![]() ![]() Supporting self-directed learning and development.Īlthough coaching and mentoring programmes are widespread within organisations, there are needs to have clarity on:.Preparing and supporting people through change.The objectives of providing workplace coaching and mentoring programmes include: Designing and managing coaching and mentoring programmes is a key part of the L&D specialist knowledge area of our Profession Map. Our learning at work report shows that L&D teams view coaching and mentoring programmes as a priority and are exploring how digital tools can help with this. Our research published in Volunteering to learn: employee development through community action also demonstrates that such schemes and volunteering opportunities can help build coaching and mentoring skills. More information on mentoring approaches can be found in our succession planning factsheet and in our report Attitudes to employability and talent.ĬIPD members can make use of their mentoring skills in helping young job seekers into work through our Steps Ahead Mentoring campaign. An effective mentoring relationship is where there are learning opportunities for both participants, encouraging joint sharing and learning. Mentoring relationships work best when they move beyond the directive approach of a senior colleague ‘telling it how it is’. In a succession planning scenario, a regional finance director might be mentored by a group level counterpart over a lengthy period to develop a sound approach to dealing with the board, presenting to analysts and challenging budgets. One key distinction is that mentoring relationships tend to be longer term than coaching arrangements. It calls on the skills of questioning, listening, clarifying and reframing that are associated with coaching. Mentoring in the workplace describes a relationship in which a more experienced colleague shares their greater knowledge to support the development of an inexperienced individual. It's a skilled activity, which should be delivered by those trained in coaching skills.Coaching activities have both organisational and individual goals, for individuals to assess their strengths and development areas.Personal factors may be included but the emphasis is on performance at work. ![]() It's essentially a non-directive form of development focusing on improving performance and developing an individual.The process typically lasts for a defined period of time or forms the basis of an on-going management style.Īlthough there's a variety of definitions, there are some generally agreed principles of coaching in organisations: It focuses on specific skills and goals, and may also have an impact on an individual’s personal attributes such as social interaction or confidence. What is coaching?Ĭoaching aims to produce optimal performance and improvement at work. It’s possible to draw distinctions between coaching and mentoring although the two terms are often used interchangeably. Coaching and mentoring are development approaches based on the use of one-to-one conversations to enhance an individual’s skills, knowledge or work performance. ![]()
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