Training & Development
Home
Complete archive of features and news articles, sample policies and procedures, assessments, and surveys.
Network and exchange ideas with other members in the forums or ask an expert in one of the hosted forums.
Access vendor directories, product case studies and showcases.
Read Best in Shows, view our conference calendar, read commentaries and take our news poll.
The Hot List
Blogs
Topic Channels
Comp, Benefits, Rewards
HR Management
Legal Insight
Recruiting and Staffing
Software and Technology
Training and Development
= Member Only
Workforce HR Jobs
Find A Job
Post A Job



Subscribe Now
Workforce Magazine
Subscriber Help
























= Member Only


Feature:

Huddling With The Coach

  

Feature Contents
Top of Feature

1. One-On-One Coaching
An outline of eight steps in the coaching process.

2. Peer-coaching Helps WFS Financial Curb Turnover
Executives hoped that employees take more responsibility for their own satisfaction and find ways to achieve their career goals within the company. The result: Turnover fell from about 33 percent to 21 percent.

3. Setting Standards For a Growing Field


4. Traits of Spectacularly Unsuccessful People
Some senior managers ruthlessly eliminate anyone who might undermine them.


Similar Documents

Related Topics



Sponsored Tools

Online PHR Certificate Program w/ Villanova Univ
SHRM Approved HR Certificate Program from Villanova University. 100% Online - Find Out More Now!


Pre-Employment Testing
Know your employees before you hire. Aptitude, personality, skills tests. Free Trial.


Eliminate HR Management Headaches with TriNet
PEO solutions for a tough economy: request a free info kit! Serving the US and Canada since 1988.


Time & Attendance Systems
Easily collect time data with our exclusive clocks, and manage it through our software, TimeForce.


Realmatch.com taking Recruitment by Storm!
"RealMatch.com is a stronger & better alternative to Monster.com" - Entreprener.com


Get Listed >>>

 



Setting Standards For a Growing Field


Associations of coaches are setting standards for their members.
By Douglas P. Shuit
Comments 0 | Recommend 0

o one knows exactly how many executive coaches there are, but it is clear the numbers are swiftly rising.

    The International Coach Federation reports that it had 8,000 members at the end of 2004, up 31 percent in two years. About 35 new members a week were willing to pay the $190 annual dues to become members of the organization, which claims to be the largest such group in the world.

    Twana Ellis, the ICF’s director of member services, estimates that there are about 40,000 coaches who work with businesses and individuals around the world. There is no official registry of coaches and no one seems to be keeping count. One of the problems is that, like consultants, anyone can call himself a coach, print up business cards and go looking for clients.

    The federation is developing standards, and plans are in the works to institute a qualifying process that involves mandatory credentials. The backgrounds of the ICF’s coaches are diverse, with lawyers, college professors, psychologists and counselors among its members.

    At this point, the ICF has no qualifications for members other than that they submit an application and pay the fee. But Ellis says the organization plans on raising the bar. It has also developed a list of voluntary standards and a code of ethics.

    Another coaching group, the Worldwide Association of Business Coaches, doesn’t disclose its membership numbers but reports that its base is growing. The association is selective, requiring full members to submit five client testimonials.

    "These standards tell our colleagues and business clients that we’re serious and committed professionals with experience," association member support specialist Lorenda Franklen says.

Workforce Management, February 2005, p. 56 -- Subscribe Now!


Douglas P. Shuit is a Workforce Management staff writer based in Irvine, California. To comment, e-mail editors@workforce.com.


Next Article: 4. Traits of Spectacularly Unsuccessful People
Some senior managers ruthlessly eliminate anyone who might undermine them.

Top of Feature | Features Archive

           
E-mail this document Printer-friendly version Write to the Editor Reprint Information

Reproductions and distribution of the above article are strictly prohibited. To order reprints and/or request permission to use the article in full or partial format, please contact our Reprint Sales Manager at (732) 723-0569.


Comments

Guidelines: Comments that include profanity or personal attacks or other inappropriate comments or material will be removed from the site. We will take steps to block users who violate any of our posting standards, terms of use or privacy policies or any other policies governing this site. You are fully responsible for the content you post.








Copyright © 1995-2009 Crain Communications Inc.
All Rights Reserved. Terms of Use Privacy Statement