Mentoring and Coaching as a development strategy Essay

Executive SummaryThere be many benefits in adapting learning and t individually programs to an organisation in order to come apart human capital. However, there ar argonas where caution must be exorcized in order to avoid adverse outcomes. This report issues interpreters from coca sess Foods and coffee berry Bean and Tea ruffle Corporation of their mentoring and train strategies and how they operate these in line with concern goals to better(p) benefit the organisation.IntroductionIt is imperative that an organisation holds a sustainable hawkish advantage in order to be a successful handicraft and maintain a profit. Competitive advantages can be ascertained done and with the strategic use of human capital to action high acting organisations. This can be referred to as a Resource Based horizon forward motion to organisational dodging in human resource management monetary value (Kraaijenbrink, 2011). Mentoring and teach is low costand highly effective way of ontogeny human capital (Veale, 1996).Defining Mentoring and CoachingThough there are overlaps, mentoring and jitneying are two separate organisational tuition techniques, twain approaches contain contrary treates and different goals. A educates purpose is to leaven an individuals performance by increasing their competence and the likelihood of success (Raymond & Winkler, 2013). They do this through providing objectives, techniques, practise and feedback. Relationship building is the elemental focus when it comes to mentoring, therefore the selection process is decisive to the success of this slam (Veale, 1996). A mentor is someone who has much experience and significant fellowship can how things regulate in that industry. The alliance is of a dinner dress personality and structured around the developmental needs of the mentee. In contrast to mentoring, autobusing is not predominately concerned with the relationship amid the parties notwithstanding rather the con cordance that the go-cart is of value.AdvantagesMentoring has been shown to be special(a)ly useful for woman and minorities is linked to mobility and vocation advancement (Veale, 1996). It is a low cost, highly effective learning process that can be used a marketing point to perpetrate prospective employees. Major advantages of a successful mentoring program include change magnitude job satisfaction, performance, commitment and cross-functional knowledge, it is also highly effective in consolidation a mentee into an organisations culture (Raymond & Winkler, 2013).Coaching advantages lay within its processes and outcomes. It is way of facilitating perennial learning and increasing accountability with a goal of producing highly skilled, much productive employees (Veale, 1996). It is key to producing an atmosphere which enhances persistent and purposeful learning through goal setting and response.DisadvantagesMentoring and learn provide many potential benefits for an organisa tion, vindicatory it is unwise to assume perfect results every time. In dealing withhuman capital, there comes human factor issues resulting from communicational and emotional influences. It is pregnant to interpret any potential issues that whitethorn arise in order to forestall them. Potential concerns in regards to mentoring whitethorn include Mentees may developing false expectations about their potential. Mentee may not take responsibility for their own development The mentor relationship may fuel work gossip at higher levels.Confidentiality breachesCoaching disadvantages lay in employee preference, some prefer more indirect criticism as to protect their feelings and others consider correction as punishment (Veale, 1996). Also aiming may lose its personal approach when in group environment and therefore produce a ostracise outcomes, as many people learn in different ways. Lastly, feedback from coaches is rigorously objective and may be incorrect or biased ground on a gency preference rather than results.Critical Success FactorsIt is serious that coaching is perceived as a positive process, as peculiar(a) styles and perceptions of coaching may undermine the intention. A Setting must be established of confidence and respect that is problem focused and change orientated. communion is key when it comes to mentor and coaching programs (Veale, 1996).As the mentor relationship critical to its success, mentor selection process must be strictly adhered to. A good mentor is a productive worker, successful in their work, appreciates workings for the organisation, is comfortable with listening and being asked questions, and providing advice and perspective (Veale, 1996). Additionally, it is important that participation of both parties is voluntary and that a detailed policy and procedure must be drawn up and adhered to. It must include format for contracting, confidentiality requirement, feedback guidelines and a formal time limit for the programme. It is also imperative that both parties are from different departments to avoid direct reporting or conflicts of interest.Mentoring and Coaching Methods ExamplesThe following provides example of how specific organisations get the most from mentor and coaching strategies. coca plant poop FoodsCoca cola foods have advanced their human resource strategy by investing resources in to formal programs that promote mentoring relationships (Veale, 1996). In practical application of Resource Based View, their aim is to streng consequentlyce the link between developmental focus and business strategy and to better match personal and organisational needs using a variety of development tools. They use a combination of both Mentor and coaching systems within the organisation to strive this goal.The following Formal Mentoring Process is followed by many organisations, itemly Coca Cola Foods.1. Mentee identifiedEligible applicants are sort in septuple ways, depending on job level, department and individuals characteristics. Once stone pit group is de bewitchingd, mentees can be identified by volunteering, being nominative or competing through testing and application.2. Developmental needs identified respective(prenominal) development plan is prepared though defining individuals developmental needs. The mentee and their boss can disclose areas they feel need work and skill deficiencies can be revealed through assessment.3. Potential mentors identifiedA pool of potential mentors is generated through assessed general ability and willingness to handle the role. Mentors may enter this process by volunteering, recruited by senior managers or chosen by mentee.4. Mentor is matched to menteeThe mentees developmental needs are matched against a mentor that holds the ability to provide training or guidance in those areas.5. druthers for mentors and menteesThis orientation occurs before the initial relationship commences and covers types of activities, time obligations, time and re ckon support, reporting requirements, and the responsibility of the mentee for their development.6.ContractingAn agreement is drawn up that includes a development plan, confidentiality condition, consultation frequency, length of relationship, mentoring activities and role of mentor7. cyclic meetingsTo execute the plan through coaching and feedback sessions.8. Periodic reportsTo evaluate the success of the mentoring programme. Periodic status reports should completed by both mentor and mentee. This step may be skipped depending on the level of formality in the programme.9. Conclusion ending of a mentoring relationship is contingent on accomplishing the goals set out in the initial agreement.10. Evaluation and follow-upAt this stage both parties are interviewed in regards to the value of the process, timing and other related concerns that could affect the process.Coca Cola Foods also uses mentoring techniques which they define very broadly in to 5 different styles. This gives coache s flexibility to adapt to different situations and needs. Many of these styles overlap provided the objective is not theoretical precision, but usefulness.1. Modelling i.e. do as I doOften people need to define a thing done in order to understand and do it themselves. A coach should enact the skills and values they are trying to instil to aid learning process.2. Instructing i.e. do as I tell youThis particular style of coaching requires the coach to teach the coachee a skill. This mirrors the directing coaching type in Hersey-Blanchard manikin as it does not require particular input or reflection from the coachee (Mind Tools, 2014). Coca cola recommend a five step process to instructing.1. Plan Provide a mental imagery of what is expected and an over view of the goal and process to reach that outcome.2. distinguish verbally highlight specific tasks to be completed.3. Show Provide example i.e. modelling.4. Do encourage the coachee try the tasks at hand.5. Correct Provide feedba ck on their actions and adjust if necessary.3. Enhancing performance i.e. do this betterIt is assumed when using this model that the person has prior understanding of what is required of them but needs improvement. This style resembles coaching identified in the Situational Leadership Model. steps include1. apologize the performance and why it is important. This provides justification for enhanced effort. 2. Ask for input. Taking in to account the coachees ideas on barriers or possible improvement strategies, provides probability for the coachee to feel in control of their learning process and help the coach discover misunderstandings along the way. 3. Provide feedback and improvement ideas. Coach knows best. 4. Summarise with a plan. This builds a sense of group effort. 5. Offer support. Interest and involvement of coach helps coachee feel their contributions count. 4. Problem solving i.e. figure it out this wayThe coach helps the coachee learn and use a method of problem solvi ng by providing a format as well as school principaling the process. Steps1. Involve participants coach asks participants for specific description of problem including all stakeholders influence, then summarises 2. Funnel problem Coach looks at a variety of causes, what factors lead to this and the meaning behind it. A force field analysis is a good way of coming to a decision on funnelling the issue. run field analysis involves analysing forces for and against a particular change and defines reasoning behind the outcome (Mind Tools, 2014). 3. Build plan suggest strategies, people, action steps and document dates. 5. Inspiration i.e. you can do itCoach inspires mentee using personal connection. A sports coach cheering from the sideline or Nikes slogan just do it would be good modern day examples of this. Another fine example would be Barrack Obamas 2008 victory speech, yes we can enliven hope and resilience in American citizens, following decades of a uncouth divided by war an d race, quoting Abraham Lincoln We are not enemies but friendsCoffee Bean and Tea leafCoffee and Tea riffle provide good example of the effectivity of coaching as a development technique. In 2004 this company had seen rapid growth planning to figure deoxycytidine monophosphate newborn stores to their chain, they were placed in the position requiring over 100 new general managers (Blanchard & Dressler, 2006). Their aim was to invest in training in order to retain and grow effective management and develop new ones. The decision was made to participate in Blanchards Situational Leadership IIR program. instruct began with an impact map that clarified a line of site between situational leadership, course learning and individual coaching, critical leader tasks and outcomes. These impact maps were revisited throughout the training to ensure application of training and help provide associate between learning, personal accountability and company goals. Knowledge content was then provid ed electronically to the staff over a 2 week period, afterwards which participants gathered for knowledge application. This step required ten telephone facilitated, hour-long coaching sessions over the period of 20 weeks focussing on application in relation to Coffee Bean and Tea Leaf business goals.The course then went through an evaluation process to determine whether the training was effective. It was prime that the initiative had a very positive business impact with less(prenominal) than 3% disagreeing with the proposition that they put the training valuable. 67% believed the this training would develop someone for a more responsible, contest leadership position and 64% believed the course would help a marginal perform team particle become a high performing team member.RecommendationsIn equivalence Coffee Bean and Tea Leafs mentor and coaching strategy with that of Coca Cola Foods, I believe that Coca Cola foods strategy provides more advantages. Coca Cola foods adapts bo th mentoring and coaching strategies in a variety of ways to adapt to each individuals learning preference, whereas Coffee Bean does not.A main criticism of Coffee Beans strategy is that coaching seasons were not required to be face to face. It is important that a face to face bond is formed between the coach and coachee in order to avoid miss communication often associated with automobile trunk language. This technique could be considered quite impersonal and lead to adverse effects.It was found that around 35% disagreed that the course would help a marginal performing team member become a high performing team member or develop someone for a more responsible, challenging leadership position, which I believe is a significant amount (Blanchard & Dressler, 2006). This crook could be improved by requiring face to face communication with the coach during the 20 week application period.ConclusionGenerally, coaching is an informal relationship between a boss and their employee with the mutual objective of increased performance. Mentoring is a formal relationship, separate from the organisation with a broader scoped objective dependant on the mentees needs. Mentors may also use coaching types to help mentee achieve their goal. Both processes are key to building high performance organisations through human capital and therefore establishing competitive advantage within a market. Examples from Coca Cola Foods and Coffee Bean and Tea Leaf provide insight into coaching and mentoring development strategies at play, specifically describing the connections between employee developments and achieving business goals.BibliographyBlanchard, S., & Dressler, D. (2006). Coaching and Traing at Coffee Bean and Tea Leaf. In R. Brinkerhoff, apprisal Trainings Story (pp. 199-217). San Francisco, CA Berrett-Koehler. Kraaijenbrink, J. (2011). The Oxford Handbook of Human Capital. In A. Burton-Jones, & J. C. Spender, Human Capital in the Resource-Based View. Mind Tools. (2014). Force F ield Analysis. Retrieved from Mond Tools indispensable Skills for an excellent career http//www.mindtools.com/pages/article/newTED_06.htm Mind Tools. (2014). The Hersey-Blanchard Situational Leadership Theory. Retrieved fromMind Tools substantial skills for an excelent career http//www.mindtools.com/pages/article/newLDR_44.htm Raymond, N. A., & Winkler, C. (2013). In Training & Development Learning for sustainable Management 2e. Australia Mc Graw Hill Education. Veale, D. J. (1996). Mentoring and coaching as part of a human reasource development strategy an example at coca-cola Foods. Leadership & system of rules Development Journal, 16-20.