We use a variety of methods to train people in evaluation solutions and techniques. Coaching, on either a stand-alone basis or as part of a programme, has proved a very successful way of helping a coachee understand the impact of evaluation and how to start building strategies for change.
Our experienced evaluation coaches use both directive and non-directive approaches depending on what is required. They will also share their experience and knowledge of working.
We build on:
- Good practice in evaluation, including exposure to new ideas and the building of commercial acumen
- Developing internal processes, ranging from process creation to continuous improvement and reporting. This is focused around the needs of your organisation as defined by you and your team
Available NOW: Evaluation Coaching Sessions
Individual coaching sessions will help you develop or improve effective evaluation of functions, programmes and business initiatives. These sessions can be held face-to-face or online via Zoom or Skype. To book a face-to-face session, please contact us info@qedod.com
Available NOW: Online Evaluation Coaching sessions
One hour Zoom or Skype session with our evaluation specialist Dr Russell Thackeray. Find out more here.
Available NOW: Online Evaluation Coaching solution
This effective, flexible and practical online coaching offer is now available. If you are in HR, L&D or are a trainer who is interested in evaluating programmes or functions, this is ideal for you. We are offering a 1-2-1 two hour Coaching session with our evaluation expert Dr Russell Thackeray. This is accompanied by a free extensive set of evaluation videos and email support. To find out more about this solution click here
Available NOW: Team Evaluation Coaching sessions
If you want to help your team develop their evaluation skills, this coaching workshop scenario will help your team identify and develop strategies and processes to allow your evaluation to drive your learning.
This is a highly interactive workshop. We blend together action learning, situational input and team coaching to create a practical and useful event with a tangible outcome. The workshop can be a one-off or a continuing process to build capability, mindset and process. We can also combine this with a ‘performance clinic’ to diagnose and resolve specific issues.
Content for the day would be designed following scoping meetings with stakeholders.
Aspects of evaluation which may be discussed during coaching sessions may include:
- The need for evaluation
- The different evaluation approaches
- Evaluation myths
- Pre-identification of evaluation needs
- Learning practice that aids evaluation
- Assessing the level of rigour for post-course evaluation
- Learning cycles and stages of evaluation
- Data Capture – issues and processes
- Data Analysis – qualitative and quantitative
- Reporting
- Audit of current practice against good practice
- How to measure KPI’s or ROI
- How to engage learners and managers in the evaluation process
- How to improve reporting
- How to ensure that trainers or coaches add more value to the evaluation process
- How to ‘sell’ this
- How to use data to build a reporting scorecard
- How to use data to justify a budget
- What types of research can be used to get different results
- What do you actually want to know from the evaluation
- What to do with any collected data
- How does a dispersed workforce affect our process
- Can apps be used to collect data
- Does an international dimension affect the process
- Does a heavily regulatory burden affect focus
Team or individual coaching will create, improve and strengthen your evaluation strategies and processes, enabling you to prove, develop and add real value.
The latest episode in our Resilience Unravelled series has now been released, 
Parents need to be engaged so they are aware of the things to look out for. Hardship builds resilience. If something is blocking you from achieving something you think of ways to get around it. Children are exactly the same. They come up with something new and from that will start to build resilience which they can then apply to situations in adult life.
outside world and risk
These are all skills that will be helpful as children get older. They will remember the resilience they built and used during lockdown and be able to use these skills in their adult relationships and emotions
The latest episode in our Resilience Unravelled series has now been released, 
Helen’s life changed on September 2 1991. Until then she felt pretty invincible and was physically very fit. That afternoon she and a colleague were sent to a disturbance at a shop on Wood Green High Road. When they arrived, Helen saw the man in question. Her colleague went into the shop to find out what had happened and Helen went to see the man. He had his back to her but he was very tall, about 6’6”. When she spoke to him he turned round and she then found herself flying through the air. She was unarmed and got up feeling very angry but in considerable pain. This was because she had actually been stabbed in the stomach. Her assailant was still holding the knife and attacked one of Helen’s colleagues. Helen tried to intercede but was stabbed twice more.
At that point she was completely incapacitated and felt fear and overwhelming terror. As well as Helen, three of her colleagues were stabbed. The man was actually a mental health patient who had stopped taking his medication. The incident was unusual as it involved three female officers so it received a lot of media coverage. At the time stress and trauma was still a taboo subject and in the police force it was seen as a weakness. Helen spent some time in hospital and recovered from her injuries with no long lasting effect. However, the trauma side of the incident wasn’t really recognised.
This time Helen was treated for trauma, diagnosed with Post Traumatic Stress Disorder and discharged in 1996. Leaving the police was very isolating and she felt a real loss of identity. In the beginning she really struggled and she feels that if there had been more support in place she would have fared better.
The latest episode in our Resilience Unravelled series has now been released, 
After 16 years working in the corporate world, Liz set up a new business as a personal development consultant and coach. She wanted to do something that gave her the flexibility she wasn’t finding in corporate life. She also felt the level of impact she was having in a large organisation that was growing rapidly was diminishing and that when coaching is free in an organisation, it is not always acted on. The effect and help she can give to a small business owner is far greater! Liz started her business as the pandemic was just starting to hit but she feels that people are now looking for something more authentic that feels more personal and less corporate.
The latest episode in our Resilience Unravelled series has now been released, 
Shona was in the process of setting up her own executive advising business helping CEO’s with employee engagement and and goal alignment when Covid-19 hit. She had also written her first book 
Shona feels leaders need to connect with employees by looking at their individual roles in the organisation. She used to shadow employees so she could understand their perspective and listen to their thoughts and fears. Learning their reality by working alongside them helped her realise the impact her decisions had on them. Personally connecting with employees also meant she could bring the organisation mission alive to them. Interacting, getting out of office and ‘walking in their shoes’ helped them all see the reality.
Employee engagement can lead to better results, increased productivity, improved quality and reduced absenteeism. Engaged employees will go above and beyond because they have invested in the organisation and its success. Leaders often ignore employees who are not engaged so have no perspective on why the relationship has gone wrong. They need to find out why they are not engaged. Being personally interested can help them understand and incorporate their thoughts into strategies that make a difference.
Post Covid, the role of leaders may change. Some employees may feel that trust has been broken. For example, healthcare workers who felt they were not provided with the correct PPE. Here, work will need to be done on rebuilding trust. Leaders will need to hear stories personally, own any mistakes and put forward ideas on how to do things differently. Another area is where organisations have had to restructure because of a loss of revenue. Where employees have been lost, leaders will have to communicate new missions, new goals and organisational structures.
