Derecho
NATIONS HOTEL
MEASURING ROI IN BUSINESS COACHING
Jack J. Phillips, Ph.D.
This case was prepared as a basis for discussion rather than to illustrate either effective or ineffective administrative and management practices. All names, dates, places, and organizations have been disguised at the request of the authors or organizations. This is an update of a case study originally published in ROI at Work: Best Practice Case Studies from the Real World, (Jack J. Phillips and Patti P. Phillips, American Society for Training and Development, Alexandria, VA, 2005). Copyright © 2007. No part of this may be reproduced, stored in a retrieval system, or transmitted in any form or by a means without written permission.
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ABSTRACT
The learning and development team at the Nations Hotel Corporation was challenged to identify learning needs to help executives find ways to improve efficiency, customer satisfaction, and revenue growth in the company. A key component of the program was the development of a formal, structured coaching program, Coaching for Business Impact. The corporate executives were interested in seeing the actual ROI for the coaching project. This case study provides critical insights into how coaching creates value in an organization including ROI.
BACKGROUND
Nations Hotel Corporation (NHC) is a large U.S.‐based hotel firm with operations in 15 countries. The firm has maintained steady growth to include more than 300 hotels in cities all over the world. NHC enjoys one of the most recognized names in the global lodging industry, with 98% brand awareness worldwide and 72% overall guest satisfaction. The hospitality industry is very competitive, cyclical, and subject to swings with the economy. Room rentals are price sensitive, and customer satisfaction is extremely important for NHC. Profits are squeezed if operating costs get out of hand. NHC top executives constantly seek ways to improve operational efficiency, customer satisfaction, revenue growth, and retention of high‐performing employees. Executives‐‐particularly those in charge of individual properties‐‐are under constant pressure to show improvement in these key measures. The learning and development function, the Nations Hotel Learning Organization (NHLO), conducted a brief survey of executives to identify learning needs to help them meet some of their particular goals. NHLO was interested in developing customized learning processes including the possibility of individual coaching sessions. Most of the executives surveyed indicated that they would like to work with a qualified coach to assist them through a variety of challenges and issues. The executives believed that this would be an efficient way to learn, apply, and achieve results. Consequently, NHLO developed a formal, structured coaching program—Coaching for Business Impact (CBI)—and offered it to the executives at the vice president level and above. As the project was conceived, the senior executive team became interested in showing the value of the coaching project. Although they supported coaching as a method to improve executive performance, they wanted to see the actual ROI. The goal was to evaluate 25 executives, randomly selected (if possible) from the participants in CBI. The Program Figure 1 shows the steps in the new coaching program from the beginning to the ultimate outcomes. This program involves 14 discrete elements and processes.
© 2007 ROI Institute, Inc. All rights reserved.
1
COACHING FOR BUSINESS IMPACT STEPS
1. Voluntary participation 2. The need for coaching 3. Self assessment 4. Commitment for data 5. Roles and responsibility 6. The match 7. Orientation session 8. The engagement 9....
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