No More Excuses! You CAN Measure ROI

Expectations of Human Resources as a business function have significantly shifted over the past 10-15 years.  From transactional upholders of policy, to internal consultants, to integral and transformational business partners, the HR professional is being pulled on an ever increasing commercial trajectory.

It is no longer sufficient to rely on anecdotal evidence about how HR solutions impact positively on engagement, performance and retention.  This is now widely acknowledged.  In a more challenging and dynamic socio-economic environment there is an omnipresent pressure to demonstrate the direct financial impact of HR activity on the bottom line.

And as HR begins to recognise coaching as a business driver and a solution to a myriad of business challenges - there is perhaps no better example than coaching as a HR solution that is shrouded in secrecy.

Of course, it is completely understandable for organisations to expect to see a return on investment (ROI) when making a significant expenditure on their coaching programmes.  But for too long, organisations have accepted the espoused belief that it is ‘difficult’ if not ‘impossible’ to measure ROI in hard terms.  As a result, organisations invest in good faith.  For HR, however, this creates a downward spiral because without hard evidence of ROI, it becomes harder and harder to secure commitment (and budget) for much needed initiatives.