RUNNINGHEAD: MENTORING AND COACHING

Mentoring and Coaching

Mentoring and Coaching

Introduction

System adaptation of personnel in an organization is not only a package of documents regulating the activities to adapt a new employee. These are primarily people who carry out these activities. It includes people who directly assist the new employee to log into the course of the case, and those who organize this process and controls. And, of course, are the tools that they use in their work. In this regard there are various invaluable tools for adaptation personnel are mentoring and coaching. These concepts are often confused and it is believed that these are different names for the same. However, this is not the case as coaching and mentoring, despite the presence of common elements, significantly differs among them (Boyce, 2010, pp. 914-931).

Typically, coaching is as follows: a more experienced employee teaches a new employee that knows itself. Mentoring is aimed at finding new employee knowledge and skills needed in his future endeavors. Council, by example or otherwise transfer to the ward mentor experience. We can say that this kind of individual learning on the job. This approach has been practiced since time immemorial, and very well-proven. Indeed, an experienced officer knows a lot and a lot of knowhow; a person usually is aware of all the subtleties and nuances of the work. Of course, it will be just fine if he will share his knowledge with a novice. When you assign a mentor to consider not only his professional qualities, but also human then mentor should call empathy, and besides, he himself must be able and willing to work with people. Naturally, the process of mentoring should be organized so that the activities of the employee as a mentor do not affect his job. Otherwise, the system adaptation, based on mentoring, would not lead to increased and reduced productivity as a whole (Rocereto et.al, 2011, pp. 15-23).

Coaching in practice is quite different. In contrast, mentoring coaching is directed not so much on a direct learning, but rather on the fact as to maximize the potential to open a new employee and make him a full return to work. Coaching is based on the recognition that each person has much more ability than they normally exhibit. And the coach in his work is based not only on current performance the employee as to his potential, which seeks to discover the benefit of the company. A coach or manager, who owns the skills of coaching, not only provides guidance and instructs how to ask questions from others in the organization. Questions to ask the coach to a certain scheme (as they are called “good questions”) allow a novice in a new way to look at their work and their capabilities. On the other hand, the head coaching beautifully shows the real professional level of Novgorod officer at the moment and can plan their work on its development. From a novice can work full-time coach, or manager (usually the immediate supervisor), which owns the skills ...