The study

How to best evaluate the effectiveness of a coach in the company

It is very important that coaches have scientific tools at their disposal and that they are properly trained to use them with mastery and competence. Research by the Department of Psychology, La Sapienza University of Rome

10 May 2024

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In a competitive and highly challenging market such as the one in which companies are immersed today, coaching has become a rather widespread method, as it allows people to enhance and coach their potential to increase successful performance. It is precisely because of this diffusion that it is increasingly important that the demand and supply of coaching in Italy are aligned and consistent with each other.

In order to verify these aspects, a group of researchers from the Department of Psychology at La Sapienza University of Rome, coordinated by Professor Laura Borgogni, involved the Associazione Italiana Coach Professionisti (AICP) in carrying out the research project "Coaching today: the point of view of coaches and organisations", which took place between March and November 2023.

The aim was to shed light on the perspective from which the organisation looks at coaching and that of the professional coach. To do this, the research envisaged two distinct moments and the development of several instruments.

The organisations' point of view was investigated through the use of a self-report questionnaire, constructed ad hoc by the university and disseminated online, which aimed to investigate three aspects related to coaching in companies: the motivations that lead to the decision to introduce coaching; the criteria used in the choice of the professional; the elements of perceived effectiveness of the service. A total of 202 people, representing different organisational realities, mostly leading Italian companies, responded to the questionnaire.

Search results

The results showed that more than two-thirds of the companies provide business coaching and team coaching courses mainly aimed at enabling potential development, performance improvement and managerial development. Professional coaches are chosen on the basis of previous experience, the type of training provided, membership in coaching associations, giving less importance to scientific reference models and the need to establish a measure of effectiveness, based on objective data.

In the second part of the research, the views of the coaches were investigated by means of a structured interview that allowed the researchers to detect various aspects of professional practice, among them the type of training, the structure of the courses and the nature of the most frequent coaching questions. At this stage, the collaboration with AICP was instrumental in expanding the number of coaches involved.

All of the 30 coaches interviewed (21 of whom were members of AICP) stated that they considered continuing professional development important and half stated that they had undertaken more than one training course. Strengths that emerged from the coaching courses attended were the type of approach and the skills learnt. With regard to areas for improvement, however, the majority of respondents argued that it was important to provide more practice time during the course, as well as to be accompanied in the early stages of professional practice development. In fact, it emerged that the lack of knowledge of professional coaching methodology in Italy represents one of the main obstacles encountered in professional practice.

Scientifically structured training courses needed

From these interviews, according to the researchers' statements, an initial gap seems to emerge that is linked to the need to structure scientifically grounded training courses, characterised by innovative contents, studies and models, which allow the construction of a more scientifically solid professional identity, enabling coaches to orientate themselves with greater awareness at the start of their professional practice.

This dual analysis really offers interesting insights into the diffusion of professional coaching in Italy. Indeed, it allowed us to explore the points of contact and discrepancy between the perspective of coaches and that of organisations.

The companies involved point to years of experience and credentials as key elements in the choice of a coach, while it emerges that further work needs to be done on the development of tools to objectively evaluate the effectiveness of coaching.

With reference to the interview results, one point of attention is related to the use of tools in coaching. Positively, the majority of the interviewees state that they use questionnaires and/or tools to make the coachee more aware of him/herself, his/her resources, skills and competences. It is important, however, that the tools used have been scientifically validated and that the coach has adequately trained to use them with mastery and competence.

What emerges suggests that more attention should first be paid to scientific models of reference, as reported by coaches who point out the need for more solid training from a scientific point of view - characterised by more innovative contents, studies and models - as well as from a practical point of view. It is also important to emphasise that experience, certification, adaptation to the organisational context and coachee satisfaction represent aspects to be considered by companies when selecting a professional, but the use of theoretical models and a practice anchored to scientific research are basic requirements for successful coaching and the initiation of effective growth processes.

In conclusion, it is important to point out the need to establish a coaching culture under the banner of a solid and rigorous training, based on theoretical models to guide professional practice, increasing coaches' knowledge of techniques and tools to be used and strengthening their practical skills.

*AICP Research Manager.