This paper aims to describes how the UK arm of an international financial‐services group reformed its coaching to suit today's fast‐pace, high‐change environment.
It explains why the coaching function needed to change, the reforms introduced and the results they have achieved.
It details how the number of coaches was reduced from 50 to 12 and how their performance was geared much more tightly to organizational needs.
The paper explains that a framework set out new standards for coaching, including: a more rigorous process for selecting and matching coaches; a priority system to focus coaching where it could make the biggest difference; tailored coaching competencies; a commitment to bring line managers into coach contracting and review conversations; and a system for measuring coaching to ensure it helped to achieve business goals.
It demonstrates how coaching can be made more effective, to the benefit of individual employees, their employer and, ultimately, society as a whole.
The paper gives the inside story of coaching reform at a major financial‐services firm.
