cultural development effort . The degree to which they ' ve stretched the program to include individuals from a broad array of constituencies , and the sheer variety of offerings they ' re making available is extraordinary . The depths to which they ' ve gone to not only measure the results they ' re achieving , but the more far-reaching benefits to employees and the entire institution is amazing . And the sheer fact that the program is so deeply embedded in their overarching approach to talent acquisition , development , management and retention clearly suggests that this program will stand the test of time .
COACHING ROI / ACCOUNTABILITY ( An average score of 14.4 out of a possible 15 ) - Four members of the Evaluation Committee commented on the metrics for evaluating coaching impact :
They also utilize strong metrics to make sure that their investment is coaching yields worthy results . I also gave them high marks on ROI and Accountability . I liked how they use a readiness assessment so as not to squander coaching dollars and opportunities . Their measures of coaching outcomes are specific and targeted and they can show positive trends in their talent pipeline and key promotions as a result of improved leadership behaviors , resulting in part , from coaching .
Excellent use of a variety of metrics ( quantitative and qualitative ) at both individual and team levels , including retention / promotion , surveys , interviews , pre- and post-measures , etc . The journal citation is outstanding .
I especially appreciated the metric of 7 of 72 people who were asking for coaching were redirected to either performance management or therapy . I ’ d like to see more organizations take such a proactive approach .
Their tracking of metrics is outstanding .
COACHING STANDARDS , PRACTICES & PROCEDURES ( An average score of 14 out of a possible 15 ) – Four members of the Evaluation Committee commented on how the organization manages the coaching process :
The policies and standards regarding the process of coaching are clear and well written ! The who , what , where , and when of coaching along with those who were not candidates for coaching was extremely clear . Well done
Excellent use of coaching readiness assessment tool ( identifies those who should use and not be ready for coaching ). The use of tiers ( I , II , III ) and how coaching is assigned is excellent for use of both internal and external coaches . The recognition in the professional journal is a wonderful recognition and is a testament to the success of the program .
With regard to practices and procedures for identifying and engaging external coaches . . . Certification for Tier III . . . plus advanced degrees in psychology . . . well done ! Coaching is 40 % of their job responsibilities . This is remarkable in the field of healthcare and other corporations . Typically internal coaches are expected to take on coaching in addition to their other full time responsibilities .
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