Briefing On Coaching And Mentoring Management Essay

apprise On instruct And Mentoring Management EssayThis paper allow critically assess the of import processi angiotensin-converting enzymes to teach and instructing mark schooling demand to spiel up and implement effective strategies for learn job and mentoring it go away also identify the main barriers and blockages to effective train and mentoring and lastly, it bequeath expand on the requirements of an effective learn and mentoring strategy.This paper go forth provide answer to the sideline questions position and critically analyse the barriers and blockages that may occur to the supremacyful carrying out of a coaching and mentoring end at Coca- gage FoodsIdentify management strategies that could be characterd to exceed blockages.Discuss the agency played by key be mete outnplace stakeholders in enabling a learning culture in the workplace and identify how they could be employ to attention ensure that coaching and mentoring scheme was full accepted a nd allowed to run successfully.What is coaching and mentoring?According to a journal from the (CIMA) website highborn technical briefing mentoring and coaching (2002), there is no universal definition for either of the terms (coaching and mentoring), as it corporation be defined otherwise in different contexts. For example in Australia, wild vitality coaching is likely to be associated with humanistic psychology, whereas in the UK, is more likely to be associated with fringe medicine (Clutterbuck, D., 2008). However, in this paper coaching and mentoring is discussed in an organisational context.The rent Institute of Personnel and evolution (CIPD) factsheet (2011) describes coaching and mentoring as a reading technique used to enhance an exclusives skills, knowledge or work mathematical process based on the use of unmatchable-to-one discussion.Parsloe (1999, p8) defined coaching as, a process that enables learning and stimulatement to occur and thus consummation to impro ve. He also added that in order to become a successful coach, one will need a comprehensive understanding of the various process, styles, skills, and techniques abstract to different coaching situations.On the other hand, mentoring relates primarily to the identification and nurturing of latent for the unit of measurement person (Megginson Clutterbuck, 2005). In other words, a mentor acts as an adviser, counsellor, role posture, and also, helps the client build a wider network from which to learn and influence.The differences surrounded by coaching and mentoring.The table below shows the differences between coaching and mentoring (Clutterbuck, 2008 Praxis newsprint 14, 2007 CIMA Technical Briefing, January 2002). coachMentoringAddresses performance in few aspect of an individuals work or life.Often associated with the entire formulatement and c beer progress of an individuals work or life.More task-oriented, skills- concentrateed, directed and time-bound.More circularise-e nded personal development.Focuses on achieving specific objectives, usually within a preferred time period.Follows an open evolving agenda and deals with a range of issues.Similarities in coaching and mentoring.In some shifts, coaching and mentoring sh atomic number 18 some common features such as two coaching and mentoring has to do with asking the right questions in order to pay back individual self-awareness which croupe, in turn, lead to informed decision making, at whatever level of concern.They some(prenominal)(prenominal) offer a medium for analysis, objurgation and exercise that ultimately allows the individual to improve in one more areas of their life or work.Coaching and mentoring are two linked with organizational salmagundi initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal reputes and aims.Why are coaching and mentoring programs important for organizations?Several organizations use coaching and me ntoring programs as a fundamental part of the human resource development approach (Ensher white potato vine (2010).Organizations benefit from coaching and mentoring programs as employees affix their sense of loyalty and committedness as a result of effective communication (Ensher Murphy (2010).Coaching and mentoring programs are also used as a tool by organizations to attract new employees, and for the retention of high potential talent.Coaching and mentoring programs offers a preventive option to improve performance before it becomes costly to the organization (Praxis theme 14, 2007).With todays complex and fast-changing working environment, self-awareness, trust and human relationships between managers and employees is vital. Therefore, coaching and mentoring programs offers a two-way relationship with both the individuals and the organizations, providing the opportunity to address such issues in a non-threatening way (Praxis Paper 14, 2007).What types of approaches and mod els are available for coaching and mentoring?It has been declared that coaching and mentoring can be seen as different styles on a continuum, with different approaches being worthy in different circumstances (Praxis Paper 14, 2007).Coaching MentoringFigure 1 The Coaching/Mentoring Continuum (Praxis Paper 14, 2007)Main guideSkills Performance Potential PersonalObjectivesFinite/concrete Role/competencies multiplex/evolvingStyleDirective Non-directiveDurationShorter LongerThe most(prenominal) appropriate approach depends on the main aim of the intervention. These could beDevelop their skills the coach usually has does a lot of telling and has specific and clear goals on how to develop the coachees skills. In most occasions, they aim the expertise in the related battleground and want to pass it on.Improve their performance the coach usually pays detail attention to the behaviour of the coachee, allowing the coach to observe any block that could discover the coachees performance. The sprain model can be applied in this situation. The GROW model is a performance coaching model where the coach asks a series of questions relating to the coachees Goal, their Reality, their Options and their Will.Maximise their potential in this approach, the coach focuses on assisting the coachee to increase and expand their human capacities aiming at producing insight that allows them to see their situation from a different and wider perspective. A tool that can be used in this situation is the OSKAR model (Outcome, Scaling, Know-how and Resources). This model focuses on bringing out the existent skills and capabilities of the coachee to attain their self-defined goals.Proactively become the person they want to be this approach offers the coachee a chance to stretch and challenge themselves to learn. The coach usually focuses on the coachees intact life ( non just work) and does a lot of asking questions and sense of hearing. A good suited model for this approach will be t he co-active, as it balances is the quaternity corner coaching stones (the client is naturally creative, resourceful and consentient it addresses the clients whole life the agenda comes from the client and the relationship is designed alliance) to restore and give fulfilling meaning to the clients life.Stages in developing and implementing effective coaching and mentoring strategies.Burley Pomphrey, 2011cited in Clutterbuck (2003), identifies trio main stages for developing and implementing effective coaching and mentoring as context, process and outcome. These stages will enable the coach decide on the appropriate approach suitable for the intervention.An example of a typical coaching and mentoring process entails (Friday, E. Friday, S.S., 2002)Identifying the various gull audiences the programs are to serveIdentifying the criteria for selecting mentees and mentorsRecruiting qualified mentees and mentorsInterviewing and selecting mentees and mentorsMatching and provision men tees and mentorsEvaluating the mentee-mentor visualise.Putting Coaching and Mentoring into practice A case study of Coca-Cola FoodsTo address the first question, this segment will briefly describe the phoner (Coca-Cola Foods) and the coaching and mentoring scheme implemented, it will also identify the barriers and blockages that was encountered during this process.Company overviewCoca Cola is the fig one manufacturer of soft drinks and also one of the most recognizable brands in the world and in the world. With their headquarters is situated in Atlanta Georgia. Coca-Cola sells almost 400 different products in more than 200 different countries. 70% of its sales are generated outside of North America. Production is based on the franchise systemCoca-Cola coaching and mentoring program (Veale Wachtel, 1996). merciful Resource Development is find outed as a key to building competitive advantage in Coca-Cola Foods. The company views coaching and mentoring as a tool for directly enh ancing performance that is to continuously build employees skills in order to the creation of a high-performing organization. A challenge Coca-Cola was facing was the struggle to maximize and/or optimize their Human Resource Developments parcel to business success.In order to tackle this challenge, the company created a system of mentoring programs tools which included one -on-one mentoring, group mentoring and mentoring self-study. Up with the following approaches To strengthen the link between business strategy and developmental focus To involve leadership of the organization in all aspects of development To use a variety of developmental tools to match personal and organizational ask better.The main aim of the coaching and mentoring program at Coca-Cola is to help the individual (employee) better understand the company and his or her role in it.However, the case study focuses on the coaching and mentoring processes used by the company to develop their employees. To maximize the benefits of coaching and mentoring, Coca-Cola Foods trains managers to establish a communication environment of mutual respect that is problem-focused and change-oriented. some of the coaching and mentoring models used by Coca-Cola Foods in their training plans areThe Hersey-Blanchard model with its emphasis on both task and harbor skills as a requirement of good coaching. This model focuses on use different leadership styles. For example, instead of using just one style, the model encourages successful leaders to change their leadership styles based on the maturity date of the passel theyre leading and the details of the task.Also, the company uses Front-line Leadership programme which has raw material principles defining the tone and style of the conversation, and then other modules focused on the formats for communicating to enhance performance. The Front-line Leadership series clearly advocates mutual goal setting, discussion and problem solving within an atmosphere of t rust and collaboration.Some potential barriers and blockages that could occur while implementing the coaching and mentoring program.When a coaching and mentoring programme is initiated in an organisation, it is necessary to understand the potential barriers that may occur for both members of the relationship. Considering these in advance and pointing them out to the potential coach and coachee may help to overcome them at an early stage.The incorrect co-ordinated of mentors/coaches and coachee/ protgsThe lack of managerial supportThe resentment felt by those not involved in the coaching and mentoring programmes, perhaps due to a intelligence or favouritismThe creation of false promotional expectationsThe overdependence of the mentor or menteeGender inequalityBlurring of role boundariesThere are a number of factors which will contribute towards a successful relationship between mentor and mentee during the coaching and mentoring processesCommitment and interest of the individuals in volvedSufficient resources and organisational support victorious a holistic, personal approachEmbedding the process in the organisational contextSkills and hold of coaches and mentorsRecognition of cross-cultural issuesEnsuring an enabling external environment.Managerial strategies that could be used to overcome blockages.There are different ways a mentee can be supported, checked, encouraged and given constructive feedback. With each strategy, it is important to be aware of its purpose, appropriateness, the likely impact and its value to the mentee.Strategies can include enceinte advice offering the mentee your opinion on the best course of action.Giving information give information on a specific situation (e.g. tint for resource).Taking action in support doing something on the mentees behalf.Observing and giving feedback work shadowing and observation by either or both parties. Observation coupled with constructive feedback is a powerful learning tool.Reviewing reflection on experience can develop understanding allowing one to consider future needs, explore options and strategies.The selection of strategies can be guided by a number of factors, such asValues and principles underpinning the mentoring scheme in this case, encouraging self sufficiency and empowerment.Shared understanding between mentee and mentor of the purpose behind the mentoring relationship.Quality and level of the professional person relationship.Level of experience and need of the mentee.Level of mentors own awareness and comfort with the mentoring processManagers will require the following skills for them to be good coaches and mentorsThe role of stakeholders in coaching and mentoringIt is crucial for managers to see the value and understand the importance of developing individuals, teams and the boilersuit organisation.The primary relationship in any coaching or mentoring scheme is between the coach/mentor and the individual, but this may not be the only important relationship. Other key stakeholders such as the people representing the organisations interests, in most cases an HR and/or learning and development practitioner, and the individuals manager. all(prenominal) of these parties are interested in improving the individuals performance and therefore their contribution to the organisation.In the case Coca-Cola Foods, a ten-part coaching and mentoring scheme was initiated. Most facilitated mentoring programmes have a formal process which defines each step and audits the ongoing success of the programme. Although these processes will differ somewhat in how they address the needs of the stakeholders, most programmes generally follow procedures similar to those belowMentees identified in this step, Coca- Cola Foods identifies the group of people who are eligible for the mentoring programme. This can be through with(p) in a variety of ways looking at definite job levels, departments, employee characteristics, etc. Once the target group is defined, speci fic mentees can be identified by having them volunteer, be nominated by a boss or other sponsor.Identify developmental needs the developmental needs are determined and an individual development plan is hustling in this stage. This can be done by having the mentees disclose what they debate are their developmental needs, having bosses determine these needs, and/or having skill deficiencies revealed through assessment.Identify potential mentors this step produces a pool of individuals who can serve as mentors. They may volunteer for the role, may be chosen by a mentee, or may be recruited by senior managers. Prior to selection, a mentors general ability and willingness to handle the role should be assessed.Mentor/mentees matching a mentor is selected for a specific mentee after considering the skills and knowledge needed by the mentee and the ability of the mentor to provide practice or management in those areas. Compatibility of styles and personalities can be critical.Mentor and mentee orientation before the cash in ones chips of the mentoring relationship, an orientation is held for both the mentors and mentees. For mentors this orientation covers time commitments, types of activities, time and budget support, the relationship with the natural boss, reporting requirements and the mentees responsibility for the development.Contracting a clear agreement is an essential foundation for a good mentoring relationship. It includes a development plan, confidentiality requirement, the eon of the relationship, frequency of the meetings, time to be invested in mentoring activities by each party, and the role of the mentor.Periodic meetings most mentors and mentees meet for performance planning, coaching, and feedback sessions. The frequency can be determined by the nature of the relationship and by geographical proximity. At these meetings, both parties are candid about progress of the process.Periodic reports it will be easier to evaluate the success of the mentor ing programme if periodic status reports are by both the mentor and mentee. Depending on the level of formality in the programme, this step may or may not occur.Conclusion a mentoring relationship concludes when the items delineated in the initial agreement have been stark(a) or when time/business/budget constraints will prevent the relationships from continuing. It may also be concluded when one of the pair believes it is no long-range productive for them to work together.Evaluation and follow-up after the relationship concludes, both the mentor and mentee are questioned, via interviews or other assessment instruments, about the value of the process, timing, logistics, time constraints and any other valid concerns that could affect the mentoring process.Communication is a plays a major role in building a coach/coachee relationship. Both parties can benefit from analysing a number of key skills (active bewareing and questioning).The skill of Active ListeningActive listening is th e ability to listen and internalise what is being said, essentially listening and understanding. You can use your whole self to convey the message of an active listener involved in the discussion, showing interest, gaining trust and respect. This can be achieved by using communicative and non-verbal communication.Using the art of questioningQuestioning, if used effectively, is a very expedient and powerful tool. It allows the mentee-mentor relationship to develop, assisting the mentee in exploring and understanding their experiences with the hope of formulating avenues and actions for the future.ConclusionThe implementation of coaching and mentoring programmes at Coca-Cola was successful, as these programs helped strengthen the company and also fostered professional growth and development for the employees. Because there is a great deal of distinguish regarding the important contributions which mentors make to career success, and because Coca-Cola has tied both mentor and coachin g programmes to business goals, it would seem that Coca-Cola Foods approach is in line with both the scientific evidence and with recent proponents of achieving competitive advantage through people.