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    Quality Management for Coaching in Organizations: A Guideline for Human Resources Professionals
    Quality Management for Coaching in Organizations: A Guideline for Human Resources Professionals
    Quality Management for Coaching in Organizations: A Guideline for Human Resources Professionals
    Ebook111 pages3 hours

    Quality Management for Coaching in Organizations: A Guideline for Human Resources Professionals

    By Books on Demand

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    About this ebook

    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.
    LanguageEnglish
    PublisherBooks on Demand
    Release dateOct 30, 2019
    ISBN9783750453678
    Quality Management for Coaching in Organizations: A Guideline for Human Resources Professionals

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      Book preview

      Quality Management for Coaching in Organizations - Books on Demand

      www.roundtable-coaching.eu

      Introduction

      Introduction

      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 view 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 includes:

      An approach for the development / adaptation of a coaching concept for your organization (see Chapter 2);

      Tips and potential criteria for the selection of suitable, professional coaches (see Chapter 3) and the establishment of a pool of coaches (see Chapter 4);

      The description of the individual components of a high-quality coaching process (see Chapter 5), options for the evaluation of coaching measures 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 the client (your employee or team member) and is therefore valued by the client.

      Notes

      For ease of reading, the masculine form is used in the brochure, which of course is intended to also include the feminine (and other) forms. In addition, organization includes all organizational forms (corporations, administrations, NGOs, etc.).

      Disclaimer: The templates, checklists and recommendations represent generic examples which should only be seen as suggestions and need to be adjusted to your specific needs and legal requirements to be suitable for use in your organization.

      1. Values and coaching culture

      1. Values and coaching culture

      Your organization has specific values and principles which are an essential component of the corporate brand and the positioning in the market. These values should not only be reflected in your products and services but also be embodied in the company’s leadership culture, recruiting, and personnel development – in short, it should be part of the organization’s DNA on all

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