Implementing Coaching and Mentoring 5ICM

Implementing Coaching and Mentoring 5ICM

This course aims to deepen the learners` comprehension of coaching and mentoring, as well as the potential benefits that these approaches may have for organizations. Additionally, the unit will provide the students with the chance to improve their mentoring and coaching abilities.

The first part of the lesson examines and distinguishes between the ideas of mentoring and coaching. We will examine the advantages for many parties involved, such as the mentor/mentee and coach/coachee. The course continues by examining various approaches to coaching and mentoring in the workplace, the function of line managers in these activities, and the elements that must all be taken into account before implementation. The subject gives the students pointers on how to assist with the adoption of mentoring and coaching programs in businesses.

This unit is appropriate for people who: work in or want to work in learning and development (L&D); want to learn more about coaching and mentoring and related concepts; want to improve their ability to implement coaching and mentoring within an organization; and want to help create a culture of coaching and mentoring.

Learning objectives:

After completing this lesson, students will be able to: 

  • Recognize the advantages, goals, and nature of coaching and mentoring in organizations.
  • Recognize the many ways that organizations may use mentoring and coaching.
  • possess the ability to assist an organization in putting coaching and/or mentoring programs into place.

Unit evaluation

The evidence that the learner provides for assessment must show that they have satisfied all learning objectives and assessment criteria for them to pass this unit.

Learning objectives

  • The student will comprehend the nature, objectives, and advantages of coaching and mentoring inside organizations.
  • Recognize the many ways that organizations may use coaching and mentoring.
  • possess the ability to assist an organization in putting coaching and/or mentoring programs into place.

Evaluation standards

1.1 Distinguish between the ideas of mentoring and coaching

1.2 Evaluate the advantages of mentoring and coaching for various stakeholders within organizations

2.1 Examine the various coaching and mentoring programs that organizations might use.

2.2 Assess line managers` contributions to mentoring and coaching

3.1 Evaluate the elements that organizations must take into account when putting coaching and mentoring into practice.

3.2 Provide well-reasoned suggestions for the creation and execution of coaching and mentoring programs.

3.3 Encourage the growth of mentoring and coaching within an organizational setting

5ICM Mentoring and Coaching

The purpose of mentoring is to help a person reach their full potential. The mentoree establishes their objectives. To assist the mentee in gaining awareness of his or her potential, the mentor provides candid feedback based on introspective observations. The mentee gains an understanding of their own experiences thanks to these insights. The person providing the progress report is the mentee. They could have long-term objectives, and they might evolve as they go. According to Clutterbuck, it`s a scenario in which an accomplished individual imparts his vast knowledge on how to carry out work and how to thrive in the business world. (Clutterbuck, 2004) Most people consider mentors to be someone who opens doors for opportunity and provide personal and political counsel. In general, they serve as role models. Rivera (2014)

The primary goal of coaching is to help a client perform better in a particular area or skill. Usually, the coached person sets the objective and works toward it with guidance from the coach. Since the coach is the one providing the feedback on the improvement, it is usually extrinsic. Since coaching is performance-based and objectives are hard to modify, it is often of a short-term nature. It is a brief intervention that aims to build a certain competency, according to Clutterbuck. Clutterbuck (2004)

Often used interchangeably, the phrases mentoring and coaching are quite similar. Clutterbuck pointed up a few parallels, including:

  • Both of these need prior assistance from the assistant. A coach or mentor should have sufficient experience to earn the confidence of the person they are coaching or mentoring.
  • Goals are the foundation of both coaching and mentoring. The learners have established these objectives for themselves. There won`t be anything to inspire coaching or mentoring without the objectives.
  • They both support dedication to action and growth, which aids in the achievement of personal objectives. [G. Bozer et al., 2015].
  • They both address the learner`s aspirations for personal development.
  • To assist someone in making long-lasting change, both support the investigation of needs, abilities, desires, and motivation.
  • In the way that they include the learner`s transitions, they both address the learner`s desires.

It is possible to conduct coaching and mentoring using several models. GROW framework. The acronym stands for the following: Goal, present Reality, Options, and Will. Set goals for yourself. To do this, after the coaching session, the coach or the mentee might decide on the intended objectives and results. Finding the mentee`s present situation in terms of abilities and competencies is the second stage. Next comes the choices section, which takes into account every avenue for enhancing abilities and competencies. She ought to contribute as well by exerting herself to reach the intended objectives. Finding the will is the next stage. At this point, the mentor recognizes every barrier preventing the attainment of the established objectives and devises a plan to get beyond them. The next step is to assign the mentee a job while keeping the difficulties in mind. The mentor watches the mentee`s determination and desire to overcome challenges, and when needed, they assist in developing new abilities. In 2011, Hal.R. and Jaugietis. Z.

It`s clear from the aforementioned paradigm that coaching and mentoring are connected and comparable. One may train and mentor someone using the aforementioned methodology. The primary goal is to accomplish the objectives. Although coaching and mentoring are somewhat similar, there are several important distinctions between the two concepts.

According to the definition, coaching does not need experience on the part of the coach; in contrast, mentoring follows a traditional route where a more seasoned individual offers advice to a less seasoned, younger person on politics or careers. The coach may be younger than the individual they are coaching, but the abilities are what count.

The mentee has the power while mentoring. He is the one leading the sessions and he owns the objectives. In a coaching relationship, the coach is often in command of the sessions. Although they never have complete control over coaching sessions, clients take ownership of their progress and provide feedback at all times.

In that a mentor is often required to provide personal anecdotes to motivate the mentee, a coach is similar to an emotionless mentor. As an alternative, a coach utilizes his expertise in a certain ability to assist a client hone his; he is not required to provide a unique experience. (NU.P and others, 2013).

Mentoring serves as guidance and advice. While coaching mostly focuses on upskilling and training to have a winning attitude, it does assist in achieving some peace of mind. It aids in raising self-awareness and finding roadblocks that keep someone from reaching their greatest potential.

Training takes time. Because it`s casual and intimate, it can endure a lifetime and develop into a friendship. While coaching has a fixed duration, the objectives are flexible. It disregards interpersonal ties in favour of outcomes. Changes to the objectives are challenging since the coach sets them primarily for the clients.

Typically, mentors provide their skills willingly. They find their work rewarding and seldom ever request money for their services, either informally or officially via the company`s mentorship programs. Conversely, coaches often demand money for their services. This is so that the business gains more from their services than the coaching customer does.

You can also read a sample Diversity And Inclusion 5OS05.

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