1. How does coaching add value in organisations?
13th Annual Coaching & Mentoring
Research Conference
International Centre for Coaching & Mentoring Studies
How does coaching add value in organisations?
A grounded theory study
MA in Coaching & Mentoring Practice
Pallavi Sharma
19th January 2017

2. Overview of presentation
Reason for study
Literature
Research problem & questions
Methodology
Key findings
Process model

3. Why this study? Challenges as Head of Coaching
Demonstrating value to the organisation
Tension - matching intangible outcomes with tangible business measures
…there must be an effective way of evaluating coaching that I haven’t read up on ….

4. Reviewing the literature
Coaching in organisations - expanded
…..but
limited research on effectiveness
Why?
It’s complex
several definitions
different genres

5. Evaluation approaches & criteria
Variety but no consensus
Causal linkages
Confounding variables
Tangible vs intangible outcomes

6. Key issues emerging
Intangible benefits – hard to ‘measure’ – not captured
Alternative approaches - factors of effectiveness vs measures for testing
Absence of a theory of coaching
Gap…?

7. The Problem
How can we capture the full benefit of coaching in organisations?
Enquiry…
…role of intangible outcomes, when coaching is perceived to add value in organisations
Effectiveness
Value

8. Research questions
What do coachees perceive as value from their coaching programme?
What do organisational representatives consider as value for the organisation from individual coaching?
What are the attributes of individual coaching that deliver this value?
What approaches are used to identify whether the coaching has delivered this value?

9. Methodology Research paradigm constructivist-interpretivist
Qualitative & inductive strategy
Grounded Theory
– (Corbin & Strauss, 2015)
Strategy & approach
Research paradigm Exploring employees’ perceptions of value of coaching based on their subjective experiences and observations
= constructivist-interpretivist paradigm in the context of organisations
Exploring employees’ perspectives on value of coaching required an in-depth rather than broad study – therefore qualitative and inductive strategy (consistent with constructivist-interpretivist paradigm)
GT selected because purpose to develop theory relating to processes or events – aligned with purpose/aim of the study (add reference)

10. Data collection Purposive sample theoretical sampling
Sectors - manufacturing, pharmaceutical, legal, construction, NHS
28 participants
Interviews
- semi-structured, majority face to face (2 telephone, 3 video-link)
Coachees 13
Organisational Stakeholders 15
- Line Managers 3
- Commissioners of coaching 5
- Senior leaders/decision-makers 8

11. Approach to interviews
Semi-structured
Majority face to face (2 telephone, 3 video-link)
Broad question areas:
Coachees
what was useful
what indicated it was having a benefit
Stakeholders
drivers for selected coaching vs another intervention
how gauged if value was being delivered

12. Data analysis
Initial codes
Constant comparison
Memos

13. Data analysis Theoretical sampling
simultaneous data collection & data analysis
1. Stakeholders x3 (org commissioners)
5. Stakeholders x1 (org commissioner)
9. Coachees x3
2. Coachees x4
6. Stakeholders x2 (line managers)
10. Stakeholders x3 (executive directors)
3. Stakeholders x1 (org commissioner)
7. Coachees x6
11. Stakeholders x2 (CEO/MDs)
4. Stakeholders x2 (CEO/MDs)
8. Non-commissioning line manager x1

14. Data analysis
Axial coding
Conceptual themes
Categories

15. Key Findings – 3 categories
Developed through
coding & concept development
constant comparison
memos
theoretical sampling
axial coding
conceptual themes 1.
Enabling enhanced thinking 2.
Equipping with internal resources 3.
Generating commitment & engagement

16. Enabling enhanced thinking Facilitating thinking differently1.
Enabling enhanced thinking
Conditions of support
& safety
Facilitating thinking differently
“…the fact you could talk openly and there was no
pre-judgement.” (Sarah)
“…to break those walls down and make me see it from different angles…” (Sophie)

17. Equipping with internal resources Confidence Empowerment, Agency2.
Equipping with internal resources
Personal strategies
Confidence Empowerment, Agency
“…helping me make sense of the present and equipping me to move on into the future
with self-confidence and optimism.” (Tony)

18. Investing in well-being A valuing culture3.
Generating Commitment & Engagement
Personalising development
Investing in well-being
A valuing culture
“…because it’s not something that is a
generalised approach for everybody.” (Andrew)
“…and people will now stay in the organisation…” (Linda)
“…less down, less alone, more able to go back
and do more work.” (Tony)

19. Core Category Mobilising internal enablers 1.
Enabling enhanced thinking 2.
Equipping with internal resources
Mobilising
internal enablers 3.
Generating Commitment & Engagement

20. CONDITIONS & ATTRIBUTES
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Challenge
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job

21. CONDITIONS & ATTRIBUTES
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job

22. Awareness & Understanding
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
Tools
Personal Strategies
Awareness & Understanding
New Perspectives
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job
THINKING DIFFERENTLY

23. Awareness & Understanding strategies confidence
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
Tools
Personal Strategies
Awareness & Understanding
New Perspectives
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job
THINKING DIFFERENTLY
Individual Level
awareness
understanding
authentic self
personal-
strategies confidence
agency

24. Awareness & Understanding strategies confidence
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
Tools
Personal Strategies
Awareness & Understanding
New Perspectives
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job
THINKING DIFFERENTLY
Individual Level
awareness
understanding
authentic self
personal-
strategies confidence
agency
Internal Enablers

25. Awareness & Understanding strategies confidence
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
Tools
Personal Strategies
Awareness & Understanding
New Perspectives
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job
THINKING DIFFERENTLY
Individual Level
awareness
understanding
authentic self
personal-
strategies confidence
agency
Internal Enablers
Role-modelling  Leadership stance  Happiness  Motivation  Solutions

26. Awareness & Understanding strategies confidence
Safety
Trust
Support
CONDITIONS & ATTRIBUTES
Non-judgemental
Challenge
Tools
Personal Strategies
Awareness & Understanding
New Perspectives
External Change  Organisational Change  Development Programme + Confidence  Communication  Coping with the job
THINKING DIFFERENTLY
Individual Level
awareness
understanding
authentic self
personal-
strategies confidence
agency
Internal Enablers
Role-modelling  Leadership stance  Happiness  Motivation  Solutions
Organisational Level
Engagement

27. Contributions to Research
Supports coaching positioned as a personal development tool vs a business tool
Some theoretical inferences which can be tested through further studies
Supports other research regarding the purpose or outcomes of coaching for Engagement
Some empirical evidence for coaches and other professionals seeking to articulate the value of intangible & un-planned for value

28. Implications for Practice
Evaluation - equal emphasis on collecting intangible & unplanned for outcome data
Exploring coaching from the perspective of its contribution vs its effectiveness
may enable capture of unplanned for and intangible benefits, and fuller benefit of coaching.

29. Questions? / Discussion