workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a pow

A major factor when considering investment in coaching is the cost savings that it can bring a company. These cost savings are significant and will provide an excellent return on the investment in coaching. At the moment there are companies who are suffering losses due to increased absence, poor staff retention and the high cost of recruiting quality people for their organisation.

An employer with a workforce of 180 (fte) earning an average of ?12,500 pa will lose ?112,478 per year if the absence level due to sickness is 5%.

For many employers the reality of failing to invest in their internal customers is much worse than the figure quoted above with some industries quoting absence as high as 18%, attrition at 43% and the cost of recruiting one junior member of staff being ?10,000 before the company gains a return on investment. In addition to this, the stark reality is that this is only the tip of the iceberg with businesses also losing money due to lack of motivation and no true feeling of value at all levels within organisations.

For example, it is now twenty years since the first Call Centre was established and during this period how companies do business with their customers has been revolutionised. It has become the norm to speak to someone in a Call Centre to buy anything from a holiday to a mortgage. Further to this, we have progressed into a new phase of off-shoring our Call Centres to places like India and Malaysia and yet one thing has not evolved and this is the image of a Call Centre.

Working in a Call Centre in the 21st century still has the image of a “poor career option”, with many Call Centres trapped in a cycle of reduced investment in coaching, training and development, with an increasing number of customers served poorly by burnt-out advisors, who lack loyalty to the company they work for. The result is apathy, absence, poor performance and high staff turnover, with internal customers moving from one call centre to another hoping that the next one will be better than the last.

In this environment career progression is limited, as the structure within the industry is very flat, with opportunities for supervisory or management roles being the only option. This contributes to high attrition rates with the average ‘shelf life’ of a telephone advisor being two years, unless their skills base is broadened to include variety in their role.

Sporadic sickness costs the industry millions of pounds each year and is a symptom of the anonymity and lack of value felt by employees. For telephony staff, the work can be hard, dealing with long queues of customers, all with important issues to be dealt with. Some customers are frustrated, and this can be taken out on the telephony advisor. Two or three calls like this in a day and stress levels begin to rise. At management level, stress levels rise when there is a risk of losing business when customers have to queue. Planned development activities for staff are usually the first thing to be sacrificed in order to support the customer. This results in a diluted service, delivered by tired and disillusioned staff.

External coaching in such environments can help to change this negative image, below are listed five key areas.

1. Change the Culture It is a well known fact that people do not remember what you say and will remember how you make them feel. Coaching can help managers at all levels create a culture where people enjoy coming to work and will tell others about their experience. A coach will work closely with managers and senior executives to handle stress in their own environment helping to facilitate the move away from the ‘parent-child’ model of communication. Coaching can help senior managers and executives feel more confident when dealing directly with staff. By helping the client to examine what they want to achieve, the coach allows the client to focus on a positive experience that will promote well-being for all.

2. Make people feel valued Most people will do much more than is expected of them if they get recognition and feel valued by the people who are important to them. Sadly, often this recognition does not come from management. It is more likely that this comes from a peer group. When you ask a Call Centre employee what they like about the company they work for the answer is usually “the people”. If Call Centres are truly serious about becoming an ‘employer of choice’ their goal should be to change this answer to “I love working for this company”. Investing in coaching as a reward for internal customers is very powerful and will produce loyalty as well as motivate and encourage those concerned. This will lead to employees feeling that the contribution made to a company is visible and recognised. When this happens expectations will be surpassed.

3. Include coaching in the training programme There are very few of us who would like to do the same tasks day in and day out. If a company wants to attract the type of employee who will provide value for the business and positively enhance the working environment, a structured training and development programme is crucial. To invest thousands of pounds to train people to deliver the company brand and not embed the changes with coaching is not economically sound. Having said this, there are many companies out there who will feel that they provide adequate internal coaching for their staff. The reality is a line manager with little knowledge of how to coach, there is focus on areas of underperformance and the session is in fact a “feedback or tell session” which provides little or no value. According to the CIPD’s Training and Development Survey 2004 “only 6% of organisations using coaching have a written strategy on coaching for all staff”. Coaching can deliver real benefits for organisations which can have a positive effect on the bottom line, specifically in reduction of employee costs.

4. Recognise and Reward Employers who are prepared to identify the skills base of internal customers can introduce a fast track coaching programme which will help to, unleash potential, realise career goals and visual a clear development path. This will bring motivation and enthusiasm to the working environment.

5. Promote Successes Investing in the internal image by an employer is crucial if the negative image of the Call Centre is to change. This is long overdue, and is essential if companies want to deliver quality to internal and external customers. A company committed to coaching all members of staff will significantly change its culture, to one of a progressive forward-thinking company that people will want to work for. External coaching can provide motivation and enthusiasm for internal customers at all levels, including providing support for senior executives. The impact on investing in the well-being of an organisation’s internal customers will not only reduce cost, it will also improve the company’s image in the external market-place.

A recent article in Coaching at Work published by the CIPD mentions that after introducing coaching to the BUPA call centres they have entered for the first time the Times Best 100 Companies to Work For. This is a fantastic achievement and is a clear indication that coaching does work and can help to change the image of the call centre as a poor career choice.

By using Call Centres as an example, I have described the benefits that can be obtained from external coaching if applied to any workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a powe

, poor performance and high staff turnover, with internal customers moving from one call centre to another hoping that the next one will be better than the last.

In this environment career progression is limited, as the structure within the industry is very flat, with opportunities for supervisory or management roles being the only option. This contributes to high attrition rates with the average ‘shelf life’ of a telephone advisor being two years, unless their skills base is broadened to include variety in their role.

Sporadic sickness costs the industry millions of pounds each year and is a symptom of the anonymity and lack of value felt by employees. For telephony staff, the work can be hard, dealing with long queues of customers, all with important issues to be dealt with. Some customers are frustrated, and this can be taken out on the telephony advisor. Two or three calls like this in a day and stress levels begin to rise. At management level, stress levels rise when there is a risk of losing business when customers have to queue. Planned development activities for staff are usually the first thing to be sacrificed in order to support the customer. This results in a diluted service, delivered by tired and disillusioned staff.

External coaching in such environments can help to change this negative image, below are listed five key areas.

1. Change the Culture It is a well known fact that people do not remember what you say and will remember how you make them feel. Coaching can help managers at all levels create a culture where people enjoy coming to work and will tell others about their experience. A coach will work closely with managers and senior executives to handle stress in their own environment helping to facilitate the move away from the ‘parent-child’ model of communication. Coaching can help senior managers and executives feel more confident when dealing directly with staff. By helping the client to examine what they want to achieve, the coach allows the client to focus on a positive experience that will promote well-being for all.

2. Make people feel valued Most people will do much more than is expected of them if they get recognition and feel valued by the people who are important to them. Sadly, often this recognition does not come from management. It is more likely that this comes from a peer group. When you ask a Call Centre employee what they like about the company they work for the answer is usually “the people”. If Call Centres are truly serious about becoming an ‘employer of choice’ their goal should be to change this answer to “I love working for this company”. Investing in coaching as a reward for internal customers is very powerful and will produce loyalty as well as motivate and encourage those concerned. This will lead to employees feeling that the contribution made to a company is visible and recognised. When this happens expectations will be surpassed.

3. Include coaching in the training programme There are very few of us who would like to do the same tasks day in and day out. If a company wants to attract the type of employee who will provide value for the business and positively enhance the working environment, a structured training and development programme is crucial. To invest thousands of pounds to train people to deliver the company brand and not embed the changes with coaching is not economically sound. Having said this, there are many companies out there who will feel that they provide adequate internal coaching for their staff. The reality is a line manager with little knowledge of how to coach, there is focus on areas of underperformance and the session is in fact a “feedback or tell session” which provides little or no value. According to the CIPD’s Training and Development Survey 2004 “only 6% of organisations using coaching have a written strategy on coaching for all staff”. Coaching can deliver real benefits for organisations which can have a positive effect on the bottom line, specifically in reduction of employee costs.

4. Recognise and Reward Employers who are prepared to identify the skills base of internal customers can introduce a fast track coaching programme which will help to, unleash potential, realise career goals and visual a clear development path. This will bring motivation and enthusiasm to the working environment.

5. Promote Successes Investing in the internal image by an employer is crucial if the negative image of the Call Centre is to change. This is long overdue, and is essential if companies want to deliver quality to internal and external customers. A company committed to coaching all members of staff will significantly change its culture, to one of a progressive forward-thinking company that people will want to work for. External coaching can provide motivation and enthusiasm for internal customers at all levels, including providing support for senior executives. The impact on investing in the well-being of an organisation’s internal customers will not only reduce cost, it will also improve the company’s image in the external market-place.

A recent article in Coaching at Work published by the CIPD mentions that after introducing coaching to the BUPA call centres they have entered for the first time the Times Best 100 Companies to Work For. This is a fantastic achievement and is a clear indication that coaching does work and can help to change the image of the call centre as a poor career choice.

By using Call Centres as an example, I have described the benefits that can be obtained from external coaching if applied to any workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a pow

es feel more confident when dealing directly with staff. By helping the client to examine what they want to achieve, the coach allows the client to focus on a positive experience that will promote well-being for all.

2. Make people feel valued Most people will do much more than is expected of them if they get recognition and feel valued by the people who are important to them. Sadly, often this recognition does not come from management. It is more likely that this comes from a peer group. When you ask a Call Centre employee what they like about the company they work for the answer is usually “the people”. If Call Centres are truly serious about becoming an ‘employer of choice’ their goal should be to change this answer to “I love working for this company”. Investing in coaching as a reward for internal customers is very powerful and will produce loyalty as well as motivate and encourage those concerned. This will lead to employees feeling that the contribution made to a company is visible and recognised. When this happens expectations will be surpassed.

3. Include coaching in the training programme There are very few of us who would like to do the same tasks day in and day out. If a company wants to attract the type of employee who will provide value for the business and positively enhance the working environment, a structured training and development programme is crucial. To invest thousands of pounds to train people to deliver the company brand and not embed the changes with coaching is not economically sound. Having said this, there are many companies out there who will feel that they provide adequate internal coaching for their staff. The reality is a line manager with little knowledge of how to coach, there is focus on areas of underperformance and the session is in fact a “feedback or tell session” which provides little or no value. According to the CIPD’s Training and Development Survey 2004 “only 6% of organisations using coaching have a written strategy on coaching for all staff”. Coaching can deliver real benefits for organisations which can have a positive effect on the bottom line, specifically in reduction of employee costs.

4. Recognise and Reward Employers who are prepared to identify the skills base of internal customers can introduce a fast track coaching programme which will help to, unleash potential, realise career goals and visual a clear development path. This will bring motivation and enthusiasm to the working environment.

5. Promote Successes Investing in the internal image by an employer is crucial if the negative image of the Call Centre is to change. This is long overdue, and is essential if companies want to deliver quality to internal and external customers. A company committed to coaching all members of staff will significantly change its culture, to one of a progressive forward-thinking company that people will want to work for. External coaching can provide motivation and enthusiasm for internal customers at all levels, including providing support for senior executives. The impact on investing in the well-being of an organisation’s internal customers will not only reduce cost, it will also improve the company’s image in the external market-place.

A recent article in Coaching at Work published by the CIPD mentions that after introducing coaching to the BUPA call centres they have entered for the first time the Times Best 100 Companies to Work For. This is a fantastic achievement and is a clear indication that coaching does work and can help to change the image of the call centre as a poor career choice.

By using Call Centres as an example, I have described the benefits that can be obtained from external coaching if applied to any workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a pow

According to the CIPD’s Training and Development Survey 2004 “only 6% of organisations using coaching have a written strategy on coaching for all staff”. Coaching can deliver real benefits for organisations which can have a positive effect on the bottom line, specifically in reduction of employee costs.

4. Recognise and Reward Employers who are prepared to identify the skills base of internal customers can introduce a fast track coaching programme which will help to, unleash potential, realise career goals and visual a clear development path. This will bring motivation and enthusiasm to the working environment.

5. Promote Successes Investing in the internal image by an employer is crucial if the negative image of the Call Centre is to change. This is long overdue, and is essential if companies want to deliver quality to internal and external customers. A company committed to coaching all members of staff will significantly change its culture, to one of a progressive forward-thinking company that people will want to work for. External coaching can provide motivation and enthusiasm for internal customers at all levels, including providing support for senior executives. The impact on investing in the well-being of an organisation’s internal customers will not only reduce cost, it will also improve the company’s image in the external market-place.

A recent article in Coaching at Work published by the CIPD mentions that after introducing coaching to the BUPA call centres they have entered for the first time the Times Best 100 Companies to Work For. This is a fantastic achievement and is a clear indication that coaching does work and can help to change the image of the call centre as a poor career choice.

By using Call Centres as an example, I have described the benefits that can be obtained from external coaching if applied to any workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a pow

workplace. For those companies who deliver their own internal coaching this may be perfectly adequate depending on what they wish to achieve. On the other hand the CIPD’s Training and Development Survey 2005 found that when asked about the effectiveness of coaching, businesses felt that 84% of coaching by line managers was effective, while 92% believed that external coaching was effective and a more effective way to bring tangible results to the business.

There is a word of caution to any company who may believe that employing an external coach will resolve all their issues. This will not happen unless there is real internal senior-level support, and a belief that an investment in coaching is right for the company. A ‘one size fits all’ will not be successful as each coaching programme is unique to each organisation and will only produce the desired results if coaching is made available at all levels within the workplace.

A key advantage of coaching in the way it allows support to be ‘customised’ for the different staff members, with personal development tailored to the individual needs, talents, strengths and weaknesses - and, not least, the personal preferences - of individual staff members. This gives coaching a particular advantage over more traditional methods of training and development.

In conclusion, coaching within the workplace is a very powerful tool that can and does produce real tangible results for a company, which can be measured. An effective and well-trained coach is a professional who can move individuals and forward thinking businesses to places that they had never thought possible. The power of commitment, self-belief and the use of metaphors are all tools that a professional coach will effectively use to obtain results for the client. If an organisation truly wishes to become an “employer of choice”, coaching is a powerful profession that will take them on this journey. This journey will not be without bumps and twists in the road, and the culture of the organisation will have to be committed to embracing the positive changes that coaching will bring. Once this is established, the rewards will hold no bounds.