Create a Coaching Evaluation Tool


You have learned about the roles of coach, consultant, and trainer. You have gained insight into

different coaching models and theories, as well as the skills needed for effective coaching.

Further, you have studied the importance of values and ethical conduct and guidance. All of the

information you have gained can now be directed toward assessing coaching effectiveness.

You will rely on all you have learned to create a white paper (an authoritative report or guide) for

a Fortune 500 company, XYZ Corporation, Inc., by exploring frameworks and methods for

determining coaching effectiveness and designing a coaching evaluation rubric. Base your report

on the following scenario.

Scenario: You are the newly hired CEO at XYZ Corporation and a strong advocate of a coaching

culture. While the company utilizes coaching on some level, you are not seeing the positive

results you hoped for through increased employee engagement, productivity, job satisfaction, and

motivation. You decided to review the body of research to determine strategies for assessing

coaching effectiveness. Your white paper will guide team leads to institute coaching principles to

achieve organizational objectives. Be sure to address the following elements in your paper:

 Introduction to coaching  Discussion of at least two coaching models  Identification and discussion of effective coaching skills and practices  Importance of ethics  Assessment strategies to evaluate coaching effectiveness  Recommendations for best practices

As an appendix to the white paper, develop a 1-2 page grading rubric XYZ Corporation leaders

might use to assess coaching effectiveness.

Length: 7-9 page white paper and a 1-2 page coaching evaluation rubric. The document should

be a total of 8-11 pages not including the cover and references pages.

References: Include a minimum of 8 scholarly resources

The completed assignment should address all of the assignment requirements, exhibit evidence

of concept knowledge, and demonstrate thoughtful consideration of the content presented in the

course. The writing should integrate scholarly resources, reflect academic expectations and

current APA standards.

Assessing Coaching Effectiveness

In an eight-week course, it is simply not possible to cover every aspect of coaching and address

every situation a coach may encounter. This course was designed to provide you with the

foundational knowledge to increase your capacity for coaching and fostering leadership

development in others. A very important part of coaching is assessing coaching effectiveness.

Where and how do you begin to evaluate whether or not the coaching relationship was successful

and achieved what was planned?

As a foundation, reflect upon what it is you are assessing beginning with what brought about the

coaching relationship? In every situation, there are certain undisputable truths for which

everyone can agree. These are commonly called first principles (Schmidt, Rosenberg & Eagle,

2019). In Trillion Dollar Coach, Bill Campbell is quoted as stating, “Define the „first principles‟

for the situation, the immutable truths that are the foundation for the company or product, and

help guide the decision from those principles” (Schmidt, Rosenberg, and Eagle, 2019, p. 60).

Analyze the dynamics of the coaching experience. How does coaching benefit the coachee? How

can a coach respect confidentiality and forge trust? In what ways should a coach judgment and

values of the person you are coaching? Did you understand their limitations? Were you sensitive

to their vulnerabilities? At the same time, did you cultivate insight and inspire commitment? Did

you grow the necessary skills? Did you take advantage of coachable moments, and teach the

learner to think for themselves? Remember the adage of encouraging others to learn how to think,

not what to think. Then reflect upon lessons learned. What was done well? Was there some

opportunity lost or omitted? How do you define success, and were you successful?


Schmidt, E., Rosenberg, J., Eagle, A. (2019). Trillion-dollar coach, New York, NY:

HarperCollins Publishers

International Journal of Evidence Based Coaching and Mentoring 2018, Special Issue 12, DOI: 10.24384/000536

© The Authors 41 Published by Oxford Brookes University

Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness Tamsin Webster Kent, UK,

Abstract Research into workplace-training suggests actions taken by managers, such as discussing applying the training, can significantly impact the effectiveness of training. However, little is known as to whether these findings translate to workplace-coaching. This mixed-methods study gathered information on current practices involving managers and the perceived effectiveness on the outcomes of coaching from coachees, managers and practitioners within the field. Those approaches that required discretionary effort as opposed to prescribed involvement were perceived to have a greater impact on coaching outcomes. There appeared to be no cumulative effect; more involvement did not translate to a perception of greater impact on outcomes.

Key words: workplace-coaching, manager, effectiveness, mixed-methods, outcomes

Introduction With workplace coaching on the rise (ICF, 2014, CIPD, 2015), understanding whether coaching within the workplace is effective and whether this translates into business outcomes has been a topic that has occupied many academic researchers and practicing consultants. Grant (2013) identified 234 studies seeking to understand the outcome of coaching between 2000 and 2011. Researchers in this field tend to agree that the results “lean towards coaching being an effective intervention in terms of their self-efficacy, goal attainment and for organisations in terms of their leadership” (Grover & Furnham 2016, pp.23).

An early study investigating the impact coaching has on business outcomes was conducted by McGovern et al. (2001). The authors sought to quantify business results that resulted as a direct impact of externally provided coaching. These results were compared with the costs of coaching, thereby identifying the return on investment (ROI) of the coaching intervention. Individuals who had received coaching were asked to self-report on business outcomes they believed had improved as a result of the coaching. Key stakeholders including the coaches were also asked to provide feedback on the perceived outcomes. The participants estimated there to be significant financial impacts on the performance: on average the perceived ROI was £100k of incremental benefit to the business. The authors concluded that coaching has a significant impact on business results (McGovern et al. 2001).
International Journal of Evidence Based Coaching and Mentoring 2018, Special Issue 12, DOI: 10.24384/000536

© The Authors 42 Published by Oxford Brookes University

As studies in this area increase, meta-analysis has become possible, examining whether common outcomes and inferences can be drawn. The results aggregating the research findings have led researchers to conclude that coaching works, with outcomes including moderate-to-large increases in skill and/or performance and productivity (De Meuse & Dai, 2009, Theeboom, Beersma and van Vianer, 2014, Grover & Furnham, 2016, Jones, Woods & Guillaume, 2015, Sonesh et al. 2015).

More than simply determining whether or not coaching is effective, understanding what impacts the effectiveness of coaching is of significant interest to researchers and practitioners. Understanding what impacts the effectiveness of coaching could support those practitioners managing coaching within organisations, helping to influence how best to design support around a coaching interventions.