Quality Management for Coaching in Organizations
A Guideline for Human Resources Professionals
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Beschreibung zu „Quality Management for Coaching in Organizations“
Coaching has been established as a valuable continuing development tool in organizations for many years. Multiple studies of the effectiveness of coaching evidence the growing demand for coaching. However, the quality of the individual service frequently does not meet the original expectations. One essential reason for this discrepancy seems to be a rather vague understanding of what coaching is.
Upon closer examination, you will find that coaching providers, coaching concepts, and internal pools of coaches in organizations refer to just about any type of “one-to-one” support of individual persons as coaching. The spectrum of services often covers training, therapy sessions, supervision initiatives and, frequently, also traditional consultation conversations.
In light of this market development, calls for quality assurance measures for coaching are becoming increasingly louder. In many application areas, it seems to be time to take a closer look at coaching and place coaching as an established tool under scrutiny.
This guideline will answer the following questions
► How can I establish a coaching concept for our employees? ► How can we improve the quality of our coaching offering?
► How can I provide sustainable high-quality coaching in my division?
It also includes:
● An approach for the development of a coaching concept for your organization
● Tips and potential criteria for the selection of suitable, professional coaches and the establishment of a pool of coaches
● The description of the individual components of a high-quality coaching process as well as various templates for practical applications.
Your benefits:
● You can establish an understanding of coaching in your organization: How coaching is implemented as an effective tool for performance and/or personal development that focuses on measurable results and is based on personal dialog.
● You know the approach and important aspects of establishing a pool of coaches from various providers (internal and external coaches), who demonstrably use coaching as a tool in a competent and impactful manner and thus fulfill the expectations of your company for the implementation of coaching.
● You can readily apply a quality assurance system that continuously ensures the high value of your coaching offering for your employee or team member and is therefore valued by the client.
Upon closer examination, you will find that coaching providers, coaching concepts, and internal pools of coaches in organizations refer to just about any type of “one-to-one” support of individual persons as coaching. The spectrum of services often covers training, therapy sessions, supervision initiatives and, frequently, also traditional consultation conversations.
In light of this market development, calls for quality assurance measures for coaching are becoming increasingly louder. In many application areas, it seems to be time to take a closer look at coaching and place coaching as an established tool under scrutiny.
This guideline will answer the following questions
► How can I establish a coaching concept for our employees? ► How can we improve the quality of our coaching offering?
► How can I provide sustainable high-quality coaching in my division?
It also includes:
● An approach for the development of a coaching concept for your organization
● Tips and potential criteria for the selection of suitable, professional coaches and the establishment of a pool of coaches
● The description of the individual components of a high-quality coaching process as well as various templates for practical applications.
Your benefits:
● You can establish an understanding of coaching in your organization: How coaching is implemented as an effective tool for performance and/or personal development that focuses on measurable results and is based on personal dialog.
● You know the approach and important aspects of establishing a pool of coaches from various providers (internal and external coaches), who demonstrably use coaching as a tool in a competent and impactful manner and thus fulfill the expectations of your company for the implementation of coaching.
● You can readily apply a quality assurance system that continuously ensures the high value of your coaching offering for your employee or team member and is therefore valued by the client.