Believe it or not: digital coaching is (not) effective
Coaching is firmly anchored in the modern working world - and increasingly digital. But how effective is digital coaching really in the corporate context? And what about the effectiveness of AI coaching?
In the "Believe it or not" (Bion) format, HRpepper regularly examines widespread beliefs and investigates whether established assumptions can really be empirically proven or are just speculation. In the current article, we address the question: How effective is digital coaching really in a corporate context?
Current meta-analyses show: Coaching works - even virtually. The quality of the relationship and the coach's qualifications are particularly important for a positive effect, as is the use of AI coaching tools that are appropriate to the issue.
What characterizes digital coaching in the corporate context
Whether via video conference, coaching platform or AI-supported chatbot - digital coaching is booming as part of modern HR development. There are many reasons for the digital implementation of business coaching: cost efficiency, flexibility, greater reach. But the central question remains: Is digital coaching as effective as traditional formats? And what factors really influence its effectiveness?
Scientific findings prove the effectiveness of digital coaching
The general effectiveness of (digital) coaching as a development measure has now been well documented by several meta-analyses - even in randomized controlled trials, the "gold standard" of research (De Haan et al., 2023). The results show positive effects on factors such as goal achievement, performance, work attitude, well-being and coping (Theeboom et al. 2014) and emphasize the relevance of coach qualification and relationship quality for the effect (Jones et al., 2016).
Opportunities and limitations of digital coaching based on AI
With regard to digital coaching formats, the research situation is still less mature. However, initial reviews have shown that the effectiveness of coaching was independent of whether the coaching was conducted face-to-face or digitally (Cannon-Bowers, 2023). AI-supported digital coaching or AI chatbots appear to be effective for narrowly defined tasks such as goal achievement and the initiation of reflection processes (Plotkina & Sri Ramalu, 2024). In-depth long-term coaching, a genuine working alliance, which is considered extremely important for the effectiveness of coaching (GraĂźmann et al., 2020), and individualized approaches are not yet among the AI coaching competencies. AI coaching tools can therefore be a complementary aid, but have not yet replaced human coaching (Plotkina & Sri Ramalu, 2024).
How digital coaching works in a professional context
The following recommendations can be made for companies that want to implement digital coaching strategically:
Technology selection
When selecting digital coaching platforms and AI tools, aspects such as user-friendliness, data protection, adaptability to company-specific needs and, in particular, the fit with the respective issue should be taken into account.
2. quality assurance
Ensure that digital coaching programs are based on evidence-based methods and delivered by qualified coaches who are briefed on the organization and its strategy.
3. evaluation of effectiveness
Regularly review the effectiveness of digital coaching measures through feedback and performance indicators in order to measure success and make adjustments to the coaching program if necessary.
Would you like to know how effective, digital 1:1 coaching can also be used in your company? Find out more about our flexible coaching journeys in a free initial consultation:
Sources
Cannon-Bowers, J. A., Bowers, C. A., Carlson, C. E., Doherty, S. L., Evans, J., & Hall, J. (2023). Workplace coaching: A meta-analysis and recommendations for advancing the science of coaching. Frontiers in Psychology, 14, 1204166. https://doi.org/10.3389/fpsyg.2023.1204166
De Haan, E., & Nilsson, V. O. (2023). What can we know about the effectiveness of coaching? A meta-analysis based only on randomized controlled trials. Academy of Management Learning & Education, 22(4), 641-661. https://doi.org/10.5465/amle.2022.0107
Graßmann, C., Schölmerich, F., & Schermuly, C. C. (2020). The relationship between working alliance and client outcomes in coaching: A meta-analysis. Human Relations, 73(1), 35-58. https://doi.org/10.1177/0018726718819725
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of occupational and organizational psychology, 89(2), 249-277. https://doi.org/10.1111/joop.12119
Plotkina, L., & Sri Ramalu, S. (2024). Unearthing AI coaching chatbots capabilities for professional coaching: a systematic literature review. Journal of Management Development, 43(6), 833-848. https://doi.org/10.1108/JMD-06-2024-0182
Theeboom, Tim; Beersma, Bianca & van Vianen, Annelies E. (2014). Does coaching Work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. In The Journal of Positive Psychology, 9(1), pp. 1-18. https://doi.org/10.1080/17439760.2013.837499
