Personal, personalized, and targeted coaching is increasingly seen as an effective way to keep learning going throughout the organization. According to a recent study by the Human Capital Foundation (HCI) and Lee Hecht Harrison (LHH) on the state of coaching in organizations, the recognition of coaching is increasing to a large extent not as a treatment for behavior reform, but rather, as an advanced development solution because of this "personalized approach".

The report “Scaling Executive Coaching Across the Enterprise: The Key to Developing Tomorrow’s Talent” was based on a survey of nearly 4,000 members of the Human Capital Foundation, which represents more than 230 organizations around the world. For the purposes of the study, the Human Capital Foundation and Lee Hecht Harrison defined coaching as: “a development method based on improving performance by providing new knowledge, skills, and behaviors, and it is characterized by an individual relationship between the leader and the external coach.

As a starting line, the survey asked organizations to describe how they implemented coaching. Nearly 60% of the surveyed population reported that their managers meet with an external coach or consultant when needed, and only 33% of them indicated that executives meet with an external coach on a regular basis. In addition, 32% of organizations acknowledge that coaching is not just for senior executives. The study also indicated that other employees who receive internal coaching are first-level managers by 50% and middle-level managers by 57%.

The study also tested the effectiveness of coaching in improving and developing important business processes. Although coaching has proven to be very effective in improving communication skills and conflict management, it has not been as successful when it comes to changing management, strategic thinking, and performance management. The report states that: "Regardless of the organization or its current development structure, in order to be able to appropriately use the development skill that coaching can offer, organizations must prioritize gaining a deeper and clearer understanding of what coaching can truly achieve. The challenges and obstacles associated with implementing organizational coaching include lack of resources by 78%, lack of time for executives by 68%, lack of support from senior management by 66%, and lack of knowledge about how to implement it by 40%.

In addition to a shortfall in applying expertise and skill, 69% of respondents say their organizations have not established the coaching principles for their managers. The report notes that although there is evidence that coaching can be a strong development strategy to be successful, it requires coordination and agreement between human resources involved in the development of the organization, senior managers on the benefits of coaching, and “an adequate structure in place to address the needs of the organization in a coherent and accountable manner.