ‘Coachees’ should be encouraged to measure the financial impact of the interventions they create
With just a little forethought, a successful coaching programme will deliver value, but will also be SEEN to deliver value through tangible outcomes.