Dati statistici sul Coaching negli Stati Uniti

Co-Active Coaching in Organizations
"The goal of coaching is the goal of good management: to make the most of an organization's valuable resources." 
Harvard Business Review 
Coaching has been defined in a doctoral level study as: 
A relationship where a coach supports, collaborates with and facilitates client learning by helping a client to identify and achieve future goals through assessment, discovery, reflection, goal-setting and strategic action. (Brenda Wilkins, Ph.D., University of Montana)
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STUDY N. 1 
Measuring Coaching Effectiveness - A study conducted by McGovern, Lindemann, Vergara, Murphy, Barker and Warrenfeltz with Manchester, Inc., looked at the behavioral change, organizational outcomes and return on investment from executive coaching as a leadership development practice.  It included 100 U.S. executives, 66 males and 34 females holding positions of vice president or above, who completed coaching programs from six to twelve months in duration.  
The study proposed that coaching translates into action, which translates into business impact, which impact can be quantified and maximized.

Overall the study showed a 5.7 times return on the initial investment in coaching.

The executives who received coaching reported the following benefits as tangible business impacts (% = frequency impact reported):
Productivity (53%)
Quality (48%)
Organizational strength (48%)
Customer service (39%)
Reduced customer complaints (34%)
Company Retention of Executives who received coaching (32%)
Cost Reductions (23%)
Bottom Line Profitability (22%)
Top Line Revenue (14%)
Reduced turnover (12%)
The executives who received coaching also reported intangible business impact benefits through improved:
Relationships with direct reports (77%)
Relationships with immediate supervisors (71%) 
Teamwork (67%) 
Relationships With Peers (63%) 
Job Satisfaction (61%) 
Reduced Conflict (52%) 
Increased Organizational Commitment (44%) 
Relationships With Clients (37%)
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STUDY N. 2 

A survey of more than 300 companies nationwide found that companies are focusing on developing the leadership abilities of managers, executives, and employees internally through coaching and mentoring programs: 
59% currently offer coaching or other developmental counseling to their managers and executives. Another 20% plan to offer coaching within the next year. 25% have set up formal mentoring programs, with another 25% planning to do so within the next 12 months. With a tight labor market it is more important than ever to retain quality employees.

Reasons for offering coaching or other developmental counseling: 
Sharpen leadership skills of high-potential individuals: 86%
Correct management behavior problems (communication skills, failure to develop subordinates, indecisiveness, etc.): 72% 
To increase the success of newly promoted managers: 64% 
Correct employee relations problems (poor interpersonal skills, disorganization, arrogant behavior): 59%
Provide management and leadership skills to technically oriented employees: 58%

Coaching and mentoring programs are becoming valuable developmental and retention tools for many organizations.

Reasons for offering mentoring programs: 
Retention of employees: 73%
Improve leadership and managerial skills: 71%
Develop new leaders: 66% 
Enhance career development: 62%
Put high-potential individuals on the fast career track: 49% 
Promote diversity: 48% 
Improve technical knowledge: 30%

The survey was conducted by Manchester, a human capital consulting services subsidiary of Modis Professional Services of Jacksonville, FL.
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STUDY N.3

Coach Training Impact on the Organization 
"Across corporate America, coaching sessions at many companies have become as routine for executives as budget forecasts and quota meetings." - Investor's Business Daily 

Coach training impacts not only the person being trained, but also the employees in the company receiving coaching from that individual. While no study has measured the impact of internal coaching, the impact of external executive coaching would provide some directional evidence. Manchester Inc. recently released the results of a study that quantifies the business impact of external executive coaching. The study included 100 executives. Companies that provided coaching to their executives realized improvements in productivity, quality, organizational strength, customer service, and shareholder value. They received fewer customer complaints, and were more likely to retain executives who had been coached. In addition, a company's investment in providing coaching to its executives realized an average return on investment (ROI) of almost six times the cost of the coaching. 

Among the benefits to companies that provided coaching to executives were improvements in: 
Productivity (reported by 53% of executives) 
Quality (48%) 
Organizational strength (48%) 
Customer service (39%) 
Reducing customer complaints (34%) 
Retaining executives who received coaching (32%) 
Cost reductions (23%) 
Bottom-line profitability (22%)

Among the benefits to executives who received coaching were improved: 
Working relationships with direct reports (reported by 77% of executives) 
Working relationships with immediate supervisors (71%) 
Teamwork (67%) 
Working relationships with peers (63%) 
Job satisfaction (61%) 
Conflict reduction (52%) 
Organizational commitment (44%) 
Working relationships with clients (37%)
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Return on Investment Data

689% return (or $3.3 million) was the gain on an investment of $414,3 10 to coach 45 managers (Source: Joyce, A. - August 8, 2004). 

529% increase to significant financial and intangible benefits for a Fortune 500 company as a result of executive coaching; a return of more than $5 for every $1 spent. If the financial benefits of employee retention were rolled into the mix, the ROI was nearly 
eight to one or 788 %. (Source: A 2001 Metrix Global study).

$7.90 for every $1 spent was the return on executive coaching at Booz Allen Hamilton, (according to a 2004 study by MetrixGlobal’s Merrill Anderson).

516% increase in measurable gains in productivity to a financial services company sales personnel as a result of business coaching. (Source: Fisher, A. May 13, 2002).

A $25 million benefit, which was 6 times higher than expected was gained through the delivery of coaching. (Source: McGovern, J., Lindemann, M., Vergara, M.A., Murphy, S., Barker, M.A. and Warrenfeltz, R. -2001).

$2 million is the profitability impact on a group receiving coaching and yielded a 10 to 1 return on investment. (Source: Farfel, H. -May 29, 2002).

5.7 times the initial investment was the outcome of a study of 100 executives from Fortune 1000 companies who received coaching from six months to one -year. (Source: Wasylyshyn, K.M. -2003).

$30 million was the estimated savings that British Petroleum calculated when they established a behavioral coaching program for their 7,500 employees. (Source: Behavioral Coaching Institute).

A 6 to 1 return on investment is what Price Waterhouse Coopers found for their senior staff when they received mentoring and coaching. (Source: Colapinto, R. -March, 2004).

88% is the estimated productivity gain of managers who went through a training program and received post-training coaching as a follow -up. Those that went through the same training, but did not receive the coaching at follow -up gained only 22.4% in productivity. (Source: Cited by Turner, F).

16% (or double the previous year’s growth) was the revenue growth brought about by coaching in an AT&T unit to which an AT&T executive remarked that the company had earned back the coach’s fee in less than a week. (Source: Salerno, S. -August 9, 2005).

50% of 170 HR professionals polled in a Hay Group Study had created a coaching program. (Source: Anonymous - 2003).

50% of 212 organizations polled by Right Management Consultants provide coaching to their executives and managers. (Source: Robertson, J. (August, 17 2005).

40 % of Fortune 500 companies use executive coaches. (Source: The Hay Group)

50,000 coaches working in business estimated by 2007. (Unconfirmed source: Often cited as coming from a 2002 study, "The Economics of Executive Coaching" that appeared in the Harvard).

1,611 individuals have been certified by the International Coach Federation as of 2005 (Source July 20, 2005).

180 is the number of coach training organizations worldwide. (Source: Peer Resources). 

31 is the number of coach training organizations accredited by the International Coach Federation. (Source: the International Coach Federation).

27 is the number of universities that offer coach training and certification programs. (Source: Peer Resources).

40% a year is the estimate of the growth of executive coaching. (Source: November, 2003, "A boom in executive coaching.").

95% is the number of UK organizations that use coaching. (Source: Jarvis, J. (2004).

60 to 80% is the increase in the number of requests for executive coaches received by consulting and training firms in the U.S. (Unconfirmed source:May 2004).

$1 billion a year is the amount spent on coaching in the U.S (Source: Robertson, J. (August 17, 2005).

$1.8 billion is the value of the current coaching industry. (Source: Legacy Learning).