Managing, tracking and evaluating coaching part 2: where could you be?

Purpose – The purpose of this paper is to offer a number of recommendations that will enable you to get your hands around the coaching that is taking place inside your organisation so that you can manage it better and, moreover, calculate the commercial and cultural returns your organisation is achieving from the coaching in light of research presented in the author's previous article. Design/methodology/approach – This research is based on a case study. Findings – Although not an easy task, it is possible to evaluate the impact of coaching and, in turn, calculate the return on investment (ROI). Key to doing this is that each relationship should be set up correctly; the coach should be fully qualified, experienced and in supervision and information regarding the volume, status and expenditure of each coaching contract must be kept up to date and, along with evaluation data for each contract, used to measure the impact of coaching to the organisation and to calculate the ROI. Originality/value – The case study included shows how coaching has been transformed in E.ON UK since outsourcing all aspects of its coaching, resulting in a clear and robust process generating valuable data on the impact of individual contracts and the programme as a whole, as well as an ROI.