PDF of this item - The Institute for Employment Studies

Refocusing coaching for the upturn 23Refocusing coaching for the upturnISSUE5Alison Carter, Principal Research FellowThere is nothing more important in Britain’s boardrooms than recession andrecovery. Different companies and sectors have seen varying degrees of cost‐cutting.Anecdote suggests, however, that in general discretionary development activity hasnot been drastically cut this time round compared to the recessions of the 1980s and1990s. Instead much has been ‘on hold’ as managers focus on the balance sheet, wagecosts and employee engagement.Coaching activity levels have held up. There are some good reasons for employersattaching importance to coaching:■ During recession when things are tough, coaching is one of the positive measuresthat organisations can use in supporting line managers and employees in keepingmotivation and engagement high (McCartney, 2009).■ Where coaching objectives are linked with business critical needs, this enablesemployers to cope with reductions in headcount for as long as the economic outlookis uncertain (whether by natural wastage or redundancy). Coaching is suitable forsupporting restructuring, maximising the contribution/turnover per remainingemployee, balancing short and long term priorities and building change capability.■ Some established in‐house coaching networks are excellent value for money. TheBBC estimated that the cost of the coaching through its in‐house network was only£50 per hour (Macann, 2008) which compares very favourably to other traininginvestments in a company’s human capital.■ During recovery, when the dark clouds have gone and speed of response to freshbusiness opportunities is essential, coaches can support existing staff in operatingat maximum capacity and capability, and keeping focus on delivering a businessstrategy of growth and innovation. This will help existing staff to cover the timelag while new staff are recruited.