Survey reportSeptember 2011 THE COACHING CLIMATE                 THE COACHING CLIMATE 2011
2    INTRODUCTION3    SUMMARY OF KEY FINDINGS5    THE SURVEY14   CONCLUSION AND PRACTICE POINTERS16   REFERENCES          ...
INTRODUCTION                            Welcome to the CIPD’s Coaching             This year we also focus on two key tren...
SUMMARY OF KEY FINDINGSCoaching and mentoring are used by              We now briefly outline the other keymany organisati...
Responsibility for delivery                  Coaching commercial capability in HR                            •	 Delivery c...
THE SURVEYCoverage and expenditure                          Profile and positioning: still focusedNearly 84% of our survey...
a move towards more professional                      tendering (19%) and assessment centres                            de...
Psychological Society (BPS) and the            Evaluation: still an Achilles’ heel?International Coach Federation (ICF) ar...
most favoured practice in a small                                        The implications of this are quite               ...
The purpose of coaching                                           Coaching agendas Coaching is utilised most as a tool    ...
focus on this aspect. Roughly a fifth always                                                 within the organisation and l...
HR research around the insight-driven                                                                   recommendation tha...
to a new organisation. This might well                         and capability of the organisation.                        ...
We then asked who was most likely to     receive mentoring and contrasted this with     coaching. As Figure 8 shows, mento...
CONCLUSION AND PRACTICE POINTERS                             As we gauge the coaching climate, we          Practice pointe...
•	 Mentoring is increasingly being used       Private sector                     48%   as a distinct approach to building ...
REFERENCES                            References                                  Other CIPD resources                    ...
Issued: September 2011 Reference: 5629 © Chartered Institute of Personnel and Development 2011Chartered Institute of Perso...
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Coaching Climate 2011

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In this survey we look at the key indicators:
• What is the coverage of coaching: to what extent is it being used?
• What’s being spent on coaching compared with last time?
• How are coaches being selected and deployed within organisations?
• What’s the role and contribution of coaching in respect of the organisation?
• How is coaching being delivered within organisations, and what is its purpose?
• How is coaching being evaluated?

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Coaching Climate 2011

  1. 1. Survey reportSeptember 2011 THE COACHING CLIMATE THE COACHING CLIMATE 2011
  2. 2. 2 INTRODUCTION3 SUMMARY OF KEY FINDINGS5 THE SURVEY14 CONCLUSION AND PRACTICE POINTERS16 REFERENCES THE COACHING CLIMATE 2011 1
  3. 3. INTRODUCTION Welcome to the CIPD’s Coaching This year we also focus on two key trends: Climate survey report. We started this survey in 2009 to help HR professionals • How is coaching helping to develop and coaches working with HR to deliver and improve the business awareness coaching and mentoring and to develop of HR professionals given that our the evidence base on practice. We also Next Generation research points this wanted to expand and deepen the up as a key challenge? coverage of coaching beyond what • What is the extent of mentoring as was possible in our annual Learning a distinct approach and how are and Talent Development survey. Now mentoring relationships set up? we are delivering it for the second time. Reflecting back, it is interesting to see how things have changed and We thank the HR practitioners how coaching is developing within and coaches who responded. organisations. In this survey we look at Their conscientious engagement is the key indicators: increasingly critical if we are to build • What is the coverage of coaching: an evidence-based profession. to what extent is it being used? • What’s being spent on coaching compared with last time? • How are coaches being selected and deployed within organisations? • What’s the role and contribution of coaching in respect of the organisation? • How is coaching being delivered within organisations, and what is its purpose? • How is coaching being evaluated?THE COACHING CLIMATE 2011 2
  4. 4. SUMMARY OF KEY FINDINGSCoaching and mentoring are used by We now briefly outline the other keymany organisations. A total of 332 trends.responses were received, constituting aresponse rate of 2%. They report that Coverage trendscoaching and mentoring are used in • Compared with the level of coaching about three-quarters of organisations. activity recorded in our annualWhen we first launched this survey in Learning and Talent Development2009 against the full ferocity of the surveys over the last decade, the 90%financial crisis and the retrenchment in usage reported in our 2009 coachingbusiness spending, we reasoned that survey was a record. Although in thecoaching might be vulnerable. However, current survey the use of coaching haswe find coaching in good health, though dropped to 77%, this is still a fairlythere are some long-term ailments high level of use and stable over thewhich could cause problems in future. long term. Furthermore, of those whoCompared with our 2009 survey the use coaching, more than four-fifthsnumber of respondents using coaching report that they have increased theirhas slipped from 90% to 77%. However, usage over the last two years.of those who use coaching, nearly 84%are using it more now than they were Expenditure trendstwo years ago. Another health indicator is • The proportion who report that expenditure on coaching, which though coaching expenditure is rising remainsnot rising very fast is at least rising. When around one-third. There has been awe take account of the number reporting slight increase in the number whothat they have maintained their spending report coaching expenditure to beon coaching programmes, nearly seven reducing – roughly a quarter this yearin ten report that coaching expenditure compared with a fifth in 2009. Theis either increasing or stable. This almost trend, taking account of increasedmirrors the results of two years ago. stable expenditure, is largely positive.The profile of coaching is also high. Itis viewed as a key part of learning and Role and contribution THE COACHING CLIMATE 2011talent development in just over two-fifths • Coaching and mentoring are being of organisations, for example. The data used more than ever to improveon who delivers coaching in organisations performance. The proportionshave changed subtly. Line managers reporting their use in tackling poorwere reported as the main delivery performance and in lifting capabilitychannel for coaching in 2009 by 37% of in good performers have bothrespondents. This has fallen to 32% while doubled. Coaching and mentoringexternal coaches have been given more are also increasingly used to improveresponsibility for delivery. employee engagement. 3
  5. 5. Responsibility for delivery Coaching commercial capability in HR • Delivery continues to be largely the • Coaching assignments which address province of line managers and internal business savvy and commercial coaches. More than half of coaching awareness tend to be based on is delivered through these routes. The development plans to help individuals proportion of coaching delivered by rise to the challenge. A quarter of external coaches has increased from respondents chose that route, with 14% to 20% since 2009. about 15% focusing on reflective logs and helping individuals build in time Purpose of coaching to review and reflect on key company • In 2009 a quarter of respondents data and information. reported that coaching focused on improving good performance; now Developing mentoring capability it’s almost half. Another key purpose • Mentoring is a distinct intervention for coaching is to build employee using coaching skills but with different engagement, which has moved from timescales and agendas. About 75% just under a tenth to around a quarter. use mentoring in some way and most are happy to see it established as an Evaluation informal set of relationships affording • Stories and testimony remain the the time for individuals to pair up. focus of coaching evaluation (around Mentoring is available to most 30%), although key performance employees. indicators (KPIs) are not far behind as a measure of success. Return on investment (ROI) and return on expectation (ROE) are used by less than a tenth of respondents. Coaching agendas • We found that coachingTHE COACHING CLIMATE 2011 assignments tended to focus more on developmental and personal effectiveness issues than on issues such as business awareness, which was always addressed by only 5% of respondents and never in 10% of settings. Personal effectiveness was the focus of coaching in about 25% and skills and capabilities around 15% of respondent organisations. 4
  6. 6. THE SURVEYCoverage and expenditure Profile and positioning: still focusedNearly 84% of our survey respondents on learning and developmentreported that, compared with 2009, The profile of coaching was tested bythey are doing more coaching, while asking respondents what best describes16% said they are doing less. As the role and contribution of coachingFigure 1 shows, just under one-third within their organisation. Most see itare seeing increased expenditure on as part of learning and development.coaching, just under a quarter are seeing In a rich range of additional comments,coaching budgets reduced and for 38% respondents told us that the profileexpenditure on coaching remains stable. ranged from ‘90% of employees areThis compares with 40% of respondents qualified coaches – this is what weto our 2011 Learning and Talent do’, to ‘it is generally reserved forDevelopment survey who saw a decrease senior managers and executives’. Otherin terms of general learning and talent comments include ‘It is part of staffdevelopment (L&TD) expenditure, and development’, and ‘it has become justonly 16% who saw an increase. another initiative’. Who delivers coaching and mentoring? Although line managers and internal coaches continue to share primary responsibility for delivering coaching, increasing use of external coaches showsFigure 1: Coaching expenditure trendsBase: 256 8% 10% 28% THE COACHING CLIMATE 2011 31% Increasing Increasing Reducing Reducing 38% Stable Stable No information 42% No information 20% 24% 2011 2009 5
  7. 7. a move towards more professional tendering (19%) and assessment centres delivery, as shown in Figure 2. This (4%) to test for coaching competence. probably represents a re-focusing of These approaches are fine for large organisations on coaching capability, organisations such as the NHS and large which generally requires more specialist banks and consumer goods companies support from coaching consultancies. that can gain economies of scale by developing a pool of coaches, but for Our 2009 Taking the Temperature of the majority (53%) ad hoc engagement Coaching survey report identified a trend of coaches on a consultancy basis seems towards co-delivery. This year’s survey to be the preferred route. That said, findings reinforce this trend, with about around a quarter of organisations seek to two-thirds of respondents saying they invite bids from coaches they have used use external coaches in some capacity. previously and may even recommend these to others, leading to what is in Selection and accreditation of effect a shared pool. coaches An important aspect of working with A perennial argument rages on whether external coaches, especially in resource- coaches should be accredited and constrained times, is that they are licensed. Coaching bodies such as the properly selected and engaged in order European Mentoring and Coaching to deliver organisational value. We asked Council (EMCC), the Association organisations how they selected external for Professional Executive Coaching coaches. Methods included formal and Supervision (APECS), the British Figure 2: Primary responsibility for coaching delivery Base: 256 32 Line managers 37THE COACHING CLIMATE 2011 20 External coaches 14 23 Internal coaches 29 19 Learning and talent professionals 2011 0 7 2009 Other 7 0 10 20 30 40 50 Percentage 6
  8. 8. Psychological Society (BPS) and the Evaluation: still an Achilles’ heel?International Coach Federation (ICF) are Evaluation is enough of a concern –seeking to drive demand for accredited arising from the findings in our 2008and trained coaches who are able to Learning and Development survey thatdeal with the complex demands of only 20% of organisations actuallyorganisational coaching and operate carried out any evaluation of coachingwithin stringent professional codes and and mentoring – that we have madestandards. Our data show that there it a focus of our coaching effort. Ourhas been a fairly significant increase in research culminated in the publicationthe proportion of respondents insisting of our Real-world Coaching Evaluationon accreditation – just over two-fifths guide in 2010. The guide reviews thecompared with just a third in 2009. evidence of poor practice and mindsets that are obstacles to effective evaluationInternal coaches are just as critical to the of the impact of coaching. It examinesprocess of delivery – indeed more so – as the tools and data sources availableexternal coaches. As we explained in for evaluation and recommends anthe 2009 survey, they are increasingly integrated approach.the load-bearers of organisationalcoaching. This means that, on the one Having developed a significant amounthand, line managers can be conducting of research around coaching evaluation,basic coaching conversations as a way we were able to test in the Coachingof managing their supervisory workload, Climate survey how the message wasbut on the other hand, highly qualified being received and indeed heeded.coaches can be working with talent and We can see in Figure 3 that the softersuccession pools and often delivering to side of evaluation around ‘stories andexecutives outside of their own business testimony’ seems to be dominant, witharea. Thus the requirement for internal just under two-fifths recording this as thecoaching capability to be resourced method of evaluation they use the most.and allocated is a key issue. We asked In 2009 it was just under a quarter. Thehow internal coaches are selected and use of key performance indicators and THE COACHING CLIMATE 2011appointed in organisations. We had a low business metrics is a fairly close second.response rate to this question, suggesting, It is heartening to see that 28% areas in the case of external coaches, that developing a set of evaluation criteriathe line of sight for HR is obscured. at the outset in the contracting phaseThis could be because of conflicting or – a practice we have long encouraged.competing organisational policies and The use of return on investment (ROI) –pockets of coaching expertise. often seen as the holy grail of coaching evaluation and just as elusive – is the 7
  9. 9. most favoured practice in a small The implications of this are quite number of cases. This approach needs clear. Without evaluation practitioners caution, given the way in which ROI can cannot answer the value question. In be used without baseline and with the an increasingly value-driven learning implicit inflation of the denominator (big and talent environment this is likely project and small coaching cost equals to be detrimental. Evaluation is a rich massive ROI). Perhaps those dogged and rewarding area of practice and we practitioners using an ROI approach are would suggest that practitioners devote employing the sophisticated augmented as much attention to it as they allocate ROI of Phillips and Phillips (2007) rather to delivery and technique. Keddy and than the crude calculation of cost over Johnson (2011) have some excellent benefits. ROI’s hybrid cousin, the more suggestions for evaluation based on, reflexive return on expectations (ROE) among other things, chains of evidence approach, is favoured by just over 10% in the criminal justice system and the of respondents. A worrying quarter still net promoter score used in marketing. carry out no evaluation of coaching. Creativity and innovation in evaluation will help to lift us from the dead hand of crude ROI and unverified anecdote towards a more productive approach. Figure 3: Coaching evaluation Base: 246 We look for stories and testimony but 37 don’t bother too much with evaluation 23 30 We measure coaching through KPIs 22 We develop evaluation criteria at 28 the outset in the contracting phase 20 26 We don’t measure or evaluate coaching 18 11 We use return on expectations (ROE) 8THE COACHING CLIMATE 2011 10 We use a mixture of ROI and ROE 2011 8 6 2009 We use return on investment (ROI) 3 0 10 20 30 40 50 Percentage 8
  10. 10. The purpose of coaching Coaching agendas Coaching is utilised most as a tool This year we wanted to focus on for improving performance, as Figure what is covered in coaching agendas. 4 shows. We found that coaching is Perhaps confidentiality has got in the used nearly as much to improve poor way of coaching topics and agendas performance as to build on good being transparent and understandable. performance. One interesting point is Confidentiality should be a backstop the increase for both these purposes – in towards inappropriate disclosure of each case the proportion of usage has damaging information, not a systematic doubled since the 2009 survey. Thus we response. HR professionals responsible are seeing an honest focus on coaching and accountable for coaching need to as a remedial and talent acceleration have some visibility of the agendas and proposition. This reflects the need to topics for coaching to be able to reflect manage poor performers, to prepare on what coaching assignments involve, as future leaders and to retain talent. Open ultimately they are paying for the service. responses on the purpose of coaching Our survey asked respondents to report range from its being considered ‘part on the extent to which they work on of a lifelong learning strategy’ and ‘part specific agendas, and we found that most of culture change’ – an example of the coaching assignments focus on building highest level of ingrained purpose, to its skills and capability. As shown in Figure being thought to have ‘no purpose’. 5, a quarter always focus upon improving personal effectiveness and only 1% never Figure 4: Purpose of coaching Base: 248 43 To improve poor performance 20 48 To build on good performance 24 24 To build employee engagement THE COACHING CLIMATE 2011 9 61 To aid leadership development 23 38Part of talent and succession planning 15 16 Focused upon change management 2011 9 Focused upon skills and capability 47 2009 improvement 0 0 10 20 30 40 50 60 70 Percentage 9
  11. 11. focus on this aspect. Roughly a fifth always within the organisation and link this to focus on developing skills and competence the business, driving real insight about and about 3% fail to address this aspect how good people management can at all. Supporting career transitions is make the difference. While HR people also a key area. Understanding business are seen as having strong organisational and commercial issues came quite low savvy, the weakness in business savvy down the list, with only 5% always doing was viewed as holding the profession this and double that proportion never back and posed a threat to the senior addressing that issue. We thought this was profile of HR. The debate about whether a noteworthy finding, as we explain below. HR is ‘getting a seat at the table’ or at least influencing major board decisions Coaching business savvy: the new needs to be seen in the context of the capability challenge and opportunity appointment of professionals from The proportion of practitioners who marketing, legal and customer service report continuously pursuing business roles into senior HR portfolios. This is often awareness and commercial issues in because these individuals are perceived coaching assignments is low. The CIPD as having greater business awareness has identified a capability need in the HR and what might be called strategic profession for developing what we term agility than HR professionals. The CIPD is business savvy. Our Next Generation HR seeking to address these issues through research project challenged practitioners our forthcoming Business Savvy research to develop and trade upon their insight project and our ongoing Next Generation Figure 5: Coaching agendas Improving personal effectiveness 24 50 19 4 1 Developing skills and competence 19 48 23 5 3 Building leadership capability 13 49 27 8 2 Improving understandingTHE COACHING CLIMATE 2011 of business, commercial 5 21 33 25 10 and financial issues Resolving conflict and disputes 4 23 34 24 10 Helping with skills such as 5 23 37 28 5 presentations Supporting career 10 44 29 13 2 development and transition Supporting through challenging 6 33 36 19 4 projects and assignments 0 10 20 30 40 50 60 70 80 90 100 Percentage Always Sometimes Never Frequently Occasionally10
  12. 12. HR research around the insight-driven recommendation that coaching addressesprofessional. Coaching has a major role to business and commercial awarenessplay here. as a priority agenda. Figure 6 shows some activities typically used to developWe believe that coaches working ‘business savvy’, and the extent to whichwith senior HR teams will have some respondents are using them.insight into the development needs ofprofessionals in this area. Thus we asked Focusing on those approaches which areto what extent, when addressing the used most and least, we can see thatdevelopment needs of HR professionals, working on an individual developmentcoaching assignments looked at plan to raise awareness of any capabilitydeveloping skills which promote business gaps and issues was the first choice inawareness and commercial understanding. that it is always the option in 27% ofWe were surprised, firstly, that only a cases and only 1% never use it. Helpingthird (109 of the 332 respondents) felt practitioners refresh themselves on keyin a position to answer the question. business data is always an option for 13%Of that third, only 43% said they focus and none recorded that they never useupon developing HR professionals’ this option. Coaches often recommendawareness and capability in these areas. the maintenance of a reflective log to helpThe CIPD believes that coaching is pivotal people learn in situations of challenge,in this respect and is making an early such as taking on a new role or movingFigure 6: Extent of use of activities/approaches to developbusiness savvy in HR professionals Working with individuals 24 27 50 6 1 37 23 8 1 on a development plan Helping individuals refresh 19 48 23 37 5 2 7 13 43themselves on key business data Building a knowledge-sharing network of key professionals in 1315 28 49 9 39 13 27 5 2 marketing and finance etc. THE COACHING CLIMATE 2011 Checking the company 5 21 31 33 10 12 23 37 24 4 website for relevant data Keeping a reflective log on business learning 4 13 23 18 29 35 19 34 1310 opportunities and challenges Reading up on key topics 5 12 23 16 38 37 5 44 4 2 Supporting CPD/accreditation 10 11 20 44 31 15 18 14 29 2 in the area Recommending a business skills course 3 5 23 33 22 39 20 36 4 15 0 10 20 30 40 50 60 70 80 90 100 Percentage Always Sometimes Never Frequently Occasionally 11
  13. 13. to a new organisation. This might well and capability of the organisation. be a productive avenue of learning for Mentoring is especially useful for practitioners seeking to develop their organisational learning, though it needs business and commercial awareness. This to be properly planned and developed. option is always part of the coaching Nearly three-quarters of respondent support offer in 13% of the organisations organisations have some sort of that responded, but just as many never mentoring scheme in place. We asked use it. Recommending a business skills respondents to reflect on mentoring course was the least favoured option. This practice in their organisations in order to data, though indicative, does show some ensure that we could begin to track the of the options for coaching assignments development of mentoring as a distinct concerned with building business savvy. aspect of practice. We acknowledge that question phrasing may have deterred some respondents and First we asked how mentoring is initiated, perhaps the level of business-awareness given that it is likely to be developed coaching is higher than is suggested. That internally. We were interested in how said, we will be challenging coaching at mentoring programmes get going and all levels to develop and embed this critical nearly half of respondents who answered aspect of HR capability. this question reported that it takes place informally as shown in Figure 7. Only Mentoring coming into its own? 16% have a formal mentoring set-up Mentoring is often mentioned as an with documentation, such as a mentoring adjunct to coaching. The skills of contract or template to support the mentoring are very similar but the focus programme. Around a fifth put the onus is different. Many organisations use a on managers and leaders to develop mentoring approach to release the energy mentoring relationships. Figure 7: How mentoring happens Base: 242THE COACHING CLIMATE 2011 Informally. We give people permission and time to pair up 46 Formally. We have a template for effective mentoring assignments 16 HR allocates mentoring pairs and 17 relationships as appropriate Managers and leaders are expected 21 to develop mentoring relationships 0 10 20 30 40 50 Percentage12
  14. 14. We then asked who was most likely to receive mentoring and contrasted this with coaching. As Figure 8 shows, mentoring is generally not targeted at senior managers and high-potential employees; it tends to be offered to all employees in more than half of the organisations surveyed. Figure 8: Who receives mentoring• Base: 231 10% 13% Leaders Senior managers 55% High-potentials All employees 23% THE COACHING CLIMATE 2011 13
  15. 15. CONCLUSION AND PRACTICE POINTERS As we gauge the coaching climate, we Practice pointers find this key learning and organisational • A high and stable level of coaching intervention in good health. The is an opportunity for HR and L&TD extent and coverage of coaching and to use coaching and mentoring as a mentoring has remained high and channel for effective interventions. stable. Expenditure trends, though • Coaching designers and implementers by no means moving spectacularly should be aware of the mix of upwards, have not shifted significantly coaching delivery methods and work downwards. The profile of coaching towards finding the best mix of as a crucial organisational intervention external support, internal coaching remains high, though there is still real focus and line manager up-skilling concern over the need for effective that delivers coaching effectively. evaluation to prove its impact. • Coaching which focuses on performance seems to be productive The delivery of coaching is split between and grounded in business reality. internal and external coaches, with a Focusing on both poor and good slight increase in the proportion reporting performance is a good way to ensure that delivery is mainly the province of that coaching is not seen as a remedial external coaches. This shows that a intervention or a talent path for the productive balance is being established gifted, but as a key intervention. between external coaching consultants • Integrating coaching with change who can build capability and develop management, performance and programmes, and delivery through learning will ensure that coaching is internal coaches and line managers. delivering strategically as well. • Evaluation is critical and we neglect it We are challenging coaching at our peril. Good evaluation is about interventions aimed at developing more than stories and testimony; the HR professionals to start to focus responsibility for evaluation needs to on business savvy and commercial be allocated appropriately. awareness. We believe that in • Coaching has a key role in helping THE COACHING CLIMATE 2011THE COACHING CLIMATE 2011 developing assignments around these build HR capability; L&TD professionals key capability needs we can help to in the coaching space can make that build the capability and effectiveness of happen. Putting business savvy and HR and increase the growing credibility commercial awareness at the centre of that many HR professionals are assignments will ensure that coaching demonstrating as business-aware people delivers both organisational value and and performance professionals. career-enhancing capability for HR professionals.14
  16. 16. • Mentoring is increasingly being used Private sector 48% as a distinct approach to building Public sector 34% capability, using basic coaching skills and techniques on a wider canvas. Voluntary/community 14% Mentoring programmes cannot be Manufacturing and production 4% ad hoc; we still need to generate Base: 332 learning and insight, but a light- touch approach such as supporting Number of employees represented documents and training events for The size of organisations covered is often mentors can help embed it. a significant issue in coaching delivery. Micro businesses (those with fewer thanSurvey background ten employees) accounted for just overWe distributed the survey to a network 10% of our survey respondents. SMEsof 16,853 HR professionals within accounted for just under 30% and largelearning and talent development and organisations about 60% of respondents.obtained 332 responses, amountingroughly to a 2% response rate. This Fewer than 10 11%is well below the response rate from 10–49 8%our last survey, to which roughly 550responses were obtained from a slightly 50–249 20%smaller sampling pool. It reflects a trend 250–999 22%towards lower response rates more >1,000 39%generally because of the increased scope Base: 329and nature of surveys made possible bythe proliferation of survey technology.However, the CIPD believes that as Position in organisationan aspect of measuring practice it is Head of learning and development 20%essential that we embed this survey andincrease response levels. Senior manager/business partner 35% HR team member 22% THE COACHING CLIMATE 2011Which sector? Other (responsible for coaching) 23%Just under half of our survey respondents Base: 329are in the private and commercialsector and just over a third are in thepublic sector, with around 15% in theincreasingly important voluntary andcommunity sector. Fewer than 5% are inmanufacturing and production. 15
  17. 17. REFERENCES References Other CIPD resources CHARTERED INSTITUTE OF PERSONNEL CIPD Next Generation HR research AND DEVELOPMENT. (2009) Taking the cipd.co.uk/nextgen temperature of coaching. Survey report. London: CIPD. CIPD Learning and Talent Development annual surveys CHARTERED INSTITUTE OF PERSONNEL cipd.co.uk/ AND DEVELOPMENT. (2010) Real- learningandtalentdevelopmentsurvey world coaching evaluation: a guide for practitioners. Guide. London: CIPD. KEDDY, J. and JOHNSON, C. (2011) Managing coaching at work: developing, evaluating and sustaining coaching in organizations. London: Kogan Page. PHILLIPS, J. and PHILLIPS, P. (2007) Show me the money: how to determine ROI in people, projects and programs. San Francisco, CA: Berrett-Koehler.THE COACHING CLIMATE 201116
  18. 18. Issued: September 2011 Reference: 5629 © Chartered Institute of Personnel and Development 2011Chartered Institute of Personnel and Development151 The Broadway London SW19 1JQTel: 020 8612 6200 Fax: 020 8612 6201Email: cipd@cipd.co.uk Website: cipd.co.ukIncorporated by Royal Charter Registered charity no.1079797

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