Quality Management for Coaching in Organizations

A Guideline for Human Resources Professionals

Internationale Coachfederation ICF Germany ICF

• Publisher: Books on Demand
• Year: 2019
• Print ISBN:
  9783749497614
• eBook ISBN:
  9783750453678
• Edition: 1
• Topic: Psychologie
• Subtopic: Geschichte & Theorie in der Psychologie

Coaching has been established as a valuable continuing development tool in organizations for many years. Multiple studies of the effectiveness of coaching evidence the growing demand for coaching. However, the quality of the individual service frequently does not meet the original expectations. One essential reason for this discrepancy seems to be a rather vague understanding of what coaching is.Upon closer examination, you will find that coaching providers, coaching concepts, and internal pools of coaches in organizations refer to just about any type of "one-to-one" support of individual persons as coaching. The spectrum of services often covers training, therapy sessions, supervision initiatives and, frequently, also traditional consultation conversations.In light of this market development, calls for quality assurance measures for coaching are becoming increasingly louder. In many application areas, it seems to be time to take a closer look at coaching and place coaching as an established tool under scrutiny.This guideline will answer the following questions? How can I establish a coaching concept for our employees? ? How can we improve the quality of our coaching offering?? How can I provide sustainable high-quality coaching in my division?It also includes: ? An approach for the development of a coaching concept for your organization ? Tips and potential criteria for the selection of suitable, professional coaches and the establishment of a pool of coaches? The description of the individual components of a high-quality coaching process as well as various templates for practical applications.Your benefits: ? You can establish an understanding of coaching in your organization: How coaching is implemented as an effective tool for performance and/or personal development that focuses on measurable results and is based on personal dialog.? You know the approach and important aspects of establishing a pool of coaches from various providers (internal and external coaches), who demonstrably use coaching as a tool in a competent and impactful manner and thus fulfill the expectations of your company for the implementation of coaching.? You can readily apply a quality assurance system that continuously ensures the high value of your coaching offering for your employee or team member and is therefore valued by the client.

1. Values and coaching culture

1. Values and coaching culture

Your organization has specific values and principles which are an essential component of the corporate brand and the positioning in the market. These values should not only be reflected in your products and services but also be embodied in the company’s leadership culture, recruiting, and personnel development – in short, it should be part of the organization’s DNA on all levels.

Professional coaching has clear definitions, values, and legal and professional requirements as well – perhaps not yet fully defined in some respects, most aspects are well established. This is in part due to the decade-long effort of professional associations such as the ICF on an international level and the Roundtable of Coaching Associations for the DACH region (Germany, Austria and Switzerland) and in universities and colleges.

Bygone are the times when everyone implemented their own idea of coaching. Since 2018, as a result of the initiative of the ICF, all associations that are part of the “Roundtable of Coaching Associations” (RTC), have agreed on a harmonized “Minimum Ethics Standard”, which is to be further expanded in the future to become the foundation for all coaches (members) of RTC associations.

Basic understanding according to the RTC:

Coaching is directed towards individual persons (or groups of persons) and boosts their ability to self-organize in their profession and in their daily work. Coaching supports individuals with the design of their personal development, social roles, and collaborative relationships and by tackling their decision-making and action requirements in their work life.

Coaching is practiced by a coach with qualifications that have been certified by a professional association or a trade association (see section on acquisition of competencies below). Coaching makes room for reflection and experiences (of self). Clarification processes are initiated through the dialog between coach and client. By opening up new perspectives, development potential and a range of options for action are explored, learning and change processes are initiated and accompanied, and decision processes and the ability to act are strengthened.

The full paper on the RTC’s harmonized understanding of quality coaching and coaching as a profession can be found under www.roundtable-coaching.eu

1.1 Ethical standards and the Code of Ethics

The International Coach Federation has a clear position on professional ethics and the values underlying coaching. For this purpose, the association has established the “ICF Code of Ethics.”

These ethical standards are guiding principles that provide coaches with a guideline for their professional conduct.

We expect from our ICF members to uphold the following standards in particular:

• Ethical conduct as a foundation of the coaching profession
• Lifelong learning in the area of coaching
• Continuous striving for self-awareness, self-observation and self-improvement
• Acting ethically in all professional encounters and always be aware of the ethical responsibility
• Being accountable for the assumed responsibility as an ICF member or coach
• Comprehensive dedication and commitment to the coaching profession, setting an example for the profession and the general public
• Maintaining the highest standards resulting in a positive impact on the reputation of the occupational profile and the profession
• Consciously taking responsibility for every action as a coach
• Acknowledging and complying with every law and regulation of every country, every community and every local administrative body
• Creating a safe space for teaching and learning for trainers, service providers, coaches, and coaches in training and striving to become professional coaches of the highest quality
• Respecting diversity, accept and embrace inclusion, and value the richness of our global interest groups

You can download the full description of the binding ICF Code of Ethics here: www.coachfederation.de

The ICF standards for ethical conduct are broken down into the following sections:

• Professional conduct in general
• Conflicts of interest
• Professional conduct with clients
• Confidentiality/data protection
• Continuing education

ICF Ethics Commission

The ICF Ethics Commission was appointed at a global level in 2002. Its function is to advise ICF members regarding all questions concerning ethical standards, the processing of complaints of ICF members or their coaches, and the case-by-case preparation of recommendations for ICF stakeholders.

The ICF Ethics Commission sees its function also in promoting the implementation of the ICF mission and the integrity of the coaching community. It supports the coaching community in scientific discussions, voluntary quality control and the evaluation of coaching measures. The objective is to protect the coaching profession as a self-regulating body.

As one of the few chapters worldwide, the ICF Deutschland e.V. has established a national ethics commission, and with a German ethics commission, it continues the responsible work of the ethics commission on a national level by focusing particularly on the German-language and specific cultural characteristics.

Code of Ethics

The ICF has declared its responsibility to maintain and support outstanding services in the field of coaching. The ICF therefore expects all members and certified coaches (coaches, mentor coaches, supervisors, teaching coaches and coaching students) to adhere to the principles of ethical conduct, to act competently and to integrate the ICF core competencies into their work. In conjunction with the core values and the ICF coaching definition, the ethical standards represent appropriate guidelines and principles of conduct for all ICF members and certificate holders.

The ICF is committed:

• To act as a global forum for the art and science of coaching
• To inspire social change processes
• To guarantee the quality of coaching
• To boost the public’s awareness for coaching.

Coaches vow to advocate for reliability, openness, acceptance and congruence. All members of the global ICF community are mutually responsible to comply with these high standards. To achieve this, they regularly reflect on their work as it relates to ethics and values. They continuously recommit to comply with these ethical standards.

ICF core values

Integrity: We promote the congruence of our values with the actual practice. We uphold the highest standards both for the coaching profession as well as our own organization.

Excellence: We set and demonstrate professional standards...

Table of contents

• Table of Contents
• International Coach Federation
• Introduction
• 1. Values- and coaching culture
• 2. Coaching concept
• 3. Coach selection
• 4. Creating a pool of coaches
• 5. Coaching process – basic principles
• 6. Overview: Coaching process
• 7. Evaluation
• Concluding remarks
• ICF authors
• Picture credits
• Copyright