Executive Coaching - A Guide For The HR Professional.pdf

What Are the Steps in the Coaching Process? 57
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• Multi-rater feedback assessments. With this form of feedback,
it is especially important to wait at least six
months before a reevaluation and to recognize that it is
the pattern of changes that will be significant.
• Informal feedback from others. On a more informal
basis, the boss and selected individuals may be asked
how the client is doing. This information can be written
in a progress report that is completed by the coach
or jointly by the coach and client. With the exception
of the input provided by the boss, it is a good idea for
the feedback to be aggregated so that statements cannot
be attributed to one person alone. Protecting the
anonymity of raters ensures that the feedback will be
more accurate and reduces raters’ fear of reprisal.
• Performance appraisals, attitude surveys, customer satisfaction
surveys, and training program surveys. Since
many of these measures are administered infrequently,
they may or may not coincide with the evaluation
period of the coaching program. Also, the actual
questions on surveys often change from year to year
so that the measure from Time 1 to Time 2 may not
be consistent. With the possible exception of the performance
appraisal, these instruments may not be
sensitive enough to pick up the kinds of behaviors
that the client is attempting to change. However,
taking all of this into account, the coach may still
want to see the results from these sources of data,
especially if at least a year has elapsed from the time
of both the first measurement and the start of the
coaching program.
• Client feedback. Is the client satisfied? Feedback from
the client may be given directly to the coach, or to