According to the 2013 Organisational Coaching Study, most coaching programs use a combination of internal and external coaches. Organisational Coaching Study respondents identified several benefits to using internal coaches some. They found that in addition to having an inherent knowledge and understanding of company culture, internal coaches are readily accessible to the organisation. Some respondents also noted that using internal coaches and providing coach-skills training to staff members helps accelerate the growth of a ‘coaching culture’ within the organisation. Individuals who have completed coach-specific training tend to use their newly acquired skills not only as coaches, but also within their own teams—a phenomenon with a trickle-down effect.
Conversely, external coaches are hired mainly to “do the job”.
They are perceived by the organisation to have more training and tended to have some level of accreditation that internal coaches seemed to be lacking of in some organisations. Besides that, many external coaches are reported to have experience in leadership – this stemming from the seniority in organisational positions held by external coaches in the past.
Results also indicated that coaching decision-makers within organisations place a high value on ethical practice, with confidentiality a top priority. Regardless of whether the firm was using internal or external coaches, ethical standards were a key driver in the selection of the coach and organisations emphasised on client confidentiality within coaching conversations.