Coaching And Mentoring Essay

Different types of coaching and mentoring that can be offered

To understand how coaching and mentoring will be implemented we must understand what types of these programmes can be used. There are many types within both but as certain developmental needs have been identified within your organisation through performance reviews, we should focus on three types for both mentoring and coaching that can help develop better customer care and IT skills. The BREFI group (2015) gives us a few different types below:

Performance coaching - enhances an individual’s performance in their current role at work, to increase their effectiveness and productivity at work. ("Performance Coaching")

Skills coaching. - focuses on the core skills an employee needs

A staggering ‘83% of organisations surveyed source coaches internally, while 65% hire them in.’ We can see that in this statistic, line managers seem to be the ‘go to’ for coaching and mentoring. Although organisations lean heavily on managers, the question is whether this is the most beneficial route when coaching and mentoring. We can see that one of the main advantages of using line managers to coach/mentor is that they are freely available within every organisation and often already have a good rapport with their team and others in the organisation. The CIPD (2007) survey shows us that three-quarters of line managers have taken on greater responsibility within coaching and in this we can see the importance of line managers within learning and development. Hutchinson and Purcell (2015?) state that ‘front-line managers, like team leaders, are critical agents in the people and performance causal chain since they are the ones who can create effective team functioning.’ Line managers have the ability to understand their team and therefore can lead them into the right direction when it comes to effectiveness. What we must remember is that not all line managers will want or have the ability to

This will always filter down to the rest of the organisation if the Executive Team and any senior management are fully involved. The CIPD (2009) states that the VT Group plc took a “top-down approach...Senior executives and managers have all undertaken training in coaching and as a result the approach has been embedded into the organisation.” By taking an approach like this, the whole organisation becomes more aware of the importance of such a programme. It has high results as well as stated within the VT Group plc, within two years their revenues and profits