Original Research

A competency framework for coaches working in coaching development centres

Bernice Slabbert, Crystal Hoole
SA Journal of Industrial Psychology | Vol 47 | a1841 | DOI: https://doi.org/10.4102/sajip.v47i0.1841 | © 2021 Bernice Slabbert, Crystal Hoole | This work is licensed under CC Attribution 4.0
Submitted: 14 September 2020 | Published: 29 April 2021

About the author(s)

Bernice Slabbert, Department of Industrial Psychology and People Management, Faculty of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Crystal Hoole, Department of Industrial Psychology and People Management, Faculty of Business and Economics, University of Johannesburg, Johannesburg, South Africa


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Abstract

Orientation: Globalisation and the new world of work has changed the labour market, resulting in highly complex, volatile and dynamic environments. Organisations are dependent on highly skilled human capital to not only survive but also thrive. Selecting and developing talent is thus becoming a business necessity. Assessment centres (ACs) and development assessment centres (DACs) have become popular tools to manage talent because of the successful outcomes it provides. In recent years, there has been a noticeable increase in the awareness of the benefits that coaching can offer in the AC environment as well as the development of coaching development centres (CDCs). However, research on CDCs is still limited. For CDCs to provide the same rigorous results as ACs and ADCs, a well-defined competency framework is needed for coaches working in a CDC.

Research purpose: The aim of this study was to explore the required competencies and formulate a competency framework for coaches working in a CDC.

Motivation for the study: Coaching, which is at the heart of coaching practices such as executive coaching, one-on-one coaching, team coaching and CDCs, requires a clear set of coaching competencies to ensure that it deliver its mandate to its clients: individuals, organisations and the profession. Coaches in a CDC environment work in a different context and require different competencies. A competency framework for CDC specifically is therefore needed.

Research approach/design and method: Adopting a qualitative methodology, a self-completed questionnaire was administered to eight participants, followed by a semi-structured interview. Lastly, the competency framework was verified by an expert panel of five experts using the Delphi technique.

Main findings: A final competency framework consisting of 25 competencies, of which 14 are considered as core competencies, was validated.

Practical/managerial implications: The study contributes to the understanding of the unique behavioural demands associated with coaches operating in the context of a CDC. It provides a conceptual and practical framework of what competencies are needed to work successfully and effectively as a coach in a CDC, and ultimately enhance the effectiveness of a CDC.

Contribution/value-add: Utilising this framework in practice will enable us to use candidates best suited to the role of a coach at a CDC, and will enhance the overall success of such centres.


Keywords

coaching; competency frameworks; coaching development centres; assessment centres; development assessment centres

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