Jane Stubberfield Organisational Implications of Coaching

At the end of this session you will be able to:  Explain the considerations of developing internal coaches  Identify the elements of coach development  Plan a coach development programme

CIPD (2004), Training and development 2004, Survey Report, London, CIPD

 97% believed that coaching was a necessary skill for a manager  73% coaching training was not compulsory  54% received coaching training as part of a wider management training programme  48% used coaching skills workshops CIPD (2004), Training and development 2004, Survey Report, London, CIPD

1. What questions need to be answered before being able to decide on how to develop coaches? 2. How will each of the answers to the questions impact on the development of the coaches?

 What are the required outcomes of the coaching they will be doing?  What type of coaching will they be doing?  What level of coaching will they be doing?  How many to be developed?  Who will be the coaches?  What coaching model will be the basis of the development?  What are the budgetary and time restrictions?  What qualifications are wanted?  What ethical standards does the organisation wish to uphold?

Like a dance, effective coaching requires the active, informed cooperation of at least two people. Training a line manager as a coach and expecting the team to pick it up as they go is like a tango, where only one of the partners knows the steps! Clutterbuck, D., Achieving value from coaching, Webinar for WTG events

 Coach  Clients  Clients’ line managers

Introduction to coachingCoaching workshopPracticeCarry out coachingSupervision

1. Detail the considerations for a coaching development programme to meet a need for an organisation you know Give reasons for your decisions for the programme 2. Evaluate different methods of possibly developing coaches

CIPD (2004), Training and development 2004, Survey Report, London, CIPD Clutterbuck, D., Achieving value from coaching, Webinar for WTG events References

This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license ( The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author Jane Stubberfield InstituteUniversity of Plymouth Title Developing coahes Description Factors to consider in developing coaches Date Created Educational Level 7 Keywords UKOER, LFWOER, Learning from WOeRK, UOPCPDLM, Continuous Professional Development, CPD, Work-based Learning, WBL, Learning, development, strategy, coaching, training coaches, developing coaches, coaching programmes, internal coach Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved