Executive Report 2017, The State of Play in European Coaching & Mentoring: Contracting for corporate coaching assignments

Jonathan Passmore, Hazel Brown, Zoltan Csigas et al

We’d love to share with you some of the finding from the research commissioned by EMCC and undertaken by a team of researchers in 50 countries across Europe.

Passmore, J, Brown, H, Csigas, Z & the European Coaching and Mentoring Research Consortium (2017) The State of Play in European Coaching & Mentoring – Executive Report. Henley-on-Thames: Henley Business School and EMCC International ISBN 978-1-912473-00-7

Contracting for corporate coaching assignments

Coaching contracting

There has been relatively little research into the issue of contracting. In most therapeutic relationships the issue is straightforward. The relationship involves a single client (the person who is sitting in the room) and a counsellor who offers a verbal contract at the start of the process. The situation is more complex in coaching, particularly in organisational coaching where there is likely to be a commissioning manager (probably from HR), as well as others with expectations of the outcome, including the line manager, who may have requested the coaching and referred the case to Human Resources.

Multi-party coaching agreement

One way to overcome this complexity is to enter into multi-party agreements. These are often, but not always, tri-partite agreements, jointly signed between the coach, the individual client (coachee) and the organisational representative (coach commissioning manager). How widely these are used, what clauses these agreements contain and who coaches view as their primary client in managing competing interests, are all questions that have yet to be established.

Agreeing the contract

The primary client

Contract clauses – Individual client agreements

Contract clauses – Organisational client agreements