Nowadays, Artificial Intelligence is everywhere. It provides assistance in writing emails, analysing data, creating presentations, and even answering challenging questions. Thus it was only a matter of time before AI entered and gained a vital role in the world of organizational/business coaching. These days, AI-powered coaching platforms can operate to help personnel set goals, reflect on challenges, and track their progress. Some organisations are already using AI coaches to support employee development. Enterprise platforms such as Butterfly.ai, CoachHub, and specialised AI coaching assistants already deploy automated feedback loops, personalised coaching recommendations, and continuous employee development support [1]. Witnessing all this remarkable progress, an important question keeps coming up: if AI can support our personal and professional development, what role remains for the human coach? In other words, if AI can coach people, do we still need human coaches? The short answer is yes. Although the answer may be simple, the reasons behind it lead to an increasingly interesting discussion. As shown in research, AI coaching is becoming effective, especially when it comes to assisting people with specific goals [2]. The results of a study that compared human coaching and AI coaching revealed that participants who worked with an AI coach achieved similar levels of goal fulfillment to those who worked with human coaches [2]. This finding is considering that coaching has traditionally been viewed as a deeply human activity that depends on trust, empathy, and meaningful sessions. Nevertheless, evidence shows that AI can guide people through goal-setting processes, encourage reflection, and keep them accountable effectively [3]. We should also take into consideration the practical advantages AI brings to coaching. Imagine having a coach available anytime 24/7, all year round at a relatively low cost and accessible from virtually anywhere. This gives AI a clear advantage: it can extend coaching opportunities to far more employees while keeping costs manageable. Thus, in many ways, AI is helping transform coaching from a privilege for the few into an opportunity for the many. But is coaching just about goals? Goal achievement is significant however coaching could not be considered as just a checklist of actions and outcomes. At its core, coaching is about people. In coaching sessions, issues such as insecurity, self-doubt, career-related decisions, workplace challenges, and questions of personal and professional development often emerge. These are undoubtedly complex human experiences and situations that, in most cases, require more than simply following a structured coaching model to be effectively addressed and overcome. A well-trained coach makes use of and evaluates not only what is being said, but also what remains unspoken. Their attention is directed not only to verbal communication but also to non-verbal cues. Coaches are trained to observe and identify changes in facial expressions, tone of voice, and body language, allowing them to gain a deeper understanding of the coachee’s experiences and emotions. Furthermore, coaches are trained to build a relationship based on trust, foster a positive and collaborative atmosphere, and create a safe environment in which coachees feel accepted, understood, and free from judgment. This supportive setting encourages individuals to explore their thoughts and challenges openly, facilitating meaningful personal and professional development. This is the point where AI still faces challenges. Although AI can imitate empathy through language, it does not actually feel empathy as a human coach does. It can recognise patterns in words, but it cannot share in human experience draw on non-verbal cues. For many people, that difference matters. In any case, as presented also in research, one of the strongest predictors of successful coaching outcomes is the quality of the relationship between coach and coachee [4]. People seek to be heard. Technology can support this issuehowever it cannot fully replace it. Reflect on moments when you needed advice during a difficult period and what you were seeking was not limited to the information itself. I presume that you were looking for understanding, encouragement, and perspective from another aspect. This is something even advanced AI cannot completely replicate until now. However, the debate should not be considered as a battle between human coaches and AI coaches. The future is likely to be a partnership. AI can take care of many tasks that support the coaching process, such as reminding coachees about goals, tracking progress, and providing resources, allowing human coaches to focus on the areas where they create the greatest value, such as building relationships, understanding emotions, and supporting bigger personal change. Establishing such a combination, AI could potentially assist coaches in doing their jobs better. Summing up, there is no doubt that AI is transforming the coaching profession, and its influence will continue to grow in the years ahead. AI may become an excellent coaching tool as well as an excellent coaching partner. Though individuals experiencing certain situations seek something that technology cannot fully provide: A real human being who listens, understands, and cares. That human touch remains the most valuable coaching skill of all.
Notes
[1] Butterfly.ai. Continuous Performance Management Platform. https://www.butterfly.ai/ CoachHub. Digital Coaching Platform. https://www.coachhub.com/
[2] Terblanche, N., Molyn, J., de Haan, E., & Nilsson, V. O. (2022). Comparing Artificial Intelligence and Human Coaching Goal Attainment Efficacy. PLOS ONE, 17(6), e0270255.
[3] Terblanche, N. H. D. (2024). Artificial Intelligence (AI) Coaching: Redefining People Development and Organizational Performance. Journal of Applied Behavioral Science, 60(4), 631–638.
[4] Diller, S. J., Stenzel, L.-C., & Passmore, J. (2024). The Coach Bots Are Coming: Exploring Global Coaches’ Attitudes and Responses to the Threat of AI Coaching. Human Resource Development International, 27(4), 597–621.
