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COACHING


held by the majority of their clients. Managers were mentioned most frequently (29 per cent of respondents). 23 per cent said they mainly coached executives, with a further 19 per cent selecting personal clients.


Organisational coaching as a benefit


Te individual benefits of coaching may be easy to grasp, but what benefit exists for an organisation to make an investment in coaching that reaches all levels of employees? Take the example of GlaxoSmithKline (GSK). Prior to 2010, GSK used


38 | February 2017 |


coaching primarily for executives’ leadership development, with 60 per cent of executives utilising a coach. Leaders realised they needed to make a change in order to attract, develop and retain global talent that has the confidence and skills to challenge the status quo and make change happen. With the support of senior


leadership, GSK addressed this need by launching its coaching Centre of Excellence (CoE), a structure that standardises and enables coaching throughout the organisation. Te CoE improves access to coaching, ensures quality and efficiency,


and creatively contains costs. Coaching at GSK is available to


employees at every level across the global enterprise. Tis decision paid off and the organisation has seen a $66 million return on investment from its coaching initiative. In recognition of GSK’s robust


global coaching initiative, ICF awarded the organisation the 2016 ICF International Prism Award. Te award honours organisations that have achieved the highest standard of excellence in coaching programmes that yield discernible and measurable positive impacts, fulfil rigorous


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