1. ImaginativeHR: Partnering HR to creatively align organisational, team & individual interests.
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2015 / 2016 ImaginativeHR Coaching
Best Practice Survey by Numbers
Identifying coaching best-practice and the building blocks of effective ‘coaching cultures’.

2. ImaginativeHR: Partnering HR to creatively align organisational, team & individual interests.
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2015 / 16 Coaching Best
Practice Survey by Numbers
ImaginativeHR is a bar raising, UK and international,
employment life-cycle / talent development
consultancy which partners HR to creatively align
organisational, team & individual interests.
Call us on: ++44 (0)845 548 4321 or email at:
info@imaginativehr.com about your executive,
virtual & team coaching & mentoring needs.
182.The number of participating organisations,
including, e.g.:

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11. The number of countries represented:
 United Kingdom
 France
 Sweden
 Finland
 Italy
 Hungary
 Canada
 USA
 Singapore
 Hong Kong
 Australia
____________________________________________
Q: Who most often receives coaching support
within organisations?
Board level executives 36% of sample
Senior executives 33% of sample
Middle managers 13% of sample
High potentials 13% of sample
New starters 11% of sample
First line managers & supervisors 7% of sample
Graduates 7% of sample
Sales & project professionals 6% of sample
Performance 'cases' 5% of sample
Expatriates / assignees 2% of sample
_________________________________
Conclusion: Board level and senior
executives continue to benefit from the
largest proportion of coaching spend.
____________________________________________

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Q: What are the most common development needs
/ circumstances generating requests for coaching
support within organisations?
Effective leadership behaviours 53% of sample
Communication skills 41% of sample
Team impact behaviours 37% of sample
Managing personal transition 34% of sample
Strategic planning skills 33% of sample
Developing individual confidence 27% of sample
Effective onboarding 20% of sample
Conflict management skills 18% of sample
Innovative thinking 13% of sample
Business turn-around skills 7% of sample
Rewarding excellent performance 6% of sample
____________________________________________
Conclusion: Effective leadership
behaviours, communication skills and
team impact behaviours attract the
largest proportion of coaching spend.
____________________________________________
28%. The percentage of organisations which
deliver 26-50% of all their coaching needs via
internally developed coaching resources.
____________________________________________
Conclusion: The majority of coaching
needs continue to be delivered by
external coaching partners.
____________________________________________

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Q: What are the main reasons for organisations
meeting their coaching needs via internal resources?
Driven by company culture 47% of sample
Driven by budget constraints 20% of sample
Driven by People Strategy 15% of sample
Driven by L&D Strategy 14% of sample
Driven by past precedent 13% of sample
Driven by Coaching Policy 7% of sample
____________________________________________
Conclusion: Company culture largely
determines whether organisations
develop internal coaching resources vs
working with external partners.
____________________________________________
Q: What are the main criteria for coach selection by
organisations?
Previous experience with coach 29% of sample
‘Chemistry’ with coach 27% of sample
Coach’s record and references 14% of sample
Coach's accreditation 13% of sample
Coach's years as a coach 7% of sample
Coach's R.O.I. commitment 7% of sample
Coach's coaching model(s) 5% of sample
____________________________________________
Conclusion: Previous experience and
‘chemistry’ with a coach largely drive
the selection of coach / coaching
provider.
____________________________________________

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Q: What coaching and mentoring programme
formats are generally preferred by organisations
most of the time?
One-to-one coaching (face-to-face) 53% of sample
One-to-one mentoring (face-to-face) 40% of sample
One-to-one mentoring (virtual) 18% of sample
Team coaching / facilitation 17% of sample
One-to-one coaching (virtual) 9% of sample
____________________________________________
Conclusion: Face-to-face coaching and
mentoring continues to be the most
favoured format for coaching and
mentoring programmes.
____________________________________________
Q: How is the effectiveness of coaching measured in
organisations?
Coaching objectives agreed at start of the coaching
relationship and outcomes are measured at the end
54% of sample
Via agreed mid and end programme milestones
54% of sample
Feedback from the coachee
44% of sample
Feedback from coachee’s manager or sponsor
40% of sample
By measuring individual effectiveness over an optimal
time period
31% of sample

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Via a defined learning evaluation approach, (e.g. the
Kirkpatrick Model)
27% of sample
Feedback from peers and colleagues, (e.g. via a post
coaching 180 / 360 degree feedback process)
9% of sample
It isn’t measured
6% of sample
____________________________________________
Conclusion: Coaching effectiveness
continues to be measured via a broad
range of disparate methods and
continues, in a small number of cases to
go unmeasured.
____________________________________________
63%.The proportion of organisations which do
not have a coaching policy.
___________________________________________
Q: To what extent do organisations reflect a WELL-
DEVELOPED coaching and / or a mentoring culture?
One to one mentoring only
34% of sample
Coaching culture driven by senior leadership
20% of sample
Coaching culture driven by HR / L&D
15% of sample
Peer-to-peer development
13% of sample
___________________________________________

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____________________________________________
Conclusion: There is still a lot of work to
do to develop coaching cultures across
most organisations during 2015 / 2016.
____________________________________________
Our team has worked internationally across 35
countries and comprises 145+ UK and internationally-
based occupational psychologists, assessors, trainers,
coaches, facilitators and consultants.
Our detailed overview presentation can be found on
Slideshare and downloaded here and our
ImaginativeHR ‘by numbers’ overview can be found
here.
Our core employment life-cycle competency sets
include:
 Assessment - for selection & development
 Coaching & mentoring - executive, virtual &
team
 Staff engagement - focus groups, staff surveys,
post-survey change facilitation & career
management
 Career transition - redeployment, career
reviews, & outplacement; often delivered
internationally on a multi-country basis)
Coaching is increasingly acknowledged as the most impactful leadership development activity,
though international coaching practices and preferences remain highly variable, if inconsistent.
ImaginativeHR’s 2015 survey served to identify coaching best-practice and the building blocks of
effective ‘coaching cultures’

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Please call us on: ++44 (0)845 548 4321
Please email us at: info@imaginativehr.com
Partnering HR to creatively align organisational, team &
individual interests.