UK Coaching Viewpoint

ASSOCIATION FOR COACHING

2014

The Association for Coaching (AC) in the UK invited members to

participate in an online survey in early 2014. Members were asked to

share their views on areas including supervision, coach continuous

professional development (CPD), challenges and opportunities

for the profession. A total of 247 coaches participated in the

online survey. To gain insight into the current profile of coaching

practice in the UK respondents were asked about their practice

including current rates, client groups and hours of practice.

T h i s r e p o r t su m m a r i s e s k e y i n s i g h t s f r o m t h e su r v e y.

INTRODUCTION

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At the time of completing the survey 92% of respondents were providing coaching

services, with 72% providing at least 5 hours of coaching per month (a 3% reduction

from 2013) and 45% providing over 10 hours per month (a 4% reduction from 2013).

Services were primarily delivered as a private provider, including some coaches being retained

by an organisation. There was a slight increase in coaching being provided by coaches

employed within an organisation since 2013, either as the primary method for delivering

services or part of a hybrid approach (see figure 1). A number of coaches described delivering

services as part of a reciprocal agreement, including as part of a coaching network, or on a

voluntary basis.

Results showed that coaches were providing a diverse range of coaching services, however - as

in 2013 - manager and executive level were the primary areas of supply at 78% (72% in 2013)

and 65% (64% in 2013) respectively (see figure 2). Coaches providing team coaching increased

considerably with 46% of respondents providing this (34% in 2013). Other areas of provision

of coaching services identified included mindfulness, creativity, and small business growth.

Coaching related to transitions included maternity/paternity, retirement and resilience. The

provision of supervision continued to be an area of activity for a number of coaches.

RESEARCH FINDINGS

OPTION 1: Within an organisation you are employed by 15.1%

OPTION 2: Within an organisation that retains your services 4.0%

OPTION 3: As a private provider of coaching services 47.7%

OPTION 4: A mix of options 1 & 3 11.1%

OPTION 5: A mix of options 2 & 3 22.1%

Figure 1: Coaching services provided by respondents

What is the best description of how you provide coaching services?

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PROFESSIONALISING COACHING PRACTICE

Formal supervision has increased slightly over the last 12 months with 64% of respondents

stating they currently had a coaching supervisor (61% in 2013). As in 2013 there was reported

active continuous professional development as a coach with 69% of respondents undertaking

at least 20 hours of CPD. The number of coaches that held a coaching qualification increased

slightly to 84%.

RATES FOR COACHING

Respondents were asked to share an hourly rate for coaching services. Many coaches stated

they tended to work with clients via a range of rates and packages and as such an hourly

rate could be challenging to accurately identify so figures were based on an average across

coaching services provided.

Of the 130 coaches responding to rates for private client work 74% charged £150 or less per

hour. Of the 128 coaches responding to rates for corporate client work 37% charged between

£150 - £249 per hour and 31% charged over £250 per hour.

RESEARCH FINDINGS

What types of coaching services do you currently offer to clients?

Figure 2: Coaching services offered to clients

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CHALLENGES

A range of challenges were identified for coaches/coaching over the next 12 months. The

requirement to gain new business and clients was particularly highlighted in relation to

effective marketing of services and how this can be positioned as a value-add service to

organisations. Approaches to help ensure that coaching as an intervention was kept at the

forefront of the mind of leaders and those commissioning coaching services were felt to be

critical in supporting this.

Measures and the need for an evidence base to support the return on investment for coaching

were highlighted, being particularly critical given the increasing adoption of coaching within

organisations and use of in-house coaches. With an increasing number of coaches in the

market it was also felt that some new coaches entered the market with some degree of naivety

regarding the work involved in developing a healthy practice and client base. The danger of

un-qualified coaches selling cut-price services to organisations was also an area of concern,

particularly given the potential impact on the credibility of coaching as an intervention.

This was also echoed in the need to ensure the practice of coaching is clearly differentiated

from the offering of other development interventions, such as training, consultancy services

and therapy to retain a distinct profile in the market.

Finding the time to maintain CPD and keeping up to date with tools and developments in the

field was also seen to be a potential challenge. The appetite for shared professional standards

was something many respondents highlighted to increase the professionalism of coaching.

Clear and straightforward routes to accreditation were seen by many to be important; however

the challenge of having consistent routes to accreditation, comparable across professional

coaching bodies, was seen to be a challenge to overcome.

COACHING OUTLOOK 2014

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OPPORTUNITIES

Many coaches reflected a feeling of optimism regarding economic upturn and growth in many

areas and this will have a positive impact on the need for coaching services. Growth also

included taking a more global viewpoint and developing a global profession, particularly in

expanding European and world markets. Improved use of technology was seen as a key enabler

to capitalise on broader markets.

The economic and organisational change was also seen as a potential opportunity more

specifically related to client needs, in supporting individuals with change and building resilience

to deal with changes in career and work style.

Coaches highlighted the potential for ongoing work to professionalise coaching, with

professional bodies working together to do this. More joined up thinking was seen as an area

of potential, however there was a feeling that any move to regulate or professionalise coaching

should be done whilst avoiding creating bureaucracy.

Incorporating knowledge from neuroscience and mindfulness into coaching practice was

seen as an area of opportunity by many coaches, although some warned that this may not be

perceived as relevant by business buyers of coaching.

A feeling of ongoing improvement in the perception of coaching was expressed, particularly in

relation to coaching being seen as developmental and positive rather than remedial in nature.

However many still felt there was opportunity for promotion of the profession and evidence of

how and where value can be added through coaching.

Some coaches identified the need for a broadening of coaching services offered, including

building relationships with other development providers and integrating coaching with other

activities including supporting other programmes. Regional coaching networks were also

highlighted by a number of coaches as being valuable to build relationships and reciprocal

coaching relationships.

COACHING OUTLOOK 2014

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COACHING OUTLOOK 2014

CONCLUSION

The viewpoints summarised in the report are those held by members participating

rather than the views held by the AC, as a professional coaching body.

The coaching profession continues to evolve. The AC is keen to support the

furthering of research into coaches and coaching practice, and through our member

survey we feel a valuable contribution can be made by gaining an insight into the

broader coaching landscape.

The AC, UK looks forward to building on this research in future reports and

welcomes any comments or feedback from members and the wider coaching

profession.

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The UK team at the Association for Coaching would like to extend thanks to all members that

took the time to participate in the survey.

Please forward any comments or questions regarding this coaching report, or on our broader

UK research agenda within the Association for Coaching, to:

ELOUISE LEONARD-CROSS, HEAD OF RESEARCH

elouise@associationforcoaching.com

ACKNOWLEDGMENTS

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The Association for Coaching® (AC) is a leading independent, and not-for-profit professional

body dedicated to promoting best practice and raising the awareness and standards of

coaching, worldwide.

The AC is an inclusive body for the coaching profession, not just coaches. This includes a full

array of membership types - from Coaches through to Providers of coaching and coach training,

Academic institutions, Not-for-Profits, and large global organisations, or Corporates, building

coaching cultures. Each type of membership offers its own type of benefits and services.

For Coaches, we welcome those just starting out on their development journeys, all the way

through the most advanced professionals the industry offers.

ABOUT AC

Our purpose is to inspire and champion coaching

excellence, to advance the coaching profession,

and make a sustainable difference to individuals,

organisations, and in turn, society.

“”

Thank You