HDA’s has developed a reputation over the past ten years as a highly successful outcomes-focused coaching provider in one-to-one and group formats, with a strong record of sustainable and measurable behavioural improvement.
More recently, we have created a ‘win-win-win’ formula to describe our one-to-one coaching approach.
This approach recognises that coaching is about three parties achieving successful outcomes: the person being coached, the organisation they work for, and the coach themselves.
This last area is often overlooked when judging coaching success, but when combined with the first two, it adds significant value to the process.
Although the process can differ depending on circumstances; the general approach is the same and always involves taking a full brief from the corporate client to ensure that business objectives underpinning the need for individual or team coaching and facilitation are clear, and that the client organisation has a clear understanding of the benefits of coaching, and has clearly articulated its business case for coaching on this occasion.
At HDA, we believe that it is very often essential for coach and coachee to then meet before the coaching assignment begins, to ensure that there is ‘fit’, as coaching success is underpinned by solid relationships of trust. It is at this point that the likely ‘win-win-win’ formula is best tested.
Following the initiation of an HDA coaching programme, the coach provides regular feedback to the HDA quality assurance team.
The coachee is also given opportunities to provide feedback; whilst the organisation is kept updated with regular mid-programme and end-programme updates.
HDA measures coaching success in a number of ways, including by ensuring that:
The coachee is set clearly defined and measurable goals and/or success criteria at the start of the process, in conjunction with the coachees’ manager and sometimes the coachee’s peer group.
At the end of the programme, progress against these goals and success criteria is measured with the coachees’ manager (and sometimes the coachee’s peer group) to indicate the effectiveness of the coaching intervention;
The coachee undertakes an assessment (e.g. peer 360), at the start of the process.
At the end they re-take the test and improved scores can indicate the effectiveness of the coaching intervention;
The coachee provides feedback, mid and post programme against their personal set of developmental objectives, and determines whether the coaching relationship has provided measurable personal leverage