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Emerging literature indicates the critical value of employee coachability for individual, coaching practice, and organisational effectiveness across contexts. To expand our understanding of coachability and maximize its application within organisations, we require a greater understanding of its antecedents. Thus, this paper explicates and examines trait, motivational, and behaviourally based individual differences underlying employees’ coachability. Findings from this investigation demonstrate feedback orientation, expressed humility, and the instrumental feedback motive significantly influence employees’ coachability. This research contributes to the growing body of coachability literature and provides a strong foundation for enhancing its identification and development in organisational settings.