Planning and Conducting Coaching Outcome Evaluation

Many organizations have systems or processes in place for measuring; training outcomes are often measured with the Kirkpatrick model.  This can be applied in coaching as well.  The HR or OD departments often look at metrics that include both qualitative and quantitative measures and changes in these numbers can be tracked to coaching when there is a baseline and other factors are considered.  When planning, choose from existing resources or identify resources to acquire for the evaluation process.

What will you evaluate?

When choosing which tools or processes, be prepared to explain the information.

• Kirkpatrick’s Model:
  • Reaction
    • How does the individual feel about the process?
  • Learning
    • What specifically did they learn?
  • Behavior
    • What are they doing differently as a result?
  • Results
    • What is the outcome of what they do differently?
• Metrics – measurement tools
  • 360
    • What is the difference between the before and after results?
  • Productivity
    • What is the change in productivity as a result of coaching?
  • Engagement
    • How are employee engagement scores different after coaching?
  • Turnover
    • What is the change in turnover and related expenses because of coaching?
  • Sales
    • How did the sales numbers change as a result of coaching?

After collecting the data, analysis will include accounting for other factors influencing the outcomes.  The next blog explores examples.