Coaching for Engagement & Performance (CEP) Certification

This course is not about how to coach. Instead, it gives you a scalable, actionable framework to build coaching skills and abilities into the fabric of your organization.

2 day in-person class or 4 half-day online sessions

Offered in-person, online, and in-house

Accredited by Human Capital Institute US

Course Introduction

This course is not about how to coach. Instead, it gives you a scalable, actionable framework to build coaching skills and abilities into the fabric of your organization.

Your organization needs managers and leaders who use coaching skills to empower employees to achieve goals. But does it give those managers and leaders the tools and knowledge to coach effectively? Does it hold them accountable for the impact coaching has on teams and the business?

This course is not about how to coach. Instead, it gives you a scalable, actionable framework to build coaching skills and abilities into the fabric of your organization, transforming the manager-employee relationship and driving measurable business results.

The business impact is real. HCI research has shown that, year over year, organizations that effectively leverage coaching realize higher revenue growth than peer companies that don’t embrace coaching. By equipping employees with the tools and knowledge to respond, problem-solve, and adapt in real-time, managers and leaders realize tangible benefits such as improved team functioning, increased engagement, faster leadership development, and increased productivity.

Expert Course Trainer

Learning Objectives

Influence Workplace Culture

Learn to be more effective in your use of coaching across the organization.

Implement a Coaching Approach

Apply innovative and practical models, tools, and techniques for embedding coaching behaviors and activities in your organization.

Improve Organizational Results

Learn to improve organizational results through coaching among all employees.

Integrate and Communicate Your Approach

Emphasize the competencies and tools managers and leaders need. Change the negative perception that coaching is a remedial measure.

Earn Credits Towards Leading Industry Certifications

This certification has been approved for 13 General recertification credit hours toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.

SHRM has pre-approved this certification for 13 Professional Development Credits (PDCs) toward SHRM-CP℠ or SHRM-SCP℠ Certifications.

The 13 hours completed can be counted toward re-certification for any HCI certification.

The use of this seal is not an endorsement by HR Certification Institute of the quality of the program. It means that this program has met the criteria to be pre-approved for recertification credit. Human Capital Institute is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP℠ or SHRM-SCP℠.

Detailed Agenda

Phase 1: Define | What Is a Culture of Coaching?
Introduction to Coaching
  • What is successful coaching?
  • The three coaching modalities
  • Coaching vs. mentoring, managing, and feedback 
  • Types of coaching interactions
Culture of Coaching
  • Defining a coaching culture
  • Top results and benefits of a strong coaching culture 
  • HCI’s Sustainable Coaching Culture Model 
Coaching, Development, and Performance
  • The impact of a growth mindset
  • Coaching and performance management
Business Impact of a Coaching Culture
  • ICF Prism Award Framework: Impact, Standards, Strategy, and Sustainability
  • Impact questionnaire
  • Kirkpatrick/Phillips Levels of Evaluation applied to coaching
  • Return on Investment (ROI) quiz 
  • Return on Expectations model 
  • The value proposition of coaching
Managers Using Coaching Skills
  • Coaching skills for managers
  • ICF Core Competencies for coaching
  • Inventory of coaching conversation models: GROW, CLEAR, and OSKAR
Phase 2: Design | What Infrastructure Is Right for Your Organization?
Coaching Skills Assessment
  • Assessing coaching in your organization
  • Training for managers/leaders using coaching skills
  • Support for ongoing training
Designing a Coaching-Centered Enterprise
  • HCI’s Sustainable Coaching Culture Model 
  • Hawkins’ Foundational Coaching Strategy
  • Finding the Right Coaching Mix
  • Coaching Approach tool
Phase 3: Develop | How Do You Implement a Coaching Culture?
Coaching Culture Realities
  • Barriers and challenges
  • Coaching culture risk assessment 
  • Culture change challenges 
  • Building leadership accountability 
Driving Adoption of a Coaching Culture
  • Edgar Schein’s organizational culture model
  • The ABC’s of Change Management
  • Communication plan 
  • Coaching culture talk track
Activating a Coaching Culture
  • Insights from the field: tips, observations, and thoughts from practitioners
  • Additional resources
  • Action planning

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