Deloitte Services LP

In the wake of 9/11 Deloitte formed Career Connections to coach hundreds of associates affected by layoffs and downsizing and assist in the outplacement process.  Recognizing the program’s value, Deloitte later shifted its mission to advancing the careers of Deloitte talent and improving retention. 

1. •staff of only 13 internal coaches for 29,000 employees
   

2. combined on-line resource with in-person and team coaching over four years:
   

3. •over 30,000 people accessed coaching Website. 
   

4. •over 2,900 received one-on-one coaching. 
   

5. •over 1300 participated in team coaching
   

6. •1,800-2,000 users access the Website each week.
   

7. •savings of over $83 million based on ability to retain valued employees.
   

Children’s Healthcare of Atlanta

Ranked #6 in the US by Child magazine, Children’s Healthcare of Atlanta has three hospitals and six satellites that served 493,422 patent visits in 2005.  The Board of Directors recognized a need to increase the number and effectiveness of their leaders, which they  anticipated would quadruple from 2006-2009. 

1. •Children’s Center for Leadership’s initial focus was on developing high potential performers and past HiPos in new roles. 
   

2. •mix of clinical, administrative and physician leaders required multifaceted approach
   

3. •coaching used to accelerate development, for successful role transition.
   

4. •managers trained how to coach to improve performance in their groups. 
   

5. •formalized clinical and medical mentoring program established. 
   

Results: 

1. •Childrens’ internal hiring ratio improved,
   

2. •reduced time to fill positions and increased retention of leaders and their staffs.
   

3. •leadership competency progressed as shown by the 360° process. 
   

4. •in critical areas staff integrated new concept/skills
   

5. •Children’s reported improved business results
   

ADP National Account Services

Automatic Data Processing, with $8.5 billion in revenues and approximately 590,000 clients worldwide is one of the largest providers of premier transaction processing solutions and committed to growth.  With 166 straight quarters of double digit growth in earnings per share, talent is at the top of this organization’s priorities:

1. •ADP Senior Management embraced Global Talent Management Initiative: “forms a cornerstone of success”
   

2. •Global Leadership Development Program begins with multi-layer candidate assessment and selection
   

3. •identify and develop four groups of high potentials
   

4. •First 90 Days  coaching process supports early success
   

5. •coaching integrated with mentoring, rotational assignments, specialized development experiences
   

6. •assessment data mined to yield greater value
   

7. •internal coach certification process
   

1. owaiting list of applicants
   

2. o15 internal coaches graduated from 12 month program
   

3. oeach function and business unit represented
   

8. 
   

ADP’s Internal tracking of coaching results showed individual improvement in key areas:

1. 1. o373%  in Communication
      

   2. o69%   in Influence
      

   3. o208% in Leadership Vision
      

   4. o96%   in Leadership Behaviors
      

   5. o100%  in Preparation for New Role
      

2. 
   

Scientific Atlanta

A two billion dollar company, Scientific Atlanta is on the leading edge of technology, and was recognized by Forbes magazine as one of the nation’s “best-managed companies.”  Their Learning and Development Solutions group has been recognized by Training Magazine as one of the Top 100 Training organizations in the country for the past five years. 

1. •coach leaders and high potentials to drive business improvement
   

2. •target areas:  globalization; enabling technical and engineering-focused individuals to function optimally in a relationship-oriented environment; and driving innovation through all levels so teams continually create next-generation products. 
   

3. •coaching serves business needs at Scientific Atlanta:
   

1. oleadership development and retention,
   

2. otalent management process including succession,
   

3. oenhanced competitiveness in a global workforce marketplace.
   

4. 
   

4. 
   

BMW Manufacturing Co., LLC

BMW contributes over  $4.42 billion dollars to the South Carolina economy through its manufacturing plant in Spartanburg, providing 4,500 jobs at the plant and 12,000 in supplier and support positions.  

1. •Coaching for Performance Excellence program at BMW drives organizational results:
   

1. ohelps individuals achieve optimal performance,
   

2. odevelops a pool of “ready now” leaders for plant growth and expansion,
   

3. oaccelerates development of internal leadership talent,
   

4. oretains top talent by providing developmental opportunities.
   

2. •available to all exempt levels within the organization
   

1. obegins with 360° assessment. 
   

2. oExternal coaches used to retain confidentiality and build trust. 
   

3. osupported by management and perceived as a benefit by associates. 
   

3. •three highest ranking benefits reported:
   

1. oreduced number of issues reported,
   

2. ofewer hours in meetings
   

3. ogreater benefit from training perceived when they had follow-on coaching.
   

4. •critical improvements reported:
   

1. o83% in teamwork,
   

2. o61% in clarity of roles and responsibilities;
   

3. o39% in associate job satisfaction
   

4. o35% in associate development plans. 
   

5. o74% reduction in conflict among their teams
   

6. o30% increase in cross-functionality. 
   

5. 
   

Bodker • Ramsey • Andrews • Winograd • Wildstein

A 12-person Atlanta law firm, BRAWW has provided corporate and business transaction legal services to small and mid-market privately held companies for 24 years.  Recently, the legal team, led by founder Brian Bodker, used coaching to create breakthrough personal and professional results:

1. •increased revenue and profits
   

2. •defined short and long-term business strategy
   

3. •realigned individual goals and objectives with those of the firm
   

4. •implemented a new performance incentive program
   

5. •re-focused on accountability while maintaining the firm’s  “culture”  
   

Kaiser Permanente

The largest nonprofit health plan in the United States, Kaiser Permanente serves 8.2 million members in nine states.  Since 1999 coaching has been used at Kaiser in three modalities to improve patient care and financial results: 

1. •patient satisfaction -- key driver of member growth and retention
   

1. oall newly-hired doctors required to participate in an 8-hour workshop
   

2. oreceive observation, debrief, written feedback and an action plan.
   

2. 
   

3. •leadership competencies. 
   

1. odefined core competencies for each position,
   

2. oassessed at what level each administrative and medical professional was in the competencies required for their position,
   

3. ocoached to fill the gaps. 
   

4. 
   

5. •correct documentation of clinical procedures.  
   

1. oContinuing education and on-line learning combined with one-on-one confidential coaching assisted physicians in conforming notes to a more universal standard.
   

2. ohelped Kaiser provide documentation that meets Medicare compliance requirements;  provides a consistent record that any doctor can understand and treat; and assures proper billing.
   

3. 
   

6. •improvement measured in key areas of business results:  
   

1. odoctor and patient satisfaction;
   

2. opatient health and reduced risk of harm;
   

3. orecruitment and retention.
   

7. 
   

Marriott Atlanta Marquis

Since it opened in 1985, the Marriott Atlanta Marquis, third largest Marriott in the world, has exemplified a commitment to the Marriott philosophy “take care of the associates, and the associates will take care of the guests.”  When Marriott International identified nine competencies critical to all management positions, only one had a technical focus – the other eight were emotional competencies; thus Marriott’s experiment in 2001 to improve results by taking its 800 associates to a new level of customer service with a coaching program. 

1. •Marriott Marquis managers and supervisors trained by certified coaches internally
   

2. •maximum of 24 managers invited to attend each class. 
   

3. •associate satisfaction up 14 points, or 22% in less than two years;
   

4. •guest satisfaction up 7 points, or 10%;
   

5. •new hire retention increased 24%, which significantly decreased the costs of turnover;
   

6. •measurable drop in number of employee issues and complaints. 
   

7. •due to success, top leaders provided coach training to managers at other Marriotts in Detroit, Chicago, Orlando and Atlanta.