4 Coaching Survey An Asia Coaching Benchmark - Coaching Surveys

4 Coaching Survey An Asia Coaching Benchmark China, Hong Kong, India 2016-17

4th Coaching Survey: An Asia Coaching Benchmark 2016-2017

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Without our sponsors, this survey would not have been possible - thank you!

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We would like to acknowledge our sponsors

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Introduction, methodology, purpose Executive Summary Demographics Landscape of coaching market Coaching beliefs and philosophy Coaches’ selection and credentials Coaching evaluation and diagnosis Future trends Insights and further food for thought Platinum and gold sponsors

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Content

4 4th Coaching Survey: An Asia Coaching Benchmark 2016-2017

Introduction, methodology, purpose

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The purpose of this coaching survey is to establish baselines of the coaching industry in Asian markets and track its development over time to identify trends and new insights to support the advancement of this relatively new profession.

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This survey collects information on coaching practice, process, outcome and demographics from both buyers (primarily companies) and providers (internal/external coaches) of coaching services with the aim of getting the full story from both sides. The approach blends both qualitative and quantitative methods to reach a comprehensive and diverse pool of stakeholders.

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The coaching survey was conducted in English and Chinese languages.

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Three coaching studies have been completed in China in 2010, 2012 and 2014 respectively. HK and India participated in this survey for the first time.

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It is our aim to include other Asian markets in future studies.


Purpose and approach

THRE, India

Medium: Online Questionnaire (106 questions) Distribution channels: Sponsors, Networks & Social media Time Frame: Nov 2016 to Feb 2017 3 Survey Participating groups: Companies | External Coaches | Internal Coaches Geography of Participants

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Co

EC

IC

Total

China

70

111

24

205

Hong Kong

61

101

22

184

India

37

109

19

165

Total

168

321

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554


Introduction: Survey methodology

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168

markets vs 1*

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survey

vs 71* Companies

554

321

Participants vs 369*

external coaches vs 113*

7 team members vs 5* 7

65 *In 2014

internal coaches vs 35*


Introduction: Survey overview - key numbers

In the following survey report terminology companies, coaches, external coaches and internal coaches refers to companies, coaches, external coaches and internal coaches that took part in the 4th Coaching Survey. Abbreviations we use: CO – companies A company representative ideally works in the field of HRM/HRD. He or she needs to know about the company's coaching arrangements within the company and preferably the local coaching industry. EC – external coaches External coaches offer coaching services to companies and/or individuals. He /she can be self-employed or work as a contract worker for a coaching provider. IC – internal coaches An internal coach is a coach who has the job task to coach fellow employees. Coaching of direct reports (employees for whom the coach is an immediate supervisor) does not count. Coaching and related topics should account for at least 20% of the working-time and should be part of the Job description, preferably. 8


Introduction: Definitions

Disclaimer and Copyright NOTE: The figures presented in this report are based on survey responses and therefore rely on the accuracy of the data provided by the survey respondents. This document contains proprietary information of the Coachingsurveys.com. No disclosure or use of any portion of the contents of this material may be made without the express written consent of coachingsurveys.com. For permission to reproduce any material contained in this publication, please email your request to [email protected]. If consent is granted, attribution to coachingsurveys.com should be made. All rights reserved. Copyright 2017.

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Introduction: Disclaimer


Executive Summary

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Company view and expectations

Coach view and expectations

• Companies’ expectations from coach – lead, guide, impact results, build skills

• Coaches’ expectations - facilitate, empower, enable performance

• Credential is considered one of the top 2 relevant criteria for selection of coaches.

• Credential is ranked 7th as relevant criteria for selection.

• Success of coaching most often measured by feedback from stakeholders and coach. Other methods that are used many times are goal assessment and 360 feedback. 25% measure hard facts.

• EC rely more often on 360 degree feedback and IC rely more on own assessment. Both also additionally use goal assessment and stakeholder’s observations.

• Update on the process expected from time to time

• Expect total confidentiality on coaching process


Executive summary: Two perspectives

Internal Coaches

External Coaches

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Focus areas of IC are leadership development and personal skills enhancement

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In addition to leadership development and skills enhancement external coaches also tend to coach in life vision work, and personal and career enhancement

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In the eyes of the company, IC are seen more aligned with organization’s developmental goals, more cost effective and hence give more ROI. However, confidentiality is a concern and IC feel that they don’t receive adequate support.

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EC are perceived to be better at confidentiality and also considered to bring objectivity and third party perspective/value to the client.

60% of IC have received coaching training from accredited organizations.

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89% of EC have received coaching training from accredited organizations.

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43% of IC use ICF as their credentialing body, and 41% IC reported having no credentialing body.

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57% of EC use ICF as their credentialing body, and 23% EC reported having no credentialing body.

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On an average spend 5 hours per week on coaching.

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Spend on an average 10 hours per week on coaching.

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75% of IC clients range between 30-35 years of age.

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75% of EC clients range between 36-50 years of age.

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Executive summary: EC vs. IC

China • Female vs male coaches –50/50 • Local clients-80% • Average price range: 150-450 USD/hr • Coachees expect handholding and guidance • 52% of accredited coaches are at PCC level

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HK • Female vs male 56/44 • Local clients-49% • Average price range: 150-450 USD/hr • Coachees do not expect guidance • 25% of accredited coaches are at PCC level

India • Female vs male 35/65 •Local clients:89% • Average price range:

employees (47%)

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20% coaches do not use any diagnostic tools. Among psychometric tools, MBTI tops the list. More external coaches in China (22%) use Hogan compared to 17% in HK and 11% in India. Other tools mentioned include Firo B, StrengthsFinder, Facet 5, Enneagram, etc.

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Evaluation and diagnosis: Diagnostic tools

What was your biggest success experience with coaching so far? What was your biggest disappointment? • People yet to What companies say

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Wonderful opportunity to: Reflect Receive immediate feedback Illuminate blindspot Expand perspectives

What coaches say

Valuable for: • Self-growth & development of their clients • Successful transitions into new roles • Creation of coaching cultures

What are the biggest disappointments

• Few people understand the benefit of coaching • Discontinuation of coaching due to cost cutting or inadequate commitment from company and/or coachees


Evaluation and diagnosis: Themes from verbatim


Future trends

Some future trends include: Focus on building coaching culture and talent development; cost-effective coaching solutions; more stringent coaching standards and increase in use of internal coaches.

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Future coaching trends: Companies perspective

Majority of EC expects more business. However 47% predict a stagnation in coaching fees.

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Future trends: Coaches’ perspective (1)

EC expect more work from self paid individual clients in addition to private local companies and MNC.

EC (n=224): What kind of trend do you predict for coaching demand for the following client types?

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Similar trends expected for both EC and IC

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Insights and further food for thought

❖Internal capacity building: Organizations are building internal capacity for coaching. While there are advantages of IC in terms of costs, availability, knowledge of business context and culture, EC score over bringing neutrality, confidentiality, external perspective, diverse experience, and more coaching education and skills. ❖Spectrum of Coaching: This is extending from one-on-one coaching to group coaching and team coaching. More than 50% coaches are engaged in team coaching, consulting, training etc. The trend of team coaching is on the rise in addition to one-on-one coaching. ❖ Cost: While more companies are likely to use coaching as a part of their talent development efforts, overall, organizations are not bullish about increasing their coaching budget. Same trend is observed by the coaches as well. This means that there may be stagnation in the coaching fee, even though there may be outliers in pricing. ❖Market awareness: Even though the concept of coaching has evolved significantly in the last 10 years and companies understand the usefulness of coaching, there is still fuzziness around issues of the coaching philosophy, confidentiality, expectations and benefits of coaching. On the other hand, there is increased awareness amongst individuals who are sponsoring their own coaching.

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Insights

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Not only coaches and companies have different beliefs about and expectations from coaching, but there is also no common understanding about some coaching principles among EC and IC. Is this an inherent phenomenon of the diversity of the coaching market that will always exist? Or is it a question of educating and informing the stakeholders? What is the role of professional coaching associations in this context? What is the role of coaches?

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How can coaching play a bigger role in government organizations and non profit sector? Can coaching create systemic change?

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Do IC complement the work of EC or are they going to take bigger shares of coaching assignments? How can IC and EC leverage from each other's strategic advantage to promote a better service for the clients?

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Both companies and coaches state that criteria such as seniority and business experience are important selection criteria for coaches. Most EC have a long track record of overall work experience. Do you have to be ‘senior’ in order to become a (successful) coach? Do coachees of different generation, industries, professions have different selection criteria or expectations from coaching?


Further food for thought


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