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Research and Articles
Research and Articles

Manpower Project-May 2000, Corporate Coach U

Public Personnel Management, Winter Edition, 1997

Time Magazine: September 25, 2000

Business Wire, January 4, 2001



Manpower Project-May 2000, Corporate Coach U

A coaching project for the senior management team at Manpower Canada.
Manpower is Canada's largest staffing company.

The initial coaching agreement was for six months of executive coaching. At the end of the six months the results were tabulated and the agreement was extended to include regional managers across Canada.

The executive coaching was evaluated using a proprietary quality assurance process as well as a 360 degree feedback instrument, which linked to the desired leadership competencies at Manpower Canada. The following chart indicates the level of satisfaction and represents a summary of the quality assurance feedback. Participants were interviewed at mid and end points of the initial agreement to determine the level of satisfaction with their progress in eight key areas as follows:

Response Key
1
2
3
4
N/A

I have not realized any change
I have realized some change
My approach is noticeably different, as noted by me or others
My approach has dramatically changed
Not applicable


Summary of Results

Percentage reporting an
improvement

I.

Communication
        Average score:  3.2
100%

II.

Teamwork
        Average score:  3.5
100%

III.

Leadership
        Average score:  3.2

100%

IV. Innovation
        Average score:  3.1
95%
V. Customer Service
        Average score:  3.1
100%
VI. Productivity
        Average score:  2.4
83%
VII. Goal Setting
        Average score:  2.9
100%
VIII. Effectiveness
        Average score:  3.0
96%

 

Public Personnel Management, Winter Edition, 1997 : Executive Coaching as a Tool:  Effects on Productivity in a Public Agency.

A study undertaken by Olivero, Bane, & Kopelman, published in “Public Personnel Management” Winter Edition, 1997, showed impressive results when comparing the effects of conventional managerial training alone vs. the same training followed by one-on-one executive coaching.  The results clearly indicated increased improvement in all areas of management skills and responsibilities.

The study examined the effects the executive coaching in a public sector municipal agency. Thirty-one managers underwent a conventional managerial training program, which was followed by 8 weeks of one on one executive coaching. Training increased productivity by 22.4%. The coaching - which included goal setting, collaborative problem solving, practice, feedback, supervisory involvement, evaluation of end results, and a public presentation - increased productivity by 88%, a significantly greater gain compared to training alone.

 

Time Magazine: September 25, 2000:

Play of the Day: Fostering employee loyalty in a tight labor market, companies are offering workers personal coaches as a tool to help them thrive.

The article focuses on what FORTUNE 500 companies are doing to retain top talent. Companies mentioned in the article include: IBM, Kodak, Dow Chemical, Marriott International, and Glaxo Wellcome. Abbott Laboratories is cited with having an in-house coaching program. Davis A. Thomas Fitzhugh, professor of business administration at Harvard Business School says, “Some data show the quality of the relationship between boss and subordinate is a major predictor of intentions to remain. Coaching - which can help managers talk with subordinates about their developmental needs - absolutely affects the relationship positively. And there’s a big payoff.”



Business Wire, January 4, 2001

Manchester Inc.’s recent study (Business Wire, January 4, 2001), included 100 executives; half holding positions of Vice President or higher, almost half between the ages of 40 – 49 and one-third earning $200,000 or more per year.  The services included both change-oriented coaching and growth-oriented coaching. 

The results of their 6 – 12 month study are as follows:

  • an average return on investment of 5.7 times the initial investment in a typical executive coaching assignment or a return of more than $100,000, according to executives who estimated the monetary value of the results achieved through coaching.
  • Productivity (53% of executives reported improvements)
  • Quality (48%)
  • Organizational strength (48%)
  • Customer service (39%)
    Reducing customer complaints (34%)
  • Retaining executives who received coaching (32%)
  • Cost reductions (23%)
  • Bottom-line profitability (22%)
  • Working relationships with direct reports (reported by 77% of executives)
  • Working relationships with immediate supervisors (71%)
  • Teamwork (67%)
  • Working relationships with peers (63%)
  • Job satisfaction (61%)
  • Conflict reduction (52%)
  • Organizational commitment (44%)
  • Working relationships with clients (37%)
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