Solution

Creating a coaching culture in an organisation entail focusing on shifting unwritten rules, values, norms, behaviours and practices for spreading coaching mindset and coaching practices in the organisation. According to CIPD (2023f) a coaching culture has a positive implication of improving how the employees are interactions amongst their clients and potential customers. In CIPD (2023g) report on learning at work evaluating the different strategies of employees development, coaching is ranked as the most effective strategy of employees development.

For Saudi Aramco case, for the purpose of creating a coaching culture, the minimum areas of consideration would include;

Identifying Saudi Aramco strategy and priorities– Similar to Pandolfi (2020) findings, all Saudi Aramco development approaches are aligned with their organisation strategic objectives. For example, Post COVID-19 pandemic, Saudi Aramco strategic objective included successfully resuming business. This is while managing uncertainties in their business environment. In order to achieve this strategic objective,  executive coaching would be recommended. According to Offstein et al. (2020) the executive coaching is an appropriate strategy for embracing change process by assisting senior organisation management in elevating performance to new levels. In the past years, Saudi Aramco was primarily adopting coaching for managing their employees underperformance. Nevertheless, today, the necessity for coaching has significantly changed and used as a motivational and retention approach. Similarly, in Saudi Aramco, managers will stay for long in their organisation if they possess a feeling that their organisation invest in their personal development hence evidencing commitment for assisting them in excelling in their roles. As evidenced in CIPD (2023g) this is achieved by identifying the existing current priorities, challenges encountered, view of the practitioners pertaining to their careers and professional development. Therefore, for Saudi Aramco case, implementation of the coaching culture would mean that their employees are in a position of easing implementation/adoption of their business strategies successfully.

How the organisation positions itself– The need for identifying how an organisation positions itself is intended to enhance coaching process which positively contribute to generation of positive change. According to Kapoutzis et al. (2024) this is important for encouraging development of coaching culture in the organisation of focus. In Saudi Aramco case, by organisation initiating a coaching culture, it would be possible encouraging development which is a significant benefit bringing and enhancing coaching process. As evidenced in Karlsen and Berg (2020) a coaching culture is achieved through the organisation ensuring that all; the employees are involved in a continual learning and development process. In Saudi Aramco case, this is achieved through getting coaches who would assist the organisation in developing either internally (in the organisation) or externally from outside in Saudi Arabia (KSA). Through an appropriate positioning, it is possible for the organisation employees in various positions to engage coaches to assist in their learning with the organisation leaders also engaged. However, as evidenced in Sullivan et al. (2022), it is essential noting that getting a coach is not only the factor of the coaching culture. This is since there is a need for having an opportunity for sharing experiences and expertise with one another hence success in developing the culture of coaching.

Who supports coaching culture–  In an organisation setting, people practice professionals department are significantly engaged to design and manage the coaching in the organisation. As evidenced in CIPD (2023h) the scope of quality of coaching is dependent on noting the performance gaps through learning needs analysis, selecting best coaches, management of relations and success level evaluation. Therefore, in Saudi Aramco case, for developing a coaching culture in the organisation, it would be appropriate to appreciate and recognise success of interventions in regard to the other available options. Hence, the selection of the best internal and external coaches, Saudi Aramco would need to operate through elaborate set of criteria matching the individuals and organisation learning needs.

As a best practice of developing the coaching culture by use of GROW Model.  According to Grant (2022), this is a model which focuses on aspects of goal, reality, will and options. In Saudi Aramco, with the recent changes in their business environment Post-COVID  pandemic, GROW Model can be used to evidence the best practice of the coaching culture implementation.

Goal–

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