Measuring the Impact of CoachingMeasuring the Impact of Coaching

….now we have gone to all this effort

….has it made any difference?

Rick WoodwardDirector, Learning & Development

2

Global Performance ManagementGlobal Performance Managementrequired improved coachingrequired improved coaching

Global process launched in 2005

Multi-rater feedback (360o)

Quarterly coaching discussions

6 Leadership Qualities (including Talent Management)

3

800 plus team leaders800 plus team leaderswere trained in coachingwere trained in coaching

1 day highly interactive programme led by Performance Associates

Launched in USA and Europe

Based on GROW model

Inspiring and impactful

4

But did it have any impact?But did it have any impact?

Level 1 evaluations: enthusiastic

• “Best course I have ever taken”

• “Amazing experience”

• “Simon is a great trainer”

Level 2/3 evaluations: encouraging

• “I now ask more than I tell”

• “I schedule regular coaching sessions”

• “I use the GROW model”

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We commissioned an independent We commissioned an independent level 4 coaching impact studylevel 4 coaching impact study

Peggy Parskey – a leading expert in Workplace Measurement conducted the analysis

She ‘e-surveyed’ 224 team leaders and 202 team members

She interviewed 30 team leaders – some strong supporters, some not!

She confirmed that her results were statistically significant and robust

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We made 3 major findingsWe made 3 major findingsabout coachingabout coaching

1. Coaching significantly improves performance

2. Coaching training positively impacted business results

3. Coaching has much more impact when reinforced by the leader’s manager

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Coaching significantlyCoaching significantly improves performance improves performance

Team Member Business Results

83% 83%

69%

79%

88%

78%

25%

10% 11%15%

38%

11%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Clarified my jobexpectations.

Increased myconfidence in my

work.

Improved myproductivity

Improved myeffectiveness

Helped me alignobjectives to

organizationalgoals.

Inspired me toimprove my

performance.

Team members who received frequent coaching (blue bars) were significantly more likely to report increased productivity and

effectiveness than those not receiving frequent coaching (maroon bars)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Clarified my jobexpectations.

Increased myconfidence in my

work.

Improved myproductivity

Improved myeffectiveness

Helped me alignobjectives to

organizationalgoals.

Inspired me toimprove my

performance.

Coaching in daily interactions

No coaching in daily interactions

% Strongly agree + agree% Strongly agree + agree

“I don’t think coaching builds strength as much as it unleashes it.” (Team leader Interview)

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Coaching training positivelyCoaching training positivelyimpacted business resultsimpacted business results

• Team leaders reported significant business improvements from their coaching.• They estimate that the training accounts for 10% of the business results attained.

22.8%

24.0%

25.3%

28.6%

29.1%

31.0%

35.4%

0% 10% 20% 30% 40%

Costs

Cycle time

Sales

Safety

Quality

Retention

Productivity

Average % improvement in business result area

# out of 224 respondents

citing the business

improvement

92

63

60

33

52

22

52

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Team leaders explained how coachingTeam leaders explained how coachingimproved business resultsimproved business results

We saved $117,000 in decreased overtime My coaching empowered a

maintenance team to take ownership. They repaired a

machine part instead of replacing it and saved

$2,800.My team delivered $7 million savings against a target of $4 million – and the quality of work was

better.

We put a trade show together in only 2 months – it normally

takes 4. The customer applauded our long term vision

and forward thinking plans.

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Team leaders linked coaching toTeam leaders linked coaching toperformance improvementperformance improvement

My coaching has helped the team work smarter and focus on realities.

Now we concentrate on what makes best sense to earn the business.

My coaching reduced frustration in the team. We made a $1 million

turnaround on a production asset. I

believe that 30% of that came from the

coaching.

I challenged my team to increase productivity and

waste utilization. Productivity increased 10% and waste

utilization improved by 21%.

I coached a deputy about her interpersonal skills which not only

improved her relationships internally but also helped her to save $30,000 from a vendor over project errors.

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Team leaders mentioned other benefits from Team leaders mentioned other benefits from coachingcoaching

I coached a regional manager about how to

handle a difficult employee. The individual now knows

our expectations and has an improved attitude.

I managed to retain all my key staff despite re-organization and very difficult times.

With my improved coaching skills my team members

advance projects on their own leading to improved

productivity and reduced costs.

Coaching has made me more confident as a team leader. I am learning to listen

instead of talking. I now coach everyday and my employees are more

engaged.

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Coaching has fCoaching has four timesour times more impact more impactwhen reinforced by the leader’s managerwhen reinforced by the leader’s manager

25%

17%

14%12% 12% 11%

7%5%

1%2%2%3%2%3%

2%4%

0%

5%

10%

15%

20%

25%

30%

Productivity Quality Retention Costs Other Safety Sales Cycle time

Business improvements were four times more likely when the leader’s manager mentored and supported coaching efforts. For

example, 25% of mentored team leaders reported a 20% increase in productivity against only 4% of those who were not mentored.

# of total population reporting >20% improvement in each area

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Productivity Quality Employeeretention

Costs/expenses Safety Sales volume Cycle time

Mentored

Not mentored

“Before I talked to people every day. Now I coach people every day. Employees are more engaged. I literally saw the walls break down.” (Team leader interview)

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92%

80%

55%51%

32% 29% 27%

14%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Coaching isa highpriority

TL expectsme to use

skills

TL supports/ mentors

me

TLreinforcescoachingefforts

Used toolson K-Cw ebsite

Seniorleadersmodel

behavior

Tools aidedcoaching

Used toolson BW

w ebsite

But it wasn’t all good!But it wasn’t all good!

• Respondents believe coaching is a high priority and that their team leaders expect them to use these skills.

• Only 50% feel their team leaders support or reinforce their coaching efforts.

• Only 29% feel Senior Leaders model coaching behaviors.

% Strongly agree + agree

% Strongly agree + agree

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How do we reinforce theHow do we reinforce thevalue of coaching?value of coaching?

Continue with coaching training• Incorporate coaching into leadership skills training

• Extend training with ‘Helping Others Succeed’

Reinforce coaching in team intervention• Tough Conversations Training

• Coaching Health Care sales professionals

• Changing the culture of key sale teams

Strong vocal leadership from CEO• Tom Falk frequently reinforces coaching in Senior Leader

meetings

• Talent Management objectives include coaching

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CEO supports coaching as a part of talent management

• Reinforces the link between coaching and improved results

• Includes coaching reminders in employee communications

• Cascades an annual objective to all team leaders with a coaching component Tom Falk

Kimberly-Clark CEO & Chairman

Tom FalkKimberly-Clark

CEO & Chairman‘Deliver timely, accurate, focused feedback and coaching, including quarterly discussions, to ensure desired job performance and no surprises at the year end assessment ‘

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Coaching with impactCoaching with impact

Coaching does have a measurable business impact

It requires leadership commitment and time and enthusiasm

It is much more effective when reinforced by senior leaders

It may be a key component of employee engagement