The coaching market is fast reaching saturation point – in some industry sectors, e.g. financial services, it is increasingly recognised as a potential minefield for Line Managers, Human Resources & Procurement.

Historically, barriers to entry have been easy for wannabe executive coaches to establish independent practices, often unlicensed and unsupervised. Not surprisingly, corporates have become confused with the proposition on offer and a lack of clear transparency has resulted in inevitable confusion and situations where a co-dependent relationship becomes a real risk. The burning question is beginning to rumble…where is the accountability in coaching and what do corporates actually get for their money?

The essence of good coaching selection has to lie within the corporate clients themselves and the use of good questioning techniques is critical during the selection process. Additionally, it is important to understand the reason for the coaching need arising and how it sits within the whole subject of talent management. Coaching should be viewed as part of Human Capital Development, yet is often reactive and used in remedial situations. Creating an environment whereby coaching is embedded into the whole organisation must be on many an HR agenda. However, the notion that managers themselves develop some of the requisite competencies as coaches is a nice idea, but practically speaking, who really has the luxury of time to add this to their otherwise heavy workloads?


Education of procurement will be an evolution, not a revolution. Latest research, such as the ‘Pirie Evaluation Model^TM’ clarifies key trends and the following guidelines may be helpful when navigating the process of engaging a coach:


1. In the initial scoping meeting, does the firm/coach listen to what’s on your talent management agenda as a whole and how coaching fits in with individual performance management in the wider context of business objectives? Is the salesperson a qualified coach? If so, they will have a much greater awareness of what is being delivered and probably more empathy with the specific situation.

2. What other service does the supplier provide? Look for the broader understanding of Human Capital. Can they undertake psychometric assessment for example, often the starting point in any coaching relationship? What sector experience do they have in your space and at what level of the ‘food chain’ do they operate?

3. What does the business contract look like? Are financial terms benchmarked against the competition? How do they evaluate their effectiveness as a supplier and what is the reporting procedure – is there any on-line tracking mechanism, that enables the corporate to follow an individual’s progress? If so, how is this done without breeching the confidentiality that needs to exist in the coaching relationship?

4. Testimonials & Case studies – not just the successful outcomes but look for the tough assignments. Get the supplier to discuss a coaching intervention that was less successful.

5. Look at the available list of coaches within the faculty of coaches on offer. If they are an independent coach, are they really best served to work with your organisation? Especially if there are likely to be multiple needs or team coaching? Look for diversity and experience that are relevant to your needs. Will they submit a shortlist of coaches for potential selection and encourage the individual to be coached to be a part of the buying process?

6. What is the model/methodology of their practice? Look for specific formal training and how they have become accredited.

7. If they are offering a ‘menu’ of coaches, how have these been selected? Ask to see evidence of robust screening. Check their professional indemnity insurance. How do they monitor continuous professional development? If they have an internal accreditation programme that is recognised externally by one of the professional associations, then so much the better.

8. What professional standards and qualifications do they possess? Are they a member of the Association for Coaching or ICF for example? Do they have a Code of Ethics and Complaints procedure? Who is their coach supervisor and how often do they meet?

9. What maturity does the supplier have within such a young profession? Look for initiatives that show a commitment to raising awareness and standards, through research or media coverage.

10. Finally, and most controversially, ask for some tangible evidence of ‘return on investment’ - then suggest that you would like a free sample coaching session. Those coaches who have survived this rigorous process are likely to have something worth buying!



James Marlar leads business development for Fairplace executive coaching and is one of the 18 accredited coaches in the Fairplace forum.

Email: james.marlar@fairplace.com

www.fairplace.com