Performance measurement in business coaching with Six Sigma

  • Coaching is defined as a service according to the quality specification for single coaching. The success measurement of coaching as a method of personnel and personality development in companies is becoming increasingly important. The calculation of a return-on-investment for personnel development measures presents a new challenge to research and practice. With Six Sigma, a new approach to personal control is in place, which can meet the requirements.
  • With the implementation of psychological evaluation methods in coaching, which can measure qualitative successes (for example, behavioral changes). It is only possible to derive conclusions about economic effects in companies. Thus, a direct amortization calculation of investments in personnel development measures, if at all, is only possible in the near future. For the business coaching, an analysis of personnel development measures (eg coaching) is indispensable with regard to the goal-oriented use of resources, in particular, financial resources.
  • Six Sigma has established itself as a process to improve the quality of products, processes, and services in all areas of business. Six Sigma is used as a basis for increasing customer satisfaction as well as a sustained improvement in earnings in both service and industrial companies.
  • Technically, Six Sigma (Greek letter, which is used in statistics as a measure of the standard deviation of a mean value) is a measure of the ability of a process to meet customer requirements.
  • In the following, the aspect of the success measurement of business coaching will be given priority.
  • To deepen the understanding of the Six Sigma approach. The main principles and objectives are first illustrated. Then the possibilities for the success measurement of business coaching are presented using the example of a sales process.
  • The most important measure within the framework of the Six Sigma approach is the variation of processes, ie the dispersion of actual values by a defined target value.

Dmal cycle as an improvement process

  • For the introduction of Six-Sigma in companies, the DMAIC-Cycle has established itself. The process describes the approach to establishing the Six Sigma approach in companies. The DMAIC cycle shows that quality management is a permanent learning process for improvement.

The process steps essentially consist of the following contents:

D – Define

  • determine requirements, expectations, and objectives.
  • Possible sources identify.
  • Describe current process.

M – Measure

  • Define metrics.
  • Collect data.

A – Analysis

  • Data and process analysis.
  • Causes identify.
  • Quantify improvement.

I – Improve

  • Working out the solutions.
  • Analyze the Cost/benefit.

C – Control

  • Improvements and solutions institutionalize.
  • Results of the new process to continuously check.

The application of the Six Sigma approach to measuring success in business coaching is still relatively new. The first experiences in pilot projects are available. The results are promising. An advantage of the approach lies in the comparability of the statistical basis. As also applied in psychological measuring methods. Its use finds the concept where improvements in processes (management, sales, service and back office processes) are the goal.