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![Survey on Mentorship
Seventy-one percent of companies reported having a formal
mentoring program - India-HQ companies (79 percent) more than
India-Subsidiary companies (68 percent).
[Source: India Bench-marking Report 2010]](https://image.slidesharecdn.com/coachingmentoring-150425140648-conversion-gate02/85/Coaching-mentoring-20-320.jpg)
![Survey on Mentorship
Seventy-one percent of companies reported having a formal
mentoring program - India-HQ companies (79 percent) more than
India-Subsidiary companies (68 percent).
[Source: India Bench-marking Report 2010]](https://image.slidesharecdn.com/coachingmentoring-150425140648-conversion-gate02/75/Coaching-mentoring-20-2048.jpg)
Uploaded byAshutosh Mishra
Coaching & mentoring
The document provides an in-depth analysis of coaching and mentoring. It defines coaching and mentoring, outlines their key differences, and examines how organizations incorporate them. Coaching focuses on short-term tasks while mentoring emphasizes long-term development. Several companies are discussed that employ coaching and mentoring programs, including Coca-Cola, Deutsche Bank, Barclays Wealth, Tesco and Saint-Gobain. Surveys show benefits include retention and personal development, while challenges include poor matching and lack of support.
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Coaching & mentoring
- 1. COACHING & MENTORING An in-depthanalysis
- 2. Ashutosh Mishra (039) AshokPandey (043) Charlotte Baptista (008) Grishma Salvi (052) Vishal Rijjia (48) Group 1|EMBA 2014-16
- 3. Learning objectives Bythe end of the session, the learner should be able To understand the key concepts in coaching and mentoring To differentiate between coaching and mentoring To examine how organizations incorporate coaching and mentoring in their training agendas To evaluate the effectiveness To analyze the benefits and challenges in implementing coaching and mentoring programs
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- 5. What is coachingand mentoring? A training strategy that involves pairing experienced professionals with newer employees to: Help them adapt to the environment and culture of the workplace. To help them settle into the surroundings and get off to a good start. To provide them benefit from personal guidance on specific job duties, processes or responsibilities. To help develop other employees along a specific career path, such as management.
- 6. Coaching versus mentoring COACHINGMENTORING Task-oriented Relationship-oriented Short-term Long-term Performance-driven Development-driven Doesn’t not require design Requires a design phase Immediate supervision is a critical partner Immediate manager is directly involved
- 7. Training - Coaching- mentoring
- 8. Mentor-Protégé relationship Functionsof a mentor Coaching Role modeling Counseling Friendship Exposure and visibility The protégé’s responsibiliti Willingness to learn Ability to accept feedback Willingness to “stretch” Ability to identify goals
- 9. The GROW Modelof Coaching G – Goals = agree on coaching aims R – Reality = address real issues O – Options = identify & evaluate approaches available W – Will = help person to work out how learning will be applied
- 10. Organizations that employcoaching and mentoring
- 11. Coca-Cola The coachingand mentoring programme at Coca-Cola follows a ten-point procedure illustrated below: 1. mentee identified 2. identifying developmental needs 3. identifying potential mentors 4. mentor/mentee matched 5. orientation for mentors and mentees 6. contracting 7. periodic meetings to execute the plan 8. period reports 9. conclusion 10. evaluation and follow up Both coaching and mentoring are used as tools to support HRD strategy and, therefore, the wider objectives of value generation within the company. Directly linked to long- term corporate strategy. Although less formal, it is structured through five different categories which provide a flexible approach for different situations: Modelling Instructing Enhancing performance Problem solving Inspiration and support.
- 12. Deutsche Bank –focus on women More coaching and mentoring needs to be done at an early stage in women's careers, because one of the problems for investment banks and law firms, in particular, is that at a senior level the women have already opted out. One of the ways in which Deutsche Bank is addressing this question is with one-to-one maternity coaching for its senior female staff, group workshops for more junior females and a one-to-one coaching programme for all line managers of those taking maternity leave. This programme was a success and Deutsche Bank had a return
- 13. Barclays Wealth –focus on women Barclays Wealth has a number of initiatives in place to embed gender diversity across its working culture and ensure that more talented and gifted women secure the top jobs. Maternity coaching for women and their line managers Internal mentoring programme as part of its Women's initiatives Network (WiN). Executive coaching to its high-potential, top-tier female managers.
- 14. Tesco & Saint-Gobain Tesco has employed a coaching consultant to help building consistency into its in-house team of accredited coaches. Involved training members of Tesco's Training Academy and Personnel teams in its 360o strengths profile tool, Strengthscope. Saint-Gobain, a global specialist in construction materials, which employs more than 15,500 people in the UK and Ireland alone, uses a mixed approach: External coaches work with cross-functional groups to enhance our networks and team performance in pursuit of shared objectives A team of internal coaches is used for career coaching
- 15. DHL – ROIon coaching/mentoring If any mentoring or coaching programme is to be justified, it is vital that some form of measurement and evaluation takes place. This may involve 360 degree employee feedback, both before and after, looking at how performance and behaviours have changed Alternatively, KPIs or hard financials are a more appropriate yardstick. Logistics group DHL Supply Chain Integrates its coaching and mentoring with more formal training and on-the-job learning Tracks investment against a range of measures: e.g., logging an individual's progress against corporate expectations of taking on
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- 17. Peer Coaching IndiaSurvey NO. QUESTIONS RESPONSES A What percentage of your Potential Leaders discuss their challenges with Peers during peer conversations? 76% B What percentage of your Potential Leaders arrive at solutions from such peer conversations? 44% C What percentage of your Potential Leaders set Goals during such peer conversation? 21% D What percentage of your Potential Leaders get support from Peers to follow-through these Goals? 8% The following questions were asked from a select few Learning & Development professionals through a survey developed by Peer Coaching India
- 18. The survey resultswere shared with HR leaders and their comments: Peers discuss workplace issues on a regular basis more so informally Peers network through social interactions and thus discuss these issues across workplaces The content of these workplace related discussions is mostly about bosses and company policies These discussions give them a sense of commonality and security that they are not alone in such issues Listening to each other’s issues they find/ get guidance on the solutions to their issues
- 19. Survey findings WhilePeer conversations may provide solutions, goal setting is minimal due to lack of structure in these conversations Goal setting in these conversations is dependent on the solution seeker and the seriousness of the issue Even when someone sets a goal and shares it with peer/s he is unlikely to seek support from peer/s Lack of support from peer/ peer group is due to no such expectations from each other Lack of support from each other is because individually everyone has his own list of follow-ups and can barely find time or inclination to support others
- 20. Survey on Mentorship Seventy-one percent of companies reported having a formal mentoring program - India-HQ companies (79 percent) more than India-Subsidiary companies (68 percent). [Source: India Bench-marking Report 2010]
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- 24. Benefits (1/2) Coachingand mentoring can provide an array of benefits for organizations of all sizes Retention Helps encourage loyalty to the company. When experienced professionals help mold the career of and provide opportunities for mentees, these individuals may feel a greater sense of connection and commitment to the business. Personal Development Can help guide an employee along on his/her career path Allows individuals to resolve issues and concerns within a trusted and confidential relationship Helps reduce frustrations on a personal level and improve the job satisfaction.
- 25. Benefits (2/2) TeamEfficiency Allows managers to identify the weaknesses and strengths of each employee Allows the organization to plan available resources to maintain smooth functioning when employees request vacation or take a sick day. Versus Training In the context of training budget cuts, coaching and mentoring allows you to “do more with less” One US study showed that while training alone increases productivity by 22.8%, for training combined with coaching the figure was nearly 90%. Serves as a bridge between training and implementation. Specific benefits include better communication and interpersonal
- 26. Challenges (1/2) Mostbarriers to effective mentoring and coaching stem from: Issues of organisational culture where the prevailing culture is not sympathetic to mentoring and coaching, or does not fully understand it. Personality issues between those involved in mentoring and coaching programmes.
- 27. Challenges (2/2) Challengesto effective mentoring/coaching include: Poor matching of mentors or coaches to their protégés Lack of managerial support at higher levels Resentment from those not chosen to participate in mentoring and coaching programmes, perhaps due to a perception of favouritism The creation of unrealistic expectations as to what mentoring and coaching can achieve The blurring of role boundaries, for example, between the role of manager and mentor.
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