Abstract
To improve productivity, accelerate professional development, and reduce turnover of key talent, many organizations have established in‐house coaching programs to supplement their other training offerings. Though well intentioned, many of these initiatives fail to produce a quantifiable return on investment. Worse yet, in some cases their efficacy is never measured at all. By first understanding the value, purpose, and limitations of coaching and then developing a measurable strategy and targeted application for its use, organizational leaders can dramatically increase the chances that their efforts will produce tangible benefits. To be effective while keeping costs in check, a coaching model should be based on performance and align the needs of the organization with those of its employees.
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