COACHING AND MENTORING

Coaching and Mentoring: an Effective Way to Train

Table of Contents

Introduction3

Discussion3

Coaching3

Coaching applies only to one-to-one work.4

Coaching is mostly about providing new knowledge and skills.4

Coaches need to be expert in something to coach.4

Coaching has to be done face-to-face.4

Mentoring5

Employees Development5

Organizational learning strategies, practices, and techniques6

Assessment Approaches7

Multisource Feedback8

Individual Assessment8

Intervention Approaches9

Analyze the influence of organizational learning on business trends, issues and opportunities10

The role of professional development strategies in maximizing member engagement and productivity12

Conceptualization of issues concerning the human element13

The impact of professional development strategies on organizational learning14

Learning by Personal Experience as an Individual16

Learning by Personal Experience with a Group17

Conclusion17

References19

Coaching and Mentoring: an Effective Way to Train

Introduction

To attain victory in nowadays' workplace, involvement in mentoring and coaching measures is important. mentoring and coaching are more considerable than ever since they assist the contemporary, team-based businesses. It does not matter what position you hold in the company. More people work together as equals, and they are expected to train and develop one another. “coaching and mentoring” facilitate such learning and also support the current emphasis on continuous learning (Erik 1998). Enabling workers to contribute more fully and productively to their jobs is now considered essential to corporate success. mentoring and coaching act as essential corporation builders in creating agreement between organizational and project learning. Coaching and mentoring has been proven as an effective way to train employees. This paper analyzes the effectiveness of coaching and ”mentoring” programs from successful companies.

Discussion

Coaching

To understand what coaching truly involves, it is also helpful to understand what it does not. Several of these false stereotypes, as explained by Ian Cunningham and Linda Honold, follow: (Ian 1998)

Coaching applies only to one-to-one work.

In reality, the entire team or another group can also be coached. As a team member, or team leader, you might make a suggestion to the group, such as, “Why are we rushing through such an important issue?”

Coaching is mostly about providing new knowledge and skills.

The truth is that people often need more help with underlying habits than with knowledge and skills. A good example is coaching another person about work habits and time management. You can provide the individual with loads of useful knowledge and techniques. If the person is a procrastinator, however, he or she must reduce procrastination before time management skills will help.

Coaches need to be expert in something to coach.

To use a sports analogy, a good coach doesn't have to be or have been an outstanding athlete. An important role for the coach is to ask pertinent questions and listen. Questioning and listening can help the other person set realistic learning goals.

Coaching has to be done face-to-face.

The face-to-face approach facilitates coaching. Nevertheless, telephone and email are useful alternatives when time and distance create barriers. A worker on a field trip, for example, might send his coworker/coach an email message asking, “The customer says that if I make a mistake with this installation, he'll never do business with us again. Any suggestions?”

Mentoring

“Mentoring” is more important than ever because it supports the modern, team-based ...