Briefing On Coaching And Mentoring Management Essay

This paper will critically measure the chief attacks to training and mentoring ; place information needed to set up and implement effectual schemes for training and mentoring ; it will besides place the chief barriers and obstructions to effectual coaching and mentoring ; and in conclusion, it will spread out on the demands of an effectual coaching and mentoring scheme.

This paper will supply answer to the undermentioned inquiries:

Identify and critically analyze the barriers and obstructions that may happen to the successful execution of a coaching and mentoring strategy at Coca-Cola Foods

Identify direction schemes that could be used to get the better of obstructions.

Discuss the function played by cardinal workplace stakeholders in enabling a learning civilization in the workplace and place how they could be used to assist guarantee that training and mentoring strategy was to the full accepted and allowed to run successfully.

What is training and mentoring?

Harmonizing to a diary from the ( CIMA ) web site titled “ proficient briefing: mentoring and coaching ( 2002 ) ” , there is no cosmopolitan definition for either of the footings ( training and mentoring ) , as it can be defined otherwise in different contexts. For illustration: in Australia, wild life coaching is likely to be associated with humanistic psychological science, whereas in the UK, is more likely to be associated with periphery medical specialty ( Clutterbuck, D. , 2008 ) . However, in this paper coaching and mentoring is discussed in an organizational context.

The Chartered Institute of Personnel and Development ( CIPD ) factsheet ( 2011 ) describes training and mentoring as a development technique used to heighten an person ‘s accomplishments, cognition or work public presentation based on the usage of one-to-one treatment.

Parsloe ( 1999, p8 ) defined training as, “ … a procedure that enables larning and development to happen and therefore public presentation to better ” . He besides added that in order to go a successful manager, one will necessitate a comprehensive apprehension of the assorted procedure, manners, accomplishments, and techniques appropriate to different coaching state of affairss.

On the other manus, “ mentoring relates chiefly to the designation and nurturing of potency for the whole individual ” ( Megginson & A ; Clutterbuck, 2005 ) . In other words, a wise man acts as an advisor, counselor, function theoretical account, and besides, helps the client construct a wider web from which to larn and influence.

The differences between training and mentoring.

The tabular array below shows the differences between training and mentoring ( Clutterbuck, 2008 ; Praxis Paper 14, 2007 ; CIMA Technical Briefing, January 2002 ) .



Addresss public presentation in some facet of an person ‘s work or life.

Frequently associated with the full development and calling advancement of an person ‘s work or life.

More task-oriented, skills-focused, directed and time-bound.

More open-ended personal development.

Focuss on accomplishing specific aims, normally within a preferable clip period.

Follows an unfastened evolving docket and trades with a scope of issues.

Similarities in coaching and mentoring.

In some instances, training and mentoring portion some common characteristics such as:

Both coaching and mentoring has to make with inquiring the right inquiries in order to bring forth single self-awareness which can, in bend, lead to informed determination devising, at whatever degree of concern.

They both offer a medium for analysis, contemplation and action that finally allows the person to better in one more countries of their life or work.

Coaching and mentoring are both linked with organisational alteration enterprises in order to assist staff to accept and accommodate to alterations in a mode consistent with their personal values and ends.

Why are training and mentoring plans of import for organisations?

Several organisations use training and mentoring plans as a cardinal portion of the human resource development attack ( Ensher & A ; Murphy ( 2010 ) .

Organizations benefit from training and mentoring plans as employees increase their sense of trueness and committedness as a consequence of effectual communicating ( Ensher & A ; Murphy ( 2010 ) .

Coaching and mentoring plans are besides used as a tool by organisations to pull new employees, and for the keeping of high possible endowment.

Coaching and mentoring plans offers a preventative option to better public presentation before it becomes dearly-won to the organisation ( Praxis Paper 14, 2007 ) .

With today ‘s complex and fast-changing working environment, self-awareness, trust and relationships between directors and employees is critical. Therefore, training and mentoring plans offers a bipartisan relationship with both the persons and the organisations, supplying the chance to turn to such issues in a non-threatening manner ( Praxis Paper 14, 2007 ) .

What types of attacks and theoretical accounts are available for training and mentoring?

It has been stated that training and mentoring can be seen as different manners on a continuum, with different attacks being suited in different fortunes ( Praxis Paper 14, 2007 ) .

Coaching Mentoring

Figure 1: The Coaching/Mentoring Continuum ( Praxis Paper 14, 2007 )

Main purpose:

Skills Performance Potential Personal


Finite/concrete Role/competencies Complex/evolving


Directing Non-directive


Shorter Longer

The most appropriate attack depends on the chief purpose of the intercession. These could be:

Develop their accomplishments: the manager normally has does a batch of “ stating ” and has specific and clear ends on how to develop the coachee ‘s accomplishments. In most occasions, they have the expertness in the related field and want to go through it on.

Better their public presentation: the manager normally pays peculiar attending to the behavior of the coachee, leting the manager to detect any “ block ” that could impact the coachee ‘s public presentation. The GROW theoretical account can be applied in this state of affairs. The GROW theoretical account is a public presentation coaching theoretical account where the manager asks a series of inquiries associating to the coachee ‘s Goal, their World, their Options and their Will.

Maximise their possible: in this attack, the manager focuses on helping the coachee to increase and spread out their human capacities taking at bring forthing penetration that allows them to see their state of affairs from a different and wider position. A tool that can be used in this state of affairs is the OSKAR theoretical account ( Outcome, Scaling, Know-how and Resources ) . This theoretical account focuses on conveying out the bing accomplishments and capablenesss of the coachee to achieve their self-defined ends.

Proactively go the individual they want to be: this attack offers the coachee a opportunity to stretch and dispute themselves to larn. The manager normally focuses on the coachee ‘s whole life ( non merely work ) and does a batch of inquiring inquiries and listening. A good suited theoretical account for this attack will be the co-active, as it balances is the four corner training rocks ( the client is of course originative, resourceful and whole ; it addresses the client ‘s whole life ; the docket comes from the client ; and the relationship is designed confederation ) to reconstruct and give carry throughing intending to the client ‘s life.

Phases in developing and implementing effectual coaching and mentoring schemes.

Burley & A ; Pomphrey, 2011cited in Clutterbuck ( 2003 ) , identifies three chief phases for developing and implementing effectual coaching and mentoring as: context, procedure and result. These phases will enable the manager decide on the appropriate attack suitable for the intercession.

An illustration of a typical coaching and mentoring procedure entails ( Friday, E. & A ; Friday, S.S. , 2002 ) :

Identifying the assorted mark audiences the plans are to function ;

Identifying the standards for choosing mentees and wise mans ;

Enrolling qualified mentees and wise mans ;

Interviewing and choosing mentees and wise mans ;

Matching and developing mentees and wise mans ;

Measuring the mentee-mentor experience.

Puting Coaching and Mentoring into pattern: A instance survey of Coca-Cola Foods

To turn to the first inquiry, this subdivision will briefly depict the company ( Coca-Cola Foods ) and the coaching and mentoring strategy implemented, it will besides place the barriers and obstructions that was encountered during this procedure.

Company overview

Coca Cola is the figure one maker of soft drinks and besides one of the most recognizable trade names in the universe and in the universe. With their central offices is situated in Atlanta Georgia. Coca-Cola sells about 400 different merchandises in more than 200 different states. 70 % of its gross revenues are generated outside of North America. Production is based on the franchise system

Coca-Cola coaching and mentoring plan ( Veale & A ; Wachtel, 1996 ) .

Human Resource Development is considered as a key to constructing competitory advantage in Coca-Cola Foods. The company views coaching and mentoring as a tool for straight heightening public presentation that is to continuously construct employee ‘s accomplishments in order to the creative activity of a high-performing organisation. A challenge Coca-Cola was confronting was the battle to maximise and/or optimise their Human Resource Development ‘s part to concern success.

In order to undertake this challenge, the company created a system of mentoring plans tools which included one -on-one mentoring, group mentoring and mentoring self-study. Up with the undermentioned attacks:

– To beef up the nexus between concern scheme and developmental focal point ;

– To affect leading of the organisation in all facets of development ;

– To utilize a assortment of developmental tools to fit personal and organisational demands better.

The chief purpose of the coaching and mentoring plan at Coca-Cola is to assist the person ( employee ) better understand the company and his or her function in it.

However, the instance survey focuses on the coaching and mentoring procedures used by the company to develop their employees. To maximise the benefits of coaching and mentoring, Coca-Cola Foods trains directors to set up a communicating environment of common regard that is problem-focused and change-oriented.

Some of the coaching and mentoring theoretical accounts used by Coca-Cola Foods in their preparation programmes are:

The Hersey-Blanchard theoretical account with its accent on both undertaking and support accomplishments as a demand of good coaching. This theoretical account focuses on utilizing different leading manners. For illustration, alternatively of utilizing merely one manner, the theoretical account encourages successful leaders to alter their leading manners based on the adulthood of the people they ‘re taking and the inside informations of the undertaking.

Besides, the company uses Front-line Leadership programme which has basic rules specifying the tone and manner of the conversation, and so other faculties focused on the formats for pass oning to heighten public presentation. The Front-line Leadership series clearly advocates common end scene, treatment and job work outing within an ambiance of trust and coaction.

Some possible barriers and obstructions that could happen while implementing the coaching and mentoring plan.

When a coaching and mentoring programme is initiated in an administration, it is necessary to understand the possible barriers that may happen for both members of the relationship. Sing these in progress and indicating them out to the possible manager and coachee may assist to get the better of them at an early phase.

The wrong matching of mentors/coaches and coachee/ proteges ;

The deficiency of managerial support ;

The bitterness felt by those non involved in the coaching and mentoring programmes, possibly due to a perceptual experience or favoritism ;

The creative activity of false promotional outlooks ;

The overdependence of the wise man or mentee ;

Gender inequality ;

Blurring of function boundaries

There are a figure of factors which will lend towards a successful relationship between wise man and mentee during the coaching and mentoring procedures:

Committedness and involvement of the persons involved

Sufficient resources and organizational support

Taking a holistic, personal attack

Implanting the procedure in the organizational context

Skills and experience of managers and wise mans

Recognition of cross-cultural issues

Guaranting an enabling external environment.

Managerial schemes that could be used to get the better of obstructions.

There are different ways a mentee can be supported, checked, encouraged and given constructive feedback. With each scheme, it is of import to be cognizant of its intent, rightness, the likely impact and its value to the mentee.

Schemes can include:

Giving advice – offering the mentee your sentiment on the best class of action.

Giving information – giving information on a specific state of affairs ( e.g. contact for resource ) .

Taking action in support – making something on the mentee ‘s behalf.

Detecting and giving feedback – work tailing and observation by either or both parties. Observation coupled with constructive feedback is a powerful learning tool.

Reviewing – contemplation on experience can develop understanding leting one to see future demands, explore options and schemes.

The choice of schemes can be guided by a figure of factors, such as:

Valuess and rules underpinning the mentoring strategy – in this instance, promoting ego sufficiency and authorization.

Shared apprehension between mentee and wise man of the intent behind the mentoring relationship.

Quality and degree of the professional relationship.

Degree of experience and demand of the mentee.

Degree of wise man ‘s ain consciousness and comfort with the mentoring procedure

Directors will necessitate the undermentioned accomplishments for them to be good managers and wise mans:

The function of stakeholders in coaching and mentoring

It is important for directors to see the value and understand the importance of developing persons, squads and the overall administration.

The primary relationship in any coaching or mentoring strategy is between the coach/mentor and the person, but this may non be the lone of import relationship. Other cardinal stakeholders such as the people stand foring the administration ‘s involvements, in most instances an HR and/or acquisition and development practician, and the person ‘s director. All of these parties are interested in bettering the person ‘s public presentation and therefore their part to the administration.

In the instance Coca-Cola Foods, a ten-part coaching and mentoring strategy was initiated. Most facilitated mentoring programmes have a formal procedure which defines each measure and audits the on-going success of the programme. Although these procedures will differ slightly in how they address the demands of the stakeholders, most programmes by and large follow processs similar to those below:

Mentees identified: in this measure, Coca- Cola Foods identifies the group of people who are eligible for the mentoring programme. This can be done in a assortment of ways looking at certain occupation degrees, sections, employee features, etc. Once the mark group is defined, specific mentees can be identified by holding them voluntary, be nominated by a foreman or other patron.

Identify developmental demands: the developmental demands are determined and an single development program is prepared in this phase. This can be done by holding the mentees unwrap what they think are their developmental demands, holding foremans find these demands, and/or holding skill lacks revealed through appraisal.

Identify possible wise mans: this measure produces a pool of persons who can function as wise mans. They may volunteer for the function, may be chosen by a mentee, or may be recruited by senior directors. Prior to choice, a wise man ‘s general ability and willingness to manage the function should be assessed.

Mentor/mentees fiting: a wise man is selected for a specific mentee after sing the accomplishments and cognition needed by the mentee and the ability of the wise man to supply pattern or counsel in those countries. Compatibility of manners and personalities can be critical.

Mentor and mentee orientation: before the start of the mentoring relationship, an orientation is held for both the wise mans and mentees. For wise mans this orientation covers clip committednesss, types of activities, clip and budget support, the relationship with the natural foreman, coverage demands and the mentee ‘s duty for the development.

Catching: a clear understanding is an indispensable foundation for a good mentoring relationship. It includes a development program, confidentiality demand, the continuance of the relationship, frequence of the meetings, clip to be invested in mentoring activities by each party, and the function of the wise man.

Periodic meetings: most wise mans and mentees meet for public presentation planning, coaching, and feedback Sessionss. The frequence can be determined by the nature of the relationship and by geographical propinquity. At these meetings, both parties are blunt about advancement of the procedure.

Periodic studies: it will be easier to measure the success of the mentoring programme if periodic position studies are by both the wise man and mentee. Depending on the degree of formality in the programme, this measure may or may non happen.

Decision: a mentoring relationship concludes when the points delineated in the initial understanding have been accomplished or when time/business/budget restraints will forestall the relationships from go oning. It may besides be concluded when one of the brace believes it is no longer productive for them to work together.

Evaluation and followup: after the relationship concludes, both the wise man and mentee are questioned, via interviews or other assessment instruments, about the value of the procedure, timing, logistics, clip restraints and any other valid concerns that could impact the mentoring procedure.

Communication is a dramas a major function in constructing a coach/coachee relationship. Both parties can profit from analyzing a figure of cardinal accomplishments ( active hearing and oppugning ) .

The accomplishment of Active Listening

Active hearing is the ability to listen and internalize what is being said, basically listening and understanding. You can utilize your whole ego to convey the message of an active hearer involved in the treatment, demoing involvement, deriving trust and regard. This can be achieved by utilizing verbal and non-verbal communicating.

Using the art of oppugning

Questioning, if used efficaciously, is a really utile and powerful tool. It allows the mentee-mentor relationship to develop, helping the mentee in researching and understanding their experiences with the hope of explicating avenues and actions for the hereafter.


The execution of coaching and mentoring programmes at Coca-Cola was successful, as these plans helped beef up the company and besides fostered professional growing and development for the employees. Because there is a great trade of grounds sing the of import parts which wise mans make to career success, and because Coca-Cola has tied both wise man and training programmes to concern ends, it would look that Coca-Cola Foods ‘ attack is in line with both the scientific grounds and with recent advocates of accomplishing competitory advantage through people.