How Coaching & Mentoring can drive success
How coaching and mentoring
can drive success in your organisation
Increasingly, organisations are realising the many benefits of developing talent through coaching and mentoring programs. However, questions often arise about the use of each method, how these methods can support talent development, and the tools available for running programs. We identify the key differences between coaching and mentoring, how to use these methods in your organisation, real world examples of success, and the new toolsets that are available. Read on to discover how your organisation can better create, manage, and run effective talent development programs.
The talent development challenge
Despite the enormous effort companies dedicate to talent development, many find that their pipeline of employees ready to assume key positions is insufficient as their organisations expand and grow. Those organisations who are successful in developing their talent tend to focus in three main areas:
Today companies are turning to coaching and mentoring programs to develop talent. These programs harness the value of internal employee resources to develop others, which saves time, cost, and increases overall employee satisfaction. In fact, 71% of Fortune 500 companies offer mentoring to their employees.
However, how do organisations decide which combination of coaching and mentoring dialogues to use? And digging deeper, what types of coaching and mentoring programs?
How can coaching help organisations like yours?
Coaching helps an employee get the best performance out of themselves – the potential for which was already there. There are two types of coaches: an internal coach or a professional external coach.
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Our in-house training service allows you as much flexibility as you need, whether you’re looking to have an existing course delivered in your school or if you want something completely customised.
At Creative Learning we can provide training, advice and guidance to organisations wishing to adopt the proven talent development aspects of coaching. We can support you in developing internal coaches or and provide you with on-going external coaching support for as long as you need it.
This is an individual line manager or internal professional coach
We can provide bespoke training and support to develop your staff to become internal coaches.
Most often professional coaches who work outside the organisations
Primarily aimed at developing skill competence and improving performance in specific areas, coaching engagements for talent development are short term, focused programs.
With more finite and tangible learning delivered through coaching, the development and performance goals set over shorter periods of time help the high potential person develop within the various stages of their career progression.
THE ROI FOR COMPANIES WHO INVEST IN COACHING IS 7X THE INITIAL INVESTMENT
— Price waterhouse Coopers Global Survey on
So what is mentoring
The majority of talent programs will also use mentoring as a complementary learning method with coaching. Mentoring is an incredibly powerful tool for individuals who want to learn and grow within an organization. Moving or preparing to move into a new role, taking on new responsibilities, building confidence to develop your career further, or working in a new environment all seem much easier with a mentor to support you.
There are different schools of mentoring ranging from non-directive to sponsor mentoring. In a non-directive model, the mentor acts as a sounding board, a catalyst for the individual’s learning and perhaps a role model. In a sponsor model, a more senior person promotes, oversees and takes control of a junior protégé’s career.
Having an understanding of both schools of mentoring can be very helpful when choosing what type of mentoring to use in talent development. Often a mixture of developmental and sponsorship mentoring can provide the most effective methods to support your organisational talent across all contexts and cultures. However, it is critical to obtain buy-in from all parties – executive decision makers, mentors and mentees – for the mix of sponsorship/developmental mentoring you utilise. Otherwise, you risk that some mentoring pairs will follow a different mentoring path than that of their colleagues.