{"id":855,"date":"2026-09-29T14:00:31","date_gmt":"2026-09-29T12:00:31","guid":{"rendered":"https:\/\/talkrank.app\/?p=855"},"modified":"2026-09-29T14:01:07","modified_gmt":"2026-09-29T12:01:07","slug":"jak-bdo-wykorzystalo-ai-coaching-do-rozwoju-managerow-analiza-publicznego-case-study-yoodli","status":"publish","type":"post","link":"https:\/\/talkrank.app\/en\/jak-bdo-wykorzystalo-ai-coaching-do-rozwoju-managerow-analiza-publicznego-case-study-yoodli\/","title":{"rendered":"How BDO Used AI Coaching to Develop Managers: A Public Case Study by Yoodli"},"content":{"rendered":"
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How BDO Used AI Coaching to Develop Managers: A Public Case Study by Yoodli<\/h2>\n\n
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\n This article discusses Yoodli's publicly available case study of BDO Gisborne, part of the international BDO network. This is not a Talkrank implementation or sponsored content. We analyze this example as a sign of how AI coaching and AI roleplay can support manager development, feedback, coaching, and leadership skills consolidation.\n <\/p>\n <\/div>\n\n

\n AI in training is often discussed in very general terms. That it will accelerate learning, that it will enable scalable programs, and that participants will be able to practice more frequently. This sounds good, but only concrete examples demonstrate where this technology can actually make sense.\n <\/p>\n\n

\n One of the most interesting examples is Yoodli's public case study of BDO Gisborne. This organization, operating within the international BDO network, has been conducting leadership development programs for over 20 years. According to Yoodli, BDO Gisborne used AI coaching to scale its management and leadership programs while maintaining quality and the ability to measure participant progress.\n <\/p>\n\n

\n The most specific results are those provided in the case study: 25% increased participants' managerial competencies, including coaching and feedback skills, and 100% reported increased self-confidence. These data come from Yoodli's public materials, so they should be treated as a description of a specific implementation, not a universal promise of results for every organization.\n <\/p>\n\n

\n Nevertheless, the course itself is very interesting. It shows that AI coaching doesn't have to be a "techie"-style addition to training. It can become a practical element of a management development program, especially where conversations, feedback, coaching, and challenging situations with people require practice.\n <\/p>\n\n

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What is the BDO Gisborne and Yoodli case study about?<\/h2>\n\n

\n Yoodli's description suggests that BDO Gisborne was looking for a way to scale its leadership and management development programs. The organization already had the experience, methodology, and training programs, but wanted to expand their reach without compromising quality.\n <\/p>\n\n

\n This is a very common problem in management training. When the program is run in a small group, trainers can dedicate significant time to participants, observing their behavior, providing feedback, and adapting exercises. When it comes to expanding such a program to a larger group, the question arises: how can the training remain practical?\n <\/p>\n\n

\n According to the case study, BDO Gisborne spent eight months building personas, scenarios, and assessment rubrics. This is an important detail, as it demonstrates that AI coaching wasn't simply a matter of launching the tool and hoping it would work. The technology was embedded in a program that already had its own assumptions, goals, and workflow.\n <\/p>\n\n

\n Participants were able to practice management skills in a safe, private environment, and the organization was able to monitor development and better reinforce behaviors after the training.\n <\/p>\n\n

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What problem was BDO trying to solve?<\/h2>\n\n

\n The case study identified several challenges. BDO Gisborne wanted to scale its leadership and coaching programs without compromising quality, measure behavioral improvement, and provide participants with a space to practice their skills.\n <\/p>\n\n

\n This clearly demonstrates that the problem wasn't simply access to knowledge. Managers can be provided with materials, feedback models, checklists, and coaching conversation principles. It's much more difficult to get them to practice these skills regularly and apply them in their daily work.\n <\/p>\n\n

\n A manager may know what good feedback should look like. They may be familiar with the coaching conversation model. They may understand the importance of asking questions, listening, and not taking over the conversation for the employee. But in practice, when tensions arise, time constraints arise, or a difficult topic arises, it's easy to fall back into old patterns.\n <\/p>\n\n

\n Therefore, management development programs often require more than just one-time training. They require repetition, feedback, and situations where participants can safely practice the behavior before applying it to a real employee.\n <\/p>\n\n

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\n In managerial development, simply knowing how to provide feedback and coaching isn't enough. The most challenging part is translating this knowledge into actual behavior in a real conversation with an employee.\n <\/p>\n <\/div>\n\n

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Why is scaling management training difficult?<\/h2>\n\n

\n Management training is difficult to scale because it focuses on behaviors, not just procedures. In sales, you can practice objections. In customer service, you can practice complaints. In a manager's job, there are also emotions, relationships, responsibility for the team, and the consequences of poor communication.\n <\/p>\n\n

\n A trainer can effectively lead a workshop for a dozen managers. They can perform exercises, discuss examples, and provide feedback. The problem then arises: how can participants be given further practice? How can they verify that they are actually improving their conversational skills? How can progress be compared across groups and programs?\n <\/p>\n\n

\n In the traditional model, this requires a significant number of coaching hours, follow-up meetings, observations, surveys, and conversations with managers. This has value, but is difficult to scale across multiple teams or industries.\n <\/p>\n\n

\n AI coaching can address this specific gap. It doesn't replace a full development program, but it gives participants additional space to practice and allows them to collect data on their progress.\n <\/p>\n\n

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How did Yoodli support practice, feedback, and manager development?<\/h2>\n\n

\n According to the case study, BDO Gisborne used Yoodli to create AI-powered leadership programs. Key elements include personas, scenarios, assessment rubrics, and the ability to practice asynchronously.\n <\/p>\n\n

\n In practice, this means that participants not only participate in the training but can later return to specific managerial situations. They can practice coaching conversations, feedback, responding to a difficult employee's behavior, or any other situation prepared for in the program.\n <\/p>\n\n

\n This model makes sense because many managerial skills are developed through conversation. It's not enough to simply select the correct answer on a test. A manager must choose their words, respond to resistance, maintain the conversation's direction, and at the same time avoid damaging the relationship with the employee.\n <\/p>\n\n

\n The case study also highlights a private and safe environment for practice. This is important because managers aren't always willing to practice difficult conversations in front of a group. The opportunity to practice a scenario independently can lower the barrier to entry and encourage repetition.\n <\/p>\n\n \n \n \n \n \n \n \n \n
Program element<\/th>\n Importance for manager development<\/th>\n <\/tr>\n <\/thead>\n
AI Personas<\/td>\n They allow you to role-play different types of interlocutors, for example an employee needing feedback, a person resisting, or a leader in a difficult situation.<\/td>\n <\/tr>\n
Scenarios<\/td>\n They transfer training from the theoretical level to specific situations that a manager may encounter at work.<\/td>\n <\/tr>\n
Grading rubrics<\/td>\n They organize feedback and allow you to evaluate specific behaviors, not just the overall impression after the conversation.<\/td>\n <\/tr>\n
Asynchronous practice<\/td>\n The participant can exercise outside the workshop, without having to schedule each session with a trainer.<\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n\n
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Why are personas, scenarios, and rubrics so important?<\/h2>\n\n

\n One of the most important lessons from this case study is that AI coaching works best when designed well. Simply talking to the AI isn't enough. You need context, purpose, and a method of assessment.\n <\/p>\n\n

\n BDO Gisborne, as described by Yoodli, spent eight months developing personas, scenarios, and rubrics. This demonstrates that the true value lies not only in the technology itself. It lies in the integration of technology with training methodology.\n <\/p>\n\n

\n The persona defines who the participant is talking to. The scenario defines the situation they find themselves in. The rubric defines what will be assessed. Only together do they create an exercise that has developmental value.\n <\/p>\n\n

\n Without this, AI coaching can become an engaging conversation, but not necessarily a good training tool. The participant will talk to the bot and receive some feedback, but the organization may not know if they are truly practicing the right skills.\n <\/p>\n\n

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\n In AI coaching, what matters most is not just the tool itself, but the quality of the scenarios, roles, and assessment criteria. These determine whether the participant is practicing a real competency or simply engaging in a general conversation with the AI.\n <\/p>\n <\/div>\n\n

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What does 25% increase in managerial competences mean?<\/h2>\n\n

\n In a case study, Yoodli reports that BDO Gisborne recorded a 25% increase in participants' managerial competencies, including coaching and feedback skills. This is a strong figure, as it covers an area that is typically difficult to measure.\n <\/p>\n\n

\n However, it's worth interpreting this data with caution. Publicly available material doesn't provide a complete measurement methodology, so it's impossible to assess all the study's details based on this information. However, an important conclusion can be drawn: organizations are increasingly trying to measure not just training participation but actual skill change.\n <\/p>\n\n

\n This is a significant shift in the approach to L&D. For years, training was often evaluated based on attendance, satisfaction surveys, and overall participant feedback. However, for companies, the more important question is: does a manager conduct conversations better after the program? Are they able to provide feedback? Do they support employee development? Do they use coaching in practice?\n <\/p>\n\n

\n AI coaching and simulation interviews can help collect such data by having the participant perform a specific task during the interview. This provides data for assessing behavior, not just statements.\n <\/p>\n\n

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Why does increasing participants\u2019 self-confidence matter?<\/h2>\n\n

\n The second result reported in the case study is 100% participants reporting increased self-confidence. This is important in management training, though sometimes underestimated.\n <\/p>\n\n

\n Managers often know they should have difficult conversations, but they avoid them. They fear employee reactions, conflict, awkwardness, or poor word choice. This is especially true when it comes to feedback, discussions about performance, behavior, conflict, or development.\n <\/p>\n\n

\n Confidence doesn't mean a manager has to be tough or domineering. Rather, it's about entering a conversation calmly and feeling like you've practiced your approach. A manager who has practiced a difficult conversation several times in a safe environment may find it easier to handle it in a real-life situation.\n <\/p>\n\n

\n This is one reason why AI roleplay can make sense in leadership development. It allows participants to practice the conversation before a real meeting, without risking their relationship with the employee.\n <\/p>\n\n

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What does this mean for HR, L&D and trainers?<\/h2>\n\n

\n The BDO Gisborne case study highlights several lessons that may be important for HR, L&D and internal trainers.\n <\/p>\n\n

\n First, AI coaching is best treated as part of a process, not a one-time addition. If participants only have to interact with the AI once after training, the impact may be limited. Greater value is realized when scenarios are linked to the program and participants can return to the exercises.\n <\/p>\n\n

\n Second, you need to design specific situations. A manager shouldn't practice general "leadership." They should practice feedback conversations, coaching conversations, difficult performance discussions, or reacting to specific team situations.\n <\/p>\n\n

\n Third, it's worth measuring behavior. Participants' statements alone are useful, but they're not enough. If the system allows for evaluation of conversations based on criteria, coaches and HR can better see what's actually changing.\n <\/p>\n\n \n \n \n \n \n \n \n \n
Conclusion from the case study<\/th>\n Importance for HR and L&D<\/th>\n <\/tr>\n <\/thead>\n
AI coaching requires good design<\/td>\n Scenarios, roles and evaluation criteria should result from the program objectives and not be random.<\/td>\n <\/tr>\n
Practice after training is very important<\/td>\n Participants need the opportunity to repeat conversations, not just participate in a workshop.<\/td>\n <\/tr>\n
A safe environment lowers the barrier to exercise<\/td>\n Managers can practice difficult conversations without peer pressure or risk to the employee.<\/td>\n <\/tr>\n
It's worth measuring behavior<\/td>\n Reports and scoring help you see which competencies are actually developing.<\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n\n
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What does this mean for training companies?<\/h2>\n\n

\n This example is also interesting for training companies and trainers who run leadership programs. It shows that AI doesn't have to compete with trainers. It can be a tool that extends programs beyond the training room.\n <\/p>\n\n

\n A training company can design a program, conduct workshops, create scenarios, and analyze results. AI can enable participants to practice repeatedly between sessions.\n <\/p>\n\n

\n This could transform the way development programs are sold. Instead of offering just a workshop, a trainer can offer the entire process: training, simulations, feedback, results analysis, and follow-up. This provides more tangible value to the client, as the training doesn't end on the workshop day.\n <\/p>\n\n

\n The BDO Gisborne case also demonstrates the importance of protecting one's own methodology and program quality. AI should support existing expertise, not dilute it in general, haphazard conversations.\n <\/p>\n\n

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How does Talkrank fit into this direction?<\/h2>\n\n

\n Talkrank works in a similar direction: it allows you to create your own conversation scenarios with an AI avatar, setting roles, context, and evaluation criteria. It can be used not only in sales or recruitment but also in manager development.\n <\/p>\n\n

\n Example managerial scenarios may involve providing feedback, talking to an employee about poor performance, coaching after a mistake, responding to a conflict in a team, or talking to someone who is not following through on an agreement.\n <\/p>\n\n

\n Participants can practice conversations with an AI avatar and, upon completion, receive feedback based on established criteria. The company can assess whether a manager can conduct a conversation in a focused, calm, and action-oriented manner.\n <\/p>\n\n

\n The most important thing is that scenarios can be tailored to the real-world context of the company. Feedback looks different in a sales team, in production, in customer service, and yet again in an expert team. This is why the ability to create your own scenarios and evaluation criteria is so important.\n <\/p>\n\n

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\n In the development of AI managers, role play makes the most sense when it is not a separate exercise, but part of a program: with specific scenarios, roles and evaluation criteria.\n <\/p>\n <\/div>\n\n

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FAQ \u2013 AI coaching and manager development<\/h2>\n\n

What is the BDO Gisborne and Yoodli case study about?<\/h3>\n

\n A case study describes BDO Gisborne's use of Yoodli AI coaching to scale leadership and management development programs. According to Yoodli's public materials, the program included personas, scenarios, assessment rubrics, and opportunities for hands-on practice in a safe environment.\n <\/p>\n\n

What results were given in the case study?<\/h3>\n

\n Yoodli's material reported 25% increases in participants' managerial competencies, including coaching and feedback skills, and 100% participants reporting increased self-confidence. This data comes from Yoodli's public case study.\n <\/p>\n\n

Is AI coaching replacing leadership coaches?<\/h3>\n

\n It doesn't have to replace them. It can support their work by giving participants more opportunities to practice between workshops and helping them collect data on their progress.\n <\/p>\n\n

Why are scenarios and rubrics important?<\/h3>\n

\n Without scenarios and rubrics, AI coaching can be too general. Well-designed scenarios illustrate a specific situation, and rubrics help evaluate participant behavior according to clear criteria.\n <\/p>\n\n

What managerial skills can be trained with AI?<\/h3>\n

\n You can practice, among other things, giving feedback, coaching conversations, difficult conversations about results, responding to conflict, communicating during change, and conducting development conversations.\n <\/p>\n\n

Can AI role play help managers' self-confidence?<\/h3>\n

\n Yes, because it allows you to practice difficult conversations in a safe environment. Managers can make mistakes, receive feedback, and try again before engaging in a real conversation with the employee.\n <\/p>\n\n

How can Talkrank support manager development?<\/h3>\n

\n Talkrank allows you to create your own conversation scenarios with an AI avatar, set evaluation criteria, and analyze results after simulation. This allows it to support feedback training, coaching, and difficult managerial conversations.\n <\/p>\n\n

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Summary<\/h2>\n\n

\n Yoodli's public case study on BDO Gisborne shows an interesting direction in managerial development. AI coaching isn't presented as a simple automation of training, but as a way to scale practice, feedback, and reinforce leadership competencies.\n <\/p>\n\n

\n The most important conclusion isn't about the technology itself. It's about how it's used. BDO Gisborne, as Yoodli describes, spent time developing personas, scenarios, and rubrics. It's these elements that determine whether AI coaching supports real development or remains just an interesting experiment.\n <\/p>\n\n

\n This is a positive sign for HR, L&D, trainers, and training companies. Development programs can increasingly combine human-led workshops with regular practice in AI simulations. This gives participants more opportunities to practice and allows organizations to better measure progress.\n <\/p>\n\n

\n Talkrank aligns with this trend by allowing you to create your own conversation scenarios, run simulations with an AI avatar, and evaluate them according to company-relevant criteria. For manager development, this can mean more practice, more focused feedback, and better preparation for conversations that truly impact team performance.\n <\/p>\n\n

\n Source of this example: Yoodli's public case study on BDO Gisborne and its use of Yoodli AI coaching in leadership development programs. Talkrank is not affiliated with BDO or Yoodli. The BDO and Yoodli names are used solely to discuss a publicly available example from the AI coaching and AI roleplay markets.\n <\/p>\n\n<\/article>\n\n\n\n

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Talkrank<\/div>\n

Increase employee competencies in simulation interviews with AI<\/h3>\n

\n Create realistic interview scenarios for your team. Talkrank runs the simulation, evaluates responses, and prepares a final report. This makes it easier to identify employee strengths and areas that require further training.\n \n <\/p>\n \n Try it for free\n <\/a>\n <\/div>\n<\/div>","protected":false},"excerpt":{"rendered":"

Jak BDO wykorzysta\u0142o AI coaching do rozwoju manager\u00f3w? Analiza publicznego case study Yoodli Ten artyku\u0142 omawia publicznie dost\u0119pne case study Yoodli dotycz\u0105ce BDO Gisborne, cz\u0119\u015bci mi\u0119dzynarodowej sieci BDO. Nie jest to wdro\u017cenie Talkrank ani materia\u0142 sponsorowany. Analizujemy ten przyk\u0142ad jako sygna\u0142, jak AI coaching i AI role play mog\u0105 wspiera\u0107 rozw\u00f3j manager\u00f3w, feedback, coaching i […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[10,7],"tags":[],"class_list":["post-855","post","type-post","status-publish","format-standard","hentry","category-symulacje-ai-dla-firm","category-szkolenia"],"yoast_head":"\nJak BDO wykorzysta\u0142o AI coaching do rozwoju manager\u00f3w? 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