Coaching Evaluation

Based on over 30 years of experience, Performance Consultants has developed a coaching evaluation tool to help you measure the return on investment (ROI) of coaching. Coaching for Performance ROI allows you to capture the benefits and estimate the effectiveness of a coaching intervention or the impact of an organizational-wide culture transformation programme.

In business it is often said, “If you can’t measure something, you can’t manage it”

Coaching Evaluation Methodology

Performance Consultants’ methodology for measuring executive coaching ROI builds on widely accepted tools such as Kirkpatrick’s Four Levels which examines participant reactions, learning, behavioural change and, most importantly, business impact.

Our coaching evaluation model begins with the identification of the client’s strategic objectives for the coaching programme, such as enhanced organisational responsiveness, strategic alignment, or innovative contributions. Drawing on established knowledge in the field of industrial psychology we work with the client to identify the ‘chain’ that links the behaviours of the coach, to the attitudes and behaviours of their direct reports.

This chain connects the actions of the coach manager to the creation of value for the organisation, through the empowered, committed and energised contributions of the coach manager’s direct reports. Using the most up-to-date approaches for estimating the monetary value of a broad range of employee behaviours and organisational outcomes, we connect the investment made in the developing coaching skills to value creation in the organisation.

By implementing our coaching evaluation tool, organisations can obtain a monetary ROI figure for one-to-one coaching or coach-training programmes. Most importantly, the confidentiality of the coaching is not compromised through this method.

‘Maximizing the Impact of Executive Coaching: Behavioral change, organizational outcomes, and return on investment’ – As executive coaching practitioners, Joy McGovern and colleagues have direct experience demonstrating that this leadership development practice does have a lasting impact on the individuals who participate in it, on the larger organisation they are a part of and on the organisation’s financial bottom line.
Their research follows Donald Kirkpatrick’s four levels of criteria or impact and includes a fifth level added to the evaluative schema by Jack Phillips:
1 Reaction and planned action: the participants’ reactions to, and opinions about, the intervention, and what they plan to do
2 Learning: the competencies the participant was expected to acquire
3 Behavioral change: whether the participant is doing things differently
4 Business results: relating participation to either tangible or intangible business results
5 Return on investment (ROI): the relationship between the monetary value of the results and the cost of the initiative