How coaching at decision-maker and executive level can improve employee retention and profits

The people who make up the APAC workforce are a great deal more than just human “resources.” The strength of the region in entrepreneurialism and a world-leading digital-first approach means that it’s in companies’ best interests to invest in their people and their unique talents.

Although the prevalence of mental health problems in the workforce continues to cause concern at government level across the region, the recent stay-at-home policies of many employers led not to a sudden worsening of the workforce’s mental well-being but rather a leveling out of the numbers of cases – if Singapore is any example1. Being “locked down” away from the workplace seemed to have done little to negatively affect mental health.

Conversely, the return to work is leading to what has been termed the “Great Resignation.” The full reasons behind this trend have yet to emerge, but it’s not difficult to see that many workers have had the time (and space) to think through their career choices to date. According to a survey taken in 20212 (the Employment Hero “Employee Movement and Retention” survey), the top reasons for leaving a role are a lack of career development (36%), a lack of appreciation or recognition (27%) and a lack of training opportunities (26%).

But the lack of staff development by companies may be less to do with an unwillingness to put coaching and training in place and more to do with the fact that many are simply not made aware of the situation. Workers struggling with mental well-being in the workplace are unlikely to raise their concerns loudly, whether for cultural reasons3 or through fear of losing their jobs. The economic effects of the last two years are not good, after all.

There have been many studies in the past that equate learning and development throughout a career have significantly positive effects on the subjects; positive influences like better mental health, a greater degree of happiness, better engagement with co-workers, family members and society at large. Most studies4 are careful to point out that not every individual benefits to the same extent as others.


However, it seems obvious that with evidence of the desire for personal development, it is the forward-thinking employer who will invest now in their people. But what form should this take? Companies have several choices in this regard, but providing direct coaching for key team members may be the most effective strategy.

Academic studies have shown that coaching is highly effective, particularly when compared with other methods5 [PDF], where executive coaching is “confirmed to be more effective than the rest of the techniques analyzed.” By properly equipping leaders and decision-makers in critical parts of the business, companies can drive growth and create a more dynamic approach to the organization’s future.

The nature of coaching in business settings is that it is formulated as a bespoke package for each recipient. But thanks to technology, companies can now access coaching resources and engage staff one-to-one with a worldwide network of expert, qualified and impactful coaches. Instead of choosing from a pool of coaching professionals limited to the local city or area, today’s coaching applications provide the combination of directed, bespoke training at the coachee’s convenience in formats appropriate to today’s digital lifestyles.

The technology in question is used by companies worldwide to put business executives in touch with the developmental resources they need today. In combination with a dynamic and engaged workforce, there’s little stopping the coachees from leading their business’s success.

About CoachHub

CoachHub uses artificial intelligence to match individuals with more than 3,500 certified business and well-being coaches in 70 countries across six continents. Coaching sessions are

available in more than 60 languages. The company has more than 300 employees from 42 nationalities across Europe, North America, and Asia.






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