Coaching and the link to organizational performance: an HR perspective on how to demonstrate return on investment

Abstract

Purpose

The purpose of this paper is to provide insight into return on investment (ROI) metrics for coaching, from a human resource (HR) perspective.

Design/methodology/approach

The paper provides a viewpoint on the coaching and organizational performance field drawing on qualitative research from HR professionals in the UK and Western Europe.

Findings

A broad definition of ROI can include a range of qualitative and quantitative measurements that demonstrate business impact. A balanced scorecard approach provides a framework for a strategic system of coaching‐organizational learning. Coaching and ROI may be perceived as an investment opportunity.

Originality/value

The paper provides an overview of perceptions of HR professionals on the relationship of coaching to organizational performance and the context of ROI.

Citation

Walker‐Fraser, A. (2011), "Coaching and the link to organizational performance: an HR perspective on how to demonstrate return on investment", Development and Learning in Organizations, Vol. 25 No. 4, pp. 8-10. https://doi.org/10.1108/14777281111147035