Research Proposal: Is the perceived lack of opportunities to coach at home forcing young British based soccer coaches to be enticed by opportunities to coach abroad?

Is the perceived lack of opportunities to coach at home forcing young British based soccer coaches to be enticed by opportunities to coach abroad?

William Wilson

ww655614

Ohio University

Table of contents

Abstract                                                                                  3

Chapter 1: Purpose of the study                                             4

            Introduction                                                                4

            Theoretical Perspective                                               5

            Research Question                                                      7

Chapter 2: Literature Review                                                 8

            Opportunities at Home                                               10

            Opportunities Abroad                                                 12

Chapter 3: Methodology                                                         14       

            Research design                                                          14

            Sampling                                                                     14

            Organisations                                                              15

            Instrumentation                                                           16

            Data Collection                                                           16

            Limitations                                                                  17

Questionnaire                                                                          19

References                                                                              22

Abstract

The purpose of this study is to determine if the perceived lack of opportunities to coach at home is forcing young British based soccer coaches to be enticed by opportunities to coach abroad.  The research will focus on young British based soccer coaches, below the ages of thirty-five, including those which have, and may still be, coaching overseas.  The groups to be examined through a survey design include British coaches still within the British Isles, and British coaches that have moved elsewhere in the world. Analysing the responses from participants concerning opportunities to coach at home, and the attractiveness of coaching abroad, it can be determined how much of an influence that a lack of opportunities in the UK plays a part in persuading coaches to migrate. There exist perhaps many reasons for migrating to work within the business of soccer, including; opportunity for full-time work, to learn and experience a new culture, to gain experience exclusive to a particular country or role, to further a career, to earn a higher salary, and to help the sport grow. Thousands of young British coaches gain their licenses every year, and compete with many others for the same positions. Countries overseas seem to hold in high esteem the English qualifications, and so import thousands of coaches each year, in both permanent and temporary roles.

Keywords:  soccer, football, coaches, coaching abroad, United Kingdom, British Isles, motivation, travel, commitment, migration

  

Chapter One: Purpose of the Study

            The purpose of conducting research into the area of coach migration could possibly shed some light on many things regarding the success and development of elite players and coaches within the British Isles. Compared to other top nations of Germany, Italy, France, and Spain, England, the larger and most successful British nation, is faring much worse. England is not producing top class talented players with the same depth and frequency as the other nations, nor are English soccer coaches winning major honours. This has a detrimental effect on the success of the English national team, that has a long history of underperforming at major tournaments.

            Within the United Kingdom, soccer is hugely popular. Residents get to enjoy some of the best foreign talent competing within the Premier League, and have access to many different types of soccer activities. Many people with a passion for the game will take to coaching. The current trend is that more and more coaches are becoming frustrated at a lack of coaching opportunities, and are often seeking these opportunities in other countries. Could it be that the talent pool of British coaches is being weakened by such migrations? Is it indicative of a glass ceiling that is halting the progression of talent?

            It is important to ascertain the main motivational factors that can draw coaches to work abroad, as doing so will shed some light on why Britain is losing hundreds and thousands of coaches every single year, which could potentially benefit international competitors. It must also be determined the opinions that coaches hold of the opportunities to work at home, as it may be more of a swaying factor than the enticement of moving abroad.

Introduction

The topic to be tested within this study is that of migration of British coaches. There is an increasing number of Britons that are choosing to migrate overseas to embark on coaching opportunities. As the Football Association looks to improve soccer at all levels, coaching is a huge part of their reform. It would be in their best interests to know if many of the best and brightest of the future generation of coaches will still be around to help be part of this revolution. Despite having one of the most popular and successful leagues, England has only one major honour at senior international level; the World Cup of 1966. The other three home nations of Wales, Scotland, and Northern Ireland regularly fail to qualify for major tournaments. With their accumulative population, the three nations are still just a fraction of the population of England, and their teams and leagues are not global brands like those found in England.

Opportunities for British coaches appear to be limited, yet a backlog is being created on this conveyor belt of coach education. It is a highly competitive industry, with not enough positions available to cater to the demand. That is why many will either seek such opportunities abroad, or find alternative career paths.

Theoretical Perspective

To ascertain the feeling towards staying or moving, the responses from coaches will be scrutinised along two main dependent variables; do you feel there are enough opportunities to make a living from coaching in the United Kingdom, and is that the biggest factor in deciding to work abroad or stay at home? 

To conduct such research, it will be necessary to reach a large group of coaches, both within the UK, and those who have migrated, and ask them for their opinions and feelings in regards to opportunities at home and opportunities abroad. It would also be important to delve deeper into these motivations, and identify what other factors play a role in the search for coaching opportunities, such as; education level, salary, desire to travel, experience, wanting to learn more about soccer in foreign countries, wanting to learn new languages, and ascertain the prominence of each, in addition to other potential motivations. Are these the main reasons for leaving the UK, or are they added bonuses? Do the coaches feel as if they have to leave to be able to further their career? Does the lifestyle of the USA or Middle East appeal to coaches, and soccer just gives them the avenue into the industry?

These results will be scrutinised, and some participants may be asked follow up questions in the form of an interview so that further clarification and detail can be gained, adding yet more depth to their responses. Employment history, experience, and coaching education levels will be compared between coaches who have or desire to work abroad, and those who have no desire to work abroad, as well as their current education or career level, referring back to the earlier question, but more in depth, and with far less bias.

The research will be compounded with literature that sheds light on many of the issues discussed within this study. Subjects that will be explored include reasons for migration, job satisfaction, and how opportunities can affect both. Why is there a distinct lack of opportunities at home? And why are so many foreign nations seemingly desperate to import British coaches? How has such a situation that leads to soccer coach migration been created?

Research Question

The variables that are relevant to this hypothesis both concern opportunities to coach; at home and abroad. Due to the large amount of time, money, and effort required to obtain licenses, it is not inconceivable to believe that one should be aptly rewarded for their dedication. Many coaches will hold ambitions of progression within their career, and as such, will wish to be able to make a living from coaching. The United Kingdom is “soccer crazy”, and the country is able to sustain around one hundred and fifty professional clubs, including some of the largest in the world. The level of competitiveness is high, much like the level of dedication required to obtain the licenses necessary to coach. If coaches cannot obtain work within their homeland, then expect to see many attempting to forge a career in another country. Sometimes to gain experience, sometimes to make a permanent move, but most frequently as some type of career progression. Most British coaches will likely be open to the idea of coaching abroad, and for many it will be as a direct result of the opportunities that are available. This is perhaps the perception that a lot of coaches have which would explain their need to migrate.

Chapter Two: Literature Review

The adage of the British Coaches Abroad website is that “You’re never too far from a British coach” also claiming that “The UK is generally not an option for many of us.” There are some huge organisations that operate within North America that make it their business to recruit coaches from the British Isles and place them within clubs across the Atlantic. YES Soccer, based in Illinois, asked @CoachingFamily, a Twitter account devoted to soccer coaching knowledge and expertise and over forty six thousand followers to assist in a poll, and the results read like this:

Would you rather: Coach part-time in an English Premier League academy, or full-time in a youth club stateside? Conducted on the 6^th of September, 2016, the respondents totalled to 333, and overwhelmingly chose the latter option of coaching in the USA at 61%. One could easily discern between “part-time” and “full-time” in the two options, but this is indicative of the opportunities that are available. The general consensus is that in order to make a living from coaching soccer in the United Kingdom, a coach has to progress very high up the ladder, and such positions are scarce, and therefore highly sought after. The amount of hours, training, and money spent on improving as a coach, to many, can only be justified by a full-time wage or career, often only to be found overseas.

As determined by the work of Borges, Rosado, Oliveira, & Freitas (2014), the coaches from their study were moving abroad to make a professional career for themselves, to seek cultural challenges in foreign countries, and to develop the sport in a country abroad. The main driving factor was the professional career. From their work, coaches working abroad can fall into one of three categories; ambitionist, cosmopolitan, pioneer.

The ambitionist seeks to achieve the highest level possible in their career. A move abroad can sometimes be a stepping stone to a better job, or a gateway to new experiences and opportunities. In playing terms, the best players wish to move to the top European clubs to compete with and against the best in the world. For coaches, the opportunity to develop as a coach, or reach roles that are more challenging and bring more responsibility, may be found abroad. Many countries do not have a soccer education infrastructure, and as such, a lack of talent exists, with migrant coaches filling the void.

The cosmopolitan coach possesses motivations to migrate that can be as much about exploring culture as they can be about furthering a career. If a platform exists that enables a coach to learn more about their sport, yet at the same time learn new languages and become more culturally diverse, this will open up and enhance their career prospects in global sports that can often have multi-national teams.

The pioneer moves to grow the sport in a nation that is either unsuccessful, or a location where the sport is unpopular. Within soccer, it was mainly the British that first took to bringing the game to new shores, originally spreading the game through infrastructure and export of British workers, before establishing professional clubs that sought top coaches. As written by Taylor (2010, p. 144) “Mason has commented that British coaches ‘were to be found everywhere, from Spain to Hungary, to Italy and Uruguay’.” Between the World Wars, British coaches migrated to Spain, France, Switzerland, Germany, and the Netherlands. During that time, Austria and Hungary became two of the most revered countries in world soccer, and so they replaced the flow of British coaches in Europe.

Following the Second World War, British coaches began migrating to Scandinavia, and then to other English speaking countries, such as the USA, South Africa, and Australia. At that time, the other English speaking nations were not established giants of the game, yet due to a common culture, could have seemed more appealing to the migrating British coaches. By the 1970s, British coaches were being imported to the Middle East, with some of the Gulf Nations looking to be taken more seriously on the world sporting stage.

Opportunities at Home

At the current time of writing, within the English Premier League, the top coaching positions are predominantly taken by foreign coaches. Out of twenty clubs, only four have English managers, with one Scottish and two Welsh. As Gary Stevens (2016), former professional player and now exiled British coach, and many others can attest to “Working abroad wasn’t something that I planned. But the fact is, it’s very hard to get jobs in England.”

A problem faced by many young coaches is the cost of the licensing. The cost to gain the UEFA A License with the English FA is £2,965, compared to around £750 for the same qualification in Germany (Foster, 2016). The irony is that until coaches can operate at A License level, they will be most likely working part-time, and yet without the A License, it is very difficult to; a}. earn the money required to apply for the course, b}. be accepted on the course due to lack of top level experience.

There are five levels of coaching qualification within English soccer; Level 1, Level 2, and then come the elite levels of UEFA B and UEFA A, followed by UEFA Pro. To get to the A License, coaches will have had to have invested over £4,000 of their own money to obtain the necessary licenses, before taking the Pro License, which is worth over £8,000 (Foster, 2016). Those sums of money are hard to front for coaches that have made their own way up through grassroots and youth soccer, clearly favouring the riches of the ex-professionals that could easily afford such expensive courses. It is the fees, not the challenge of obtaining the licenses, that are turning many coaches off from the prospect of furthering their careers (Lomas, 2013).

At the top level of English football, the game is a global brand. Just as the world’s best players are imported, so are the world’s best coaches. From this point of view, it makes sense that there would not be many Britons in important coaching positions, as they are competing against a global talent pool. What provides cause for concern is that only one English coach has won any kind of top European honour in recent history, which was Steve McClaren’s FC Twente side winning the Dutch league in 2010 (BBC, 2010). McClaren obviously had to go abroad to win this title. Scottish managers have had much success in England, with Kenny Dalglish and Sir Alex Ferguson winning a plethora of titles, but they are long retired, and there is no apparent generation of successful Scottish coaches about to take their place. Even the most recent longstanding England national team coach, Roy Hodgson, made a name for himself abroad, coaching in Italy and Switzerland, following a hugely successful spell in Sweden (Phillips, 2016).

Two factors are apparent in influencing coaches to not take jobs in the UK; the cost of the licensing, and the preference for foreign coaches. The preference for foreign coaches is due to their comparative quality. There are many commentators, when discussing the state of English soccer, believe some ex-professionals are not keen to take jobs that they view as beneath them, such as working in the lower leagues. Instead, they wait for the opportunity to become available at reputable club in the Premier League, and then inevitably fail due to their lack of coaching ability (Magowan, 2010). Many of those that coach within English professional football never do so again after their first job (Whitehouse, 2016).

The opportunities do exist for ex-professionals to work in academies, but this is part-time work that will not be able to match the salary of their playing days, and so many pass on such opportunities (Moxley, 2016). For coaches from a non-professional background, academies are viewed as the hallowed ground, but by the time these coaches are experienced and knowledgeable to coach within academies, they will be at a stage of their lives that would require something more substantial than part-time work.

Opportunities Abroad

Challenger Sports, a US based soccer coaching company, claim to send over one thousand coaches from the UK to the USA and Canada every year (Challenger Sports, 2016). Many of these coaches are new, starting out their careers, and are seeking valuable experience. Some migrate for the experience of another culture, one that is similar to their own. Encapsulated in this is that soccer is still growing in the United States, and the migration of coaches can represent the pioneer spirit. It requires a more ability to make it as a coach in the US than it ever has done, but with lack of opportunities at home for both experienced and inexperienced coaches, it provides an easy transition to work in a developing soccer nation, that has a similar culture and a shared language, and can provide realistic, long term employment in the game.

Even as a UEFA A coach, it can be difficult to obtain a full-time wage working within coaching in England. Conversely, coaching abroad usually requires only a Level 2, and sometimes even a Level 1. Over 200 applicants sent their résumés in to third division MK Dons following the dismissal of coach Karl Robinson (Ward, 2016), highlighting the fierce competitiveness on behalf of the potential coaches. In the United States alone, many large soccer organisations are competing to recruit from a pool of British coaches, demonstrating a complete reversal in the balance of power between prospective employee and prospective employer.

To work for Arsenal Soccer Schools in Saudi Arabia, a coach would need to have a B License. The position would provide a tax free salary of £2,800 per month, with a free apartment, including all bills paid for, and a company car (FA Licensed Coaches Club, 2016). By comparison, an academy job in England would require a B License, sometimes an A License, and depending upon the team, would pay an hourly rate of between £15-£30 per hour, offering between four and ten hours per week (Careers In Sport, 2016). Short term jobs in the United States will offer $170-230 per week, for between twenty to thirty hours per week, staying with host families, and being treated like royalty (Careers In Sport, 2016), with zero bills to pay, while travelling around a number of states. The short term contracts are for summer camp work, and are very popular for students. For those wishing to stay long term, seasonal nine month contracts can be obtained, paying above $280 per week, with free accommodation or host family stay, and a car. Nine month contracts very quickly lead to residency status, and promotion within the company, working towards citizenship.

China is very quickly beginning to rival the riches available in Middle Eastern countries. The Chinese Super League is investing heavily in foreign players, and are beginning to import coaches to match the quality and growth of the league, while the Middle Eastern countries, particularly Qatar, where the Aspire Academy is aiming to be the best youth academy on the planet by 2020 (Aspire Academy, 2016), and are hoping to improve their stature within the global game in time for the 2022 World Cup. Due to the growth, much like has happened within English soccer when the Premier League expanded quicker than the talent pool available to it, these countries are doing all they can to incentivise the movement of talented foreign coaches.

Chapter Three: Methodology

The data that requires collection concerns two factors; the perceived lack of coaching opportunities within the British Isles, and how appealing the possibilities are of coaching abroad. Within this, it would be ascertained if British based coaches feel that they struggle to make a living from coaching soccer, and if they believe that they are unable to find worthwhile and challenging positions. It must be discovered how deeply the coaches have considered moving abroad, or if they have already travelled, what motivated them to do so?

For the coaches that have opted against the prospect of working abroad, it is paramount to determine what has influenced that decision; personal preference or depth of opportunities at home, and how much they know about the opportunities available and the benefits associated with moving to another country.

Research Design

To achieve this research study, a time limited investigation will be undertaken. The research method is quantitative as it provides a structure in order to analyse data, collective objective data to measure reality.

The research study will use online questionnaires for the collation of data. The questions will be closed ended. The advantages of this is that respondents can answer them in their own time and the responses should be easier to analyse and look for trends. The questionnaire will require for the participant to enter their age and their highest attained coaching qualification.

Sampling / Population

In order to determine if young British soccer coaches are being enticed to go abroad with the aim of seeking opportunities for employment, questionnaires and interviews will be conducted with British based coaches between the ages of twenty to thirty-five to determine why they are, or why they may wish to pursue opportunities abroad. With the English Football Association making it a primary target to raise the coaching standards up and down the country, still it can be found that thousands of coaches are leaving both permanently and temporarily each year, seeking opportunities and experiences abroad. Asking the coaches within this age bracket directly what their motivations and justifications are, would make it possible to identify and determine the key factors that influence these young soccer coaches.

Coaches of any nationality may answer, providing they have spent at least two years coaching within the British Isles. The United Kingdom and Republic of Ireland are two very closely linked nations that have a wealth of talented foreign coaches that have assimilated within the culture, that also look to travel via British links to coach abroad.

The age of coaches will be limited to thirty-five and under. As coaches become older and more experienced, it is likely that they will gain families, properties, and other responsibilities that will provide too many variables for consideration. A twenty-one-year-old coach may decide to not travel as the prospect of independence within a new culture may pose too daunting, whereas perhaps a forty-year-old coach may not choose to travel due to not wishing to uproot the spouse and children. Younger coaches are less likely to have such restraining commitments, meaning that their decisions will be based more upon comparing options at home to options overseas.

Organisations

British coaches, both at home and abroad, under the age of thirty-five, will be solicited to answer an online questionnaire. These coaches will be reached via a network of contacts within the game at clubs, leagues, and the FA Licensed Coaches Club. To reach this network, links to the online questionnaire will be posted via Facebook, LinkedIn, and Twitter, as well as being submitted to Hampshire FA and other county associations for local distribution. It is anticipated that more than three hundred coaches will respond. Coaching groups on Facebook such as Keep It On The Deck, Football Coaching Drills, and The Coaching Manual, Grassroots Coaching, in addition to the Twitter handles of @UEFABSupport, @UKCoachingBible, @CoachingFamily, and the LinkedIn groups of Football Coaches Network, Professional Football and Soccer Coaching, Jobs and Careers in Football, Grassroots Football Coaches.

Instrumentation

This is a quantitative research study, but if necessary as previously stated the researcher may   follow up on some of the questionnaires by interviewing participants. The online survey tool, Survey Monkey will be used. A sample of the questionnaire, which can be found in appendix, will be tested on 5 people to ensure that the questions are understood. Participants will be asked to respond within a two-week time frame.

Data Collection

The data collected from the online survey will be analysed, each individual response will be reviewed and matched with others to ascertain if there are any obvious trends in the responses which would enable the researcher to see any common themes or any outlying responses. Numerical data will be presented in graph format with additional commentary where appropriate.

The questions within the questionnaire will consist of a mixture of closed questions and multiple-choice questions, with the option to express further opinions. Firstly, it will be necessary to establish the age of the respondent, in addition to their highest coaching qualification. The questionnaire will then begin to investigate the motivations and experiences of the respondent, discovering whether they have coached abroad, and whether they intend to or not.

Using a Likert-scale, the coaches will be asked their opinions in regards to the perceived lack of opportunities in the UK, to determine how much the respondents agree with such a perception. Questions 7 and 8 will only be available to some respondents, depending upon whether they have coached abroad or not. These questions will provide the respondent with many answers to select, being able to select as many as applicable, in order to express their motivations in regards to coaching abroad or staying in the UK. Both questions will provide an ‘other’ option for coaches to explain any other factors that have not been listed within the question.

Another multiple-choice question will be available to all respondents to answer which factors they feel could be influencing coaches to seek employment abroad, as well as an ‘other’ for further factors not included. The final question, again using a Likert-scale asks if the participant would still seek employment abroad if they were doing well in the UK. It is believed that the answers to these questions will help to identify the main pushes and pulls towards coaches when considering coaching overseas.

Limitations

Ethically, this study must do all possible to prevent the results from being tainted by confirmation bias. Due to the nature of the research, and the presumption of the sentiment that coaching abroad is what good coaches are supposed to do, it is important to shape and word questions in a way that does not nudge the participant towards one particular line of thought. If young British coaches hold no ambitions of working abroad, they must feel comfortable to explain their feelings. A way to avoid this can be to have them state their ambitions very early on, in addition to using open ended questions that are not leading in any way. The agreed University ethical process will be followed. All participants will be provided a consent form online before taking part in the survey. The consent would include a brief description of the study, its purpose and what will happen with the findings of the study. No names or addresses will be recorded or shared.

The term ‘British based’ may be a little confusing and perhaps too broad. Foreign coaches that have been educated and experienced within the British coaching education should not be discounted from the results as they would be products of the British coach education system, and thus their experiences and opinions would be relevant. As it is a survey regarding coaching abroad, perhaps some respondents from abroad will misinterpret the meaning and believe that the questioning can apply to them, and as such will answer them from the perspective of a coach that has not experienced the British coaching industry. There are also no parameters in place to prevent coaches outside of the age bracket from responding, and entire faith is placed upon the reliability of the honesty of respondents.

Questionnaire

11.  What is your age?

18 – 19 – 20 – 21 – 22 – 23 – 24 – 25 – 26 – 27 – 28 – 29 – 30 – 31 – 32 – 33 – 34 - 35

22.  State your Highest coaching qualification:
Level 1 – Level 2 – UEFA B – UEFA A – UEFA Pro

33.  Do you currently or have you ever coached outside of the UK?
Yes - No

44.  Would you consider coaching outside of the UK? Or again? Or permanently?
- Never have, and would not consider coaching abroad.
- Never have, and would consider coaching abroad.
- Already have, and would not consider coaching abroad again.
- Already have, and would consider coaching abroad.
- Currently coaching abroad, and will return permanently to the UK in the future.
- Currently coaching abroad, and would like to remain coaching abroad.

55.  Do you view your long term coaching future in the UK or abroad?
UK – Abroad

66.  How much do you agree with the statement “There is a lack of opportunities for coaches to work within soccer in the UK?”

Strongly Disagree – 1 – 2 – 3 – 4 – 5 – 6 – 7 – Strongly Agree

77.  (Only for coaches that have coached abroad) Which of the following do you prioritise when considering the possibilities of coaching abroad? Select all that apply:
- Earning potential.
- Possibility to gain experience and improve as a coach.
- Possibility to work with better teams and players.
- Career prospects and progressions.
- To experience other cultures.
- To learn other languages.
- To learn about soccer from another world view point.
- Attractive wage packet plus amenities.
- To travel and explore the planet.
- To permanently settle in another country.
- To expand and grow the sport in an under developed soccer nation.
- To experience a better climate or location.
- Other. Please specify _________

88.  (Only for those that have not coached abroad) Which of the following apply to your decision thus far to not coach abroad? Select all that apply.
- I have a good position with a club in the UK.
- Soccer in other countries is typically inferior to the UK, and I want to be amongst the best.
- I do not wish to live in a country with different customs or a different language.
- I would miss British food.
- I would miss my friends and family too much to leave.
- I have too many responsibilities; partner, business, property, dependents etc.
- I do not have the money to afford the initial flight or visa costs.
- I have not yet found the right opportunity, or an opportunity that I find appealing.
- I would be fearful of migrating to certain countries due to crime and violence.
- Other. Please specify _________

99.     Which factors do you believe influence British based coaches to seek coaching employment overseas? Select all that apply.
- Lack of earning potential.
- Lower standard of facilities.
- The cost of gaining licenses in order to progress up the coaching ladder.
- Lack of respect displayed towards volunteer and paid coaches by parents and players.
- The difficulty of having to balance part-time work and other commitments with coaching.
- The British weather.
- The difficulty of earning a full-time wage from coaching
- The fierce competition for the available roles.
- Lack of professionalism within grassroots.
- Lack of support and guidance from the governing bodies.
- The perceived glass ceiling that can prevent non ex-professionals from gaining highly rated jobs.
- Other. Please specify _________

110.  How much do you agree with the statement “If I had a decent full-time coaching job in the UK, I would never have considered moving abroad to coach”

Strongly Disagree – 1 – 2 – 3 – 4 – 5 – 6 – 7 – Strongly Agree

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