To improve productivity, accelerate professional development, and reduce turnover of key talent, many organizations have established in-house coaching programs to supplement their other training offerings. Though well intentioned, many of these initiatives fail to produce a quantifiable return on investment. Worse yet, in some cases their efficacy is never measured at all. By first understanding the value, purpose, and limitations of coaching and then developing a measurable strategy and targeted application for its use, organizational leaders can dramatically increase the chances that their efforts will produce tangible benefits. To be effective while keeping costs in check, a coaching model should be based on performance and align the needs of the organization with those of its employees.
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