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Pallavi Sharma

How does individual coaching add value in organisations: the role of intangible personal outcomes

Theme: Return on Investment
Area: Coaching
Type: Research (completed)

Session on Wednesday, Jun 14th, 15:25
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Session

The aim of this study was to gain further understanding of the potential processes at play when coaching is perceived to add value in the organisation. For many of us, the feedback we receive from our coachees often includes how coaching outcomes at a personal level greatly contribute to enhanced job performance or working life. Yet demonstrating this value for the organisation is complex, due in part to the intangible nature of many coaching outcomes.

During this session we will explore how coachees, line managers and strategic decision makers within the study perceived the value of coaching. We will see how the key themes linked with each other to reveal a process of how coaching added value in organisations. An illuminating product of the study was a model which offers a unique insight into the role played by personal and intangible coaching outcomes within this process. We’ll take a walk through this model and consider when or how it may be useful within your practice as a coach, or as someone responsible for coaching in an organisation.

Bio

Pallavi Sharma is an independent executive coach and organisational development consultant, coaching managers and directors in the public and private sectors, and providing OD consultancy to SMEs. She was previously lead coach for the senior tier of clinical and operational directors at Barts Health, the UK’s largest NHS Trust, and Associate Director for leadership and management development. As Assistant Director at Barts and the London NHS Trust, she ran the OD department and built the organisation’s internal coaching capability, through establishing coaching skills programmes for managers, and HR, OD and L&D professionals. Prior to her work in the health service Pallavi worked within a team of consultants, assessing high performing managers in blue chip companies for senior leadership potential. This included coaching high potentials on personalising their leadership development plans for accelerating their readiness to take on the next leadership role. Pallavi has added to earlier coaching and mentoring qualifications by recently completing a masters degree in coaching and mentoring practice. The research she is presenting is from her masters dissertation which was awarded a distinction by Oxford Brookes University in the UK.