The process to follow for the implementation of an internal coaching programme in a multi-national retail organisation

Serfontein, Christiaan Jacobus (2014-12)

Thesis (MPhil)--Stellenbosch University, 2014.

Thesis

ENGLISH ABSTRACT: The purpose of this research was to suggest the best process to follow for the implementation of an internal coaching programme in a multi-national retail organisation. The key resources and barriers to the implementation of an internal coaching were explored to answer the research question. This research was a qualitative study. Using an inductive approach, it sought to explore and interpret data collected from research participants and documents. A purposive sampling approach was used. A total of twelve top and senior employees from a multi-national furniture retail organisation, that the researcher is employed at, in the Sandton area, participated in the research. Data was collected using semi-structured interview guides and the study of company documents. The critical factors for the implementation of a coaching programme identified by the research participants were similar to the critical factors identified for the implementation of a project, with resources and the purpose of coaching (or impact on the business) as the most critical. Key resources were identified as people, financial support, tools and time. It was also found that a critical factor for the implementation of a coaching programme is the alignment of the purpose and objectives of the programme to those of the organisation. Buy-in from stakeholders, communication and alignment with the Human Resources strategy were the other critical factors identified. A top-down approach is preferred to obtain buy-in from management. The research found that barriers identified with the implementation of a coaching programme were similar to the barriers identified when implementing a project. Given the specific nature of a coaching programme, the research findings also indicated certain unique features in addition to following the same process as the implementation of a project. These features were organisational readiness and the selection of participants in a coaching programme. Implementing an internal coaching programme suggests change and therefore organisational readiness is important. The findings revealed that 83 percent of the research participants believed that knowledge of coaching is essential when implementing an internal coaching programme. Of the research participants, 75 percent believed that a combination of internal vs. external coaches should be used. The suggested process to follow when implementing an internal coaching programme includes the following steps: (i) Establish the need; (ii) Do research on the impact of coaching in an organisation; (iii) Ensure the implementation of a coaching programme is aligned to the strategic objectives of the organisation; (iv) Develop clear objectives; (v) Obtain buy-in from the top; (vi) Allocate the necessary resources; (vii) Develop a clear communication strategy; (viii) Identify milestones and timelines; (ix) Measure progress; (x) Conduct regular team meetings; (xi) Give regular feedback; and (xii) Measure return on investment. The study has some limitations as it only collected data from one organisation. It does however add to the body of knowledge in suggesting a best practice process to follow when implementing a coaching programme.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/97432
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