Developing stronger practitioner certification in coaching-related professions: A USA perspective

Abstract

Something quite exciting happened recently, the December 2002 issue listed several positions for Organizational Development (OD) and Human Performance Improvement (HPI) Professionals. Half of those positions were listed with multinational firms. This is a welcome sign that corporations are starting to understand the need and value for developing the human systems on which their process systems depend. While the demand for this work continues to increase, a respect and credibility problem seems to persist for all of these professions because very few coaches have any sort of certification at all, and the certification programs offered by U.S. coaching institutes only provide rudimentary theoretical and methodology knowledge and skills attained through short, limited training programs. As U.S. coach education programs are designed, there needs to be development of theoretical foundations and core competencies that would identity a professional with the comprehensive skill sets and knowledge to effectively perform in these roles. If coaches and consultants hope to maintain human development as a key organizational strategy, they must learn to balance financial viability with human and cultural well being. In a tight economy, this requirement means proving value and measuring the results of our professional contributions. (PsycINFO Database Record (c) 2012 APA, all rights reserved)