File Name: examples of coaching and mentoring in the workplace .zip
A few months into my career at Facebook, my manager, Yishan, found out that I was rubbing my colleagues the wrong way.
- What are the benefits of coaching and mentoring in the workplace?
- Coaching and mentoring employees
- How to coach teammates: A key responsibility of effective leaders
Coaching and mentoring can be effective approaches to developing employees. Both have grown in popularity, with many employers using them to enhance the skills, knowledge and performance of their people around specific skills and goals. This factsheet offers a definition of coaching and mentoring, distinguishing between the two and emphasising the need to link with overall learning and development strategy. It looks at those typically responsible for coaching, both internal and external to the organisation, and how to develop a coaching culture. Deciding when coaching is the best development intervention is key to harnessing its potential.
What are the benefits of coaching and mentoring in the workplace?
Coaching and mentoring can be effective approaches to developing employees. Both have grown in popularity, with many employers using them to enhance the skills, knowledge and performance of their people around specific skills and goals. This factsheet offers a definition of coaching and mentoring, distinguishing between the two and emphasising the need to link with overall learning and development strategy.
It looks at those typically responsible for coaching, both internal and external to the organisation, and how to develop a coaching culture. Deciding when coaching is the best development intervention is key to harnessing its potential. Lastly, the factsheet considers the central role of line managers and people professionals in managing coaching and mentoring activities. While the focus of this factsheet is on coaching, much of it also applies to mentoring.
Coaching aims to produce optimal performance and improvement at work. The process typically lasts for a defined period of time or forms the basis of an on-going management style. Although there's a lack of agreement among coaching professionals about precise definitions, there are some generally agreed characteristics of coaching in organisations:.
Mentoring in the workplace tends to describe a relationship in which a more experienced colleague shares their greater knowledge to support the development of an inexperienced member of staff. It calls on the skills of questioning, listening, clarifying and reframing that are also associated with coaching. One key distinction is that mentoring relationships tend to be longer term than coaching arrangements. In a succession planning scenario, for example, a regional finance director might be mentored by a group level counterpart over a lengthy period to develop a sound approach to dealing with the board, presenting to analysts and challenging departmental budgets.
More information on mentoring approaches to develop individuals for key or leadership positions can be found in our succession planning factsheet and in our report Attitudes to employability and talent.
CIPD members can make use of their mentoring skills in helping young job seekers into work through our Steps Ahead Mentoring campaign. Our research published in Volunteering to learn: employee development through community action also demonstrates that such schemes and other volunteering opportunities can help build coaching and mentoring skills.
Although coaching and mentoring programmes are widespread within organisations, there are challenges about how best to manage and deliver them. While some organisations hire external coaches, particularly when coaching those in very senior management or leadership positions, external mentors can also be an expensive option. Line managers are often expected to operate internally in a coaching capacity in the workplace. Peer coaching, particularly by those with a known specialism, is also an option.
These will include as a minimum:. Once these are addressed, practitioners can focus on the practical aspects of working through who will deliver the coaching and how this is to be implemented. Coaching may be delivered by members of staff or by external coaches.
The findings from our Learning and skills at work survey illustrate that line managers are most likely to take the main responsibility for delivering coaching. Typically, organisations apply coaching as a day-to-day management activity, embedded into one-to-one meetings and performance conversations. An issue that is often raised is how effectively managers can coach their own staff, given the power relationship and the need for some distance and impartiality in the coaching relationship.
Coaching can be a challenging activity for both internal and external coaches. Those involved in coaching need structured opportunities to reflect on their practice, either in one-to-one or group sessions. Such opportunities can provide support and help coaches continuously to develop their skills, while they can also act as an important quality assurance activity for organisations and a source of organisational learning about issues addressed in coaching sessions.
Where a combination of coaching responsibilities exist, it can be helpful if internal and external coaches share supervision arrangements and have opportunities to discuss coaching generally. This enables external coaches to attain a better understanding of the organisation and to share their perspectives on what is happening within the organisation.
This particularly relates to the ability to coach business leaders to help them identify and solve particularly business challenges. However, coaching is just one of a range of interventions that organisations can use to meet identified learning and development needs.
Its merits need to be considered alongside other types of development interventions. Employee preferences also play a part. There is a danger that coaching can be seen as a solution for all kinds of development needs, whereas it must only be used when it is clearly seen as the best way of helping an individual learn and develop. It's also important to remember that sometimes individuals may not respond well to coaching. This may be because their developmental needs are best dealt with by another type of intervention.
For example, coaching may not be an appropriate intervention if the individual is resistant to coaching or lacks self-insight. By being evidence-based, coaching can be more effective for both individuals and organisations. Listen to our podcast Is coaching actually solving problems for organisations? The quality of coaching and the results it delivers depend on identifying appropriate performance gaps, choosing appropriate coaches and mentors, managing relationships and evaluating success.
People professionals need to understand when coaching and mentoring are appropriate and effective interventions in relation to other options. And they need to be clear on how to select appropriate external coaches and mentors by having a clear set of critiera to match the individual and organisational needs.
Our Learning cultures report highlights the importance of creating a positive environment for learning. Line managers play an important part of creating this environment, so it is fundamental that they are developed accordingly. The Coaching and Mentoring Network. European Mentoring and Coaching Council. London: Kogan Page. Hants: Business Books. HR Fundamentals.
London: Routledge. AZIZ, H. Strategic HR Review. Vol 18, No 1. Reviewed in In a Nutshell , issue KASE, R. Human Resource Management. Vol 58, No 1. People Management online. CIPD members can use our online journals to find articles from over journal titles relevant to HR. Members and People Management subscribers can see articles on the People Management website.
David also has a background in 'lean' and has worked as a Lean Engineer in a number of manufacturing and food organisations. Stuart builds proposals and designs courses for UK and international clients. He manages the delivery of face to face and digital programmes, continuously refreshing content and producing new products. Throughout his work he values authenticity, coachability and personal energy.
Develop your coaching skills and the confidence to adopt a coaching approach with this research-led virtual learning programme. Episode We explore the development of the coaching culture and how coaching is becoming the new norm for real-time performance management. Home Knowledge hub People management fundamentals Getting, developing and keeping the right people Developing your people Coaching and mentoring. On this page On this page Introduction What are coaching and mentoring?
Creating a coaching culture Who delivers coaching in organisations? When is coaching the best development intervention? The role of people professionals in managing coaching activities Useful contacts and further reading Explore our related content.
Introduction Coaching and mentoring can be effective approaches to developing employees. What are coaching and mentoring? What is coaching? Although there's a lack of agreement among coaching professionals about precise definitions, there are some generally agreed characteristics of coaching in organisations: It's essentially a non-directive form of development. It focuses on improving performance and developing an individual. Personal factors may be included but the emphasis is on performance at work.
Coaching activities have both organisational and individual goals. It provides people with the opportunity to better assess their strengths as well as their development areas. It's a skilled activity, which should be delivered by people who are trained to do so. This can be line managers and others trained in coaching skills.
What is mentoring? The aims of providing workplace coaching and mentoring programmes include:: Assisting performance management. Preparing and supporting people through change. Supporting self-directed learning and development. Sharing curated resources. These will include as a minimum: What is the organisation's strategy? How does the organisation position itself?
What priorities does the organisation have? Who supports coaching and mentoring? Who delivers coaching in organisations? Effectiveness of line managers as coaches Typically, organisations apply coaching as a day-to-day management activity, embedded into one-to-one meetings and performance conversations. Coaching supervision and support Coaching can be a challenging activity for both internal and external coaches.
Some examples of situations where coaching is a suitable development tool include: Helping competent technical experts develop better interpersonal skills.
Developing a more strategic perspective after a promotion to a more senior role. Handling conflict situations so that they are resolved effectively.
Coaching and mentoring employees
Coaching in the business world is a much more subtle affair, encouraging talents to shine through nurturing and attention. Having said that, shouting and whistles might work for some; successful coaching relationships are highly dependent on the personalities involved. Coaching at work is designed to help employees learn or enhance specific skills. It focuses on one individual over a defined period of time , helping them to develop effectively. It can be used to:. The objective of coaching at work is to help an employee make a distinct improvement in an agreed area. That improvement might be measurable through KPIs, or it might be a softer target.
How to coach teammates: A key responsibility of effective leaders
Mentoring is a formal or informal relationship established between an experienced, knowledgeable employee and an inexperienced or new employee. Or, the mentor helps the continuing employee grow in their current position and become ready for new jobs and career opportunities. Mentoring can also assist an employee, new to a specific job or area of responsibility, to quickly learn what they need to know to succeed in their job and role. An overall career mentor can help an employee develop skills, take on more challenging roles and responsibilities, and generally, guide the progress of an employee's career.
Coaching and mentoring can provide an array of benefits for organizations of all sizes, especially small businesses. When conducted in an efficient and productive manner, coaching and mentoring provides employees a way to connect, learn and grow within the company and along their own career paths. The importance of mentoring in an organization can often be overlooked as the benefits are not easily quantifiable. Coaching and mentoring involve pairing experienced professionals with employees that could use help adapting to the environment and culture of the workplace. This can include pairing a mentor with new employees to help them settle into the surroundings and get off to a good start.
What are the benefits of coaching and mentoring employees? Coaching and mentoring an employee makes them more valuable to your organisation by developing and enhancing their skills—both professionally and personally. By being interested in the growth of your staff, you're showing them that you care about their progress. And this can increase their loyalty to you. Some choose one method over the other. Generally in the workplace, coaching an employee is a shorter, more specific affair.
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