A study from the International Coach Federation (ICF) and Human Capital Institute (HCI) explores how first-time people managers and emerging leaders—many of whom are Millennials—can benefit from partnering and receiving training on how to use coaching skills with their peers and teams.
As Millennials enter the workforce in increasing numbers, and advance in their careers, the research is especially timely.
“Millennials are expected to make up half of the global workforce by 2020, and we know that many of them aspire to leadership roles. Because of this, they truly will shape the culture. It is crucial for organizations to know how to help them grow and prepare for the challenges and opportunities of the future,” said Magdalena Mook, CEO and executive director of ICF Global.
The study includes survey responses from 670 individuals employed in organizations around the world as human resources, learning and development, and talent management professionals; managers and leaders; individual contributors; and internal coach practitioners. The study also includes in-depth interviews with four subject matter experts from the HR and talent development fields.
Much has been written and said about differences in working styles and values between older and younger generations. However, for the most part, ICF and HCI researchers found more similarities than differences across generations. Respondents from multiple age groups report that developmental opportunities and flexible work arrangements are the most appealing benefits and workplace characteristics.
Most respondents demonstrate an understanding that managers and leaders who use coaching skills are more effective in their roles. When asked to describe the most effective management style, two words respondents cite most frequently are “collaborative” and “coaching.”
Coaching and Engagement
The research also highlights the link between coaching and engagement, and therefore builds a business case for creating a strong coaching culture.
Respondents, whose organizations have a strong coaching culture, report that 61 percent of their employees are highly engaged, compared to 53 percent from organizations without a strong coaching culture.
In addition, 46 percent of respondents in organizations with a strong coaching culture report above-average 2016 revenue growth, compared to 39 percent of respondents from all other organizations.