Webinar. What works in executive coaching? An evidence-based analysis

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1 Webinar What works in executive coaching? An evidence-based analysis 1

Presenters Alyssa Perez Consultant Human

3 We help organizations achieve better outcomes through talent using science, analytics, and empathy. Talent Management Excellence Leadership Excellence Drive business impact through timely talent actions Deliver measurable and sustained improvements in leadership Copyright Human Capital Growth. All Rights Reserved. 3

4 Evidence-based Analyses Systematic reviews Performance Management Employee Engagement Talent Development Executive Coaching Trending Practices Skills for the new world of HR Design Thinking in HR Digital Learning Digital Leadership Certifications for skill development Leadership Development Talent Analytics Employee Selection Copyright Human Capital Growth. All Rights Reserved. 4

5 Questions addressed 1. Coaching vs. counseling vs. mentoring vs. training vs. consulting 2. When to use coaching 3. Outcomes of coaching 4. Elements of a coaching program 5. Coach characteristics 6. Coachee characteristics Copyright Human Capital Growth. All Rights Reserved. 5

6 Leadership Development Benchmark Results 3-25% Improvements in leadership attributable to coaching 0-15% Improvements in leadership attributable to 360 degree feedback Coaching Workshop-based training (vendor led) 360-degree feedback Assessments and feedback Action learning Workshop-based training (internally Development support through Executive education programs Multiple in-person meetings for Stretch roles/special projects Business simulations and case study elearning/ augmented reality training Outbound activities and team % 100 Source: HCG 2018 Talent Development Benchmark Survey Copyright Human Capital Growth. All Rights Reserved. 6

7 Coaching: An Evidence-based Analysis HIERARCHIES OF EVIDENCE Studies reviewed 1. Meta-analyses 2. Systematic reviews 3. Randomized Control trials 4. Quasi experimental studies 5. Surveys Meta-Analysis No. of studies Theeboom, Beersma, & van Vianen (2013) Sonesh, Coultas, & Lacerenza (2015) Jones, Woods, & Guillaume (2015) Participants Meta- Analysis Systemati c Review Randomized Control Trial Quasi-Experimental Studies Case Control Studies Cohort Studies Surveys Qualitative Studies (case studies, anecdotes) Editorials, Opinions, and Ideas Copyright Human Capital Growth. All Rights Reserved. 7

8 Development Options Coaching Counseling DEFINITION One-on-one, customized support and feedback to enhance ability to achieve short- and longterm organizational goals. Professional assistance in coping with personal problems BEST FOR Personalized and timely development Address deep psychological and behavioral problems Mentoring Training/learning Consulting The provision of instruction, encouragement, and support to aid development or pursuit of career goals. Systematic instruction and practice by which an individual acquires competence in a specific discipline The use of specialized expertise to advise organizations on the best course of action. Career guidance on navigating organizational structures and politics. Develop job relevant skills in for large groups of employees Development of programs and processes Copyright Human Capital Growth. All Rights Reserved. 8

principles CONCEPTUAL Knowing how the rules and

PROCEDURAL Putting knowledge into practice

9 When to Use Coaching STAGES OF SKILL ACQUISITION FACTUAL Knowing rules and principles CONCEPTUAL Knowing how the rules and principles interrelate in a larger system PROCEDURAL Putting knowledge into practice METACOGNITIVE Knowing when to do what DEVELOPMENT STRATEGY Training Training Mentoring Training Coaching Mentoring Copyright Human Capital Growth. All Rights Reserved. 9

correct way to act Requires higher cognitive processing Skills likely to decay more rapidly Requires greater

10 Types of Skills Skills are implemented based on a set of rules Learned skills can be produced identically in work setting Immediate feedback and reinforcement Examples Programming Analytics Marketing Closed Skills No single correct way to act Requires higher cognitive processing Skills likely to decay more rapidly Requires greater support for transfer Examples Leadership Influence Coaching Open Skills Copyright Human Capital Growth. All Rights Reserved. 10

11 Poll Results Using of Coaching at Each Job Level (%) C-Suite only 31 VP/Directors and above 50 Mid-level managers and above 36 First line managers and above 45 Copyright Human Capital Growth. All Rights Reserved. 11

12 Poll Results Expected outcomes of coaching (%) Performance improvement/efficiency 81 Improved leadership 76 Greater self-awareness 71 Better relationships at work 64 Retention 43 Greater self-control 36 Voluntary exit of a poor performer 17 Copyright Human Capital Growth. All Rights Reserved. 12

13 Coaching Outcomes Outcomes Satisfaction with coaching Thinking (Cognitive) Feeling (Affective) Behaving (Skills) Performance Sub-dimension Coping Self-regulation Well-being Attitude change Competencies Relationship with others Behavior change Task performance Goal attainment Productivity Organizational Outcomes % of variance explained 4% 4% 12% 5% Up to 7% 3-8% Up to 3% 3% 1% 25%* 2% *Based on a single study that included training on transformational leadership and coaching Copyright Human Capital Growth. All Rights Reserved. 13

14 The Coaching Process 1. Intake and Contracting 3. Goal setting and action planning 5. Evaluation and reporting of results 2. Assessment and Feedback 4. Plan implementation and coaching 6. Coachingengagement termination and transitioning Copyright Human Capital Growth. All Rights Reserved. 14

15 Coaching Elements PHILOSOPHY INTAKE PSYCHOLOGICAL ASSESSMENTS MULTI-SOURCE ASSESSMENTS COACHING SESSIONS STAKEHOLDER MEETINGS Coaching for rapid development Coaching for development Coaching as a benefit Copyright Human Capital Growth. All Rights Reserved. 15

16 Intake Coaching Process Initial needs analysis and client qualification 87% Contracting 84% Reported as very important or essential for coaching success Ensure coaching is the right option Needs assessment of the coachee and the organization Create awareness about what to expect in coaching Contracting clarifying expectations Building a trusting relationship Getting to know the coachee Copyright Human Capital Growth. All Rights Reserved. 16

17 Coachee Characteristics Coachee Readiness How likely is the employee to benefit from coaching? Motivation Willingness to learn Openness to feedback Committed Copyright Human Capital Growth. All Rights Reserved. 17

18 Psychological Assessments Helps gauge coachee readiness, strengths, and development needs Accurate detection of maladaptive behaviors Helps coach understand development needs fasters Require fewer coaching sessions Copyright Human Capital Growth. All Rights Reserved. 18

19 Psychological Assessments Personality Assessment Motivation and Interest Leadership Strengths Strong evidence Big-five Based assessment CPI, Hogan series, NEO PI, OPQ Holland s interest inventory, Hogan Multifactors Leadership Questionnaire (MLQ) Values in Action Inventory (VIA) Weak evidence MBTI DISC Enneagrams Color Code Learning Styles StrengthsFinder Emotional Intelligence The Geneva Emotional Competence Test Copyright Human Capital Growth. All Rights Reserved. 19

20 Multi-Source 1. Gather insights to determine coaching needs 2. Gauge improvements made as a result of coaching Self report Others (Multi-source) 14% <1% Copyright Human Capital Growth. All Rights Reserved. 20

21 When Does Multi-source Feedback Lead to Performance Improvement 1. Feedback indicates that change is necessary 2. Recipients have a positive feedback orientation 3. Perceive a need to change their behavior 4. React positively to the feedback 5. Believe change is feasible 6. Set appropriate goals to regulate their behavior 7. Take actions that lead to skill and performance improvement Source: Smither, London, Reilly (2005) Copyright Human Capital Growth. All Rights Reserved. 21

23 Does the number of sessions influence coaching outcomes? Between five and nine sessions is ideal to achieve coaching outcomes Quality of coaching likely to be more important than number of sessions Fewer Sessions Work-related attitudes Skills More Sessions Coping Self Regulation Copyright Human Capital Growth. All Rights Reserved. 23

26 Poll Results Preferred Coaching Approaches (%) Build self-awareness through psychological assessments 67 Job specific coaching 62 Strength-based coaching 50 Behavior modification Skill training Cognitive behavioral Process-oriented coaching 21 Neurolinguistic programming 7 Psychoanalytic/psychodynamic 5 Copyright Human Capital Growth. All Rights Reserved. 26

27 Coaching Models and Methods MODEL Premise Best suited for GROW model Process/behavioral: Appraise current situation, evaluate options, set goal, and create action plan Closed skill development Managerial coaching Strengths approach Cognitive behavioral Constructive Thinking Behavioral: Strengths of character are virtues that contribute to fulfillment and thereby enable the good life Cognitive: Altering how we think can change our behavior Cognitive-emotion: Addresses automatic habitual thoughts that influences problem solving Exploring values and purpose Promoting happiness Closed skill development Skill development Eliminate maladaptive behaviors, increase psychological and social awareness, improve self-awareness. In-depth analysis of unconscious motives Developing emotional intelligence Coping with stress Psychodynamic approach Wholistic: (Organizational, social, cognitive, psychological) Addresses challenges by taking a wholistic view and creating deep awareness of conscious and subconscious behaviors. Help leaders deal with organizational complexity, role ambiguity, high levels of anxiety and loneliness. Eliminate maladaptive behaviors Hard to coach leaders Copyright Human Capital Growth. All Rights Reserved. 27

28 Coaching Competencies KNOWLEDGE SKILLS OTHER CHARACTERISTICS Human Development Leadership theory Group-process theory Personality theory Emotional-intel. theory Individual differences Positive psychology Analytical Verbal ability Critical thinking Strategic thinking Judgment and decision making Technology-mediated communication Personal Characteristics Integrity/Honesty Empathy Self-confidence Humility Sense of humor Business Interpersonal Experience Ethical, professional guidelines Client industry and organization Business fundamentals Cross-cultural understanding Geopolitical awareness Active, open listening Relationship building and maintenance Conflict resolution Process facilitation Management of ambiguity, complexity, uncertainty Awareness of various disciplines Supervised coaching Varied life experiences Client industry or org. experience Copyright Human Capital Growth. All Rights Reserved. 28

29 Coach Background Approach Non-Graduate Training Graduate Training in Psychology Purpose of coaching Assist in reflection Intervention to improve coachee Coaching goals Personal Growth Developing business-related competencies Evaluation of needs and outcomes Primarily self-report based More rigorous using standardized assessments Information Sources Primarily the coachee Multi-source (SMEs, third party observers) Coach competencies emphasized in coaching Interpersonal skills like building rapport, listen/counseling Understanding of human behavior and knowledge of business practices No. of sessions to achieve coaching goals More Fewer Copyright Human Capital Growth. All Rights Reserved. 29

30 Poll Results Mechanism to pair coaches with coaches (%) Coachees are matched to a coach based on the coach s specialization and client s need 67 Coaches are assigned 24 Coachees self-select a coach from a shortlist 12 Coachees are matched to a coach based on race 0 Copyright Human Capital Growth. All Rights Reserved. 30

when goals are specific challenging publicly

31 Stakeholders Direct Manager Peers HR Business Partner Direct reports Goal setting works best when goals are specific challenging publicly stated Copyright Human Capital Growth. All Rights Reserved. 31

32 PERSONAL DEVELOPMENT ORG. IMPROVEMENT Tailoring Coaching to Match Coachee Characteristics MOTIVATED MOTIVATED, NOT COMMITED NOT MOTIVATED Internal Coaches Assessment Min. five sessions Graduate Trained Coaches Org. Diagnostic Assessment Multisource feedback More than five sessions Consider non-coaching solutions 1. Training 2. Mentoring 3. Consulting Internal or external coaches Self report Min. five sessions Graduate trained ext. coaches Psychological assessments Multi-source feedback More than five sessions Time Trials Counseling better to address emotional or behavioral challenges CLOSED SKILLS OPEN SKILLS Copyright Human Capital Growth. All Rights Reserved. 32

33 Take Aways Coaching is best for developing self-regulation (goal setting, goal attainment, goal achievement) Cognitive-behavior based coaching models deliver the best outcomes Non graduate trained coaches better suited to increase reflection for personal growth Graduate trained coaches in Psychology better suited to develop business-related competencies Coaching least effective when coachee is not motivated or committed Copyright Human Capital Growth. All Rights Reserved. 33

34 HCG Talent Insights Thank You! SIGN-UP Monthly mashup of evidencebased insights Follow us 34

2. Ofqual level 6 descriptors

2. Ofqual level 6 descriptors Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor