Coaching and mentoring

Question 1

CIPD (2014) 3/4 of organisations offer c and m, mostly via LM

Answer 1

Devolution of responsibilities:
Lack of skills
Dual role
Power imbalance 
Require regular performance management

Question 2

Landsberg (2003) use SMART objectives to:

Answer 2

Coaching requires a two-way flow of feedback, interview skills, motivational techniques, instructional technique, process consulting. Use GROW:
Goals - what want?, Reality - how?, Options - evaluate and Will - action plan.

Question 3

Garvey (2004) difference between coaching and mentoring

Answer 3

Coaching is short term and mainly has operational focus. Mentoring is often use to transition or get through difficult time and can be individual or organisational focus.

Question 4

Reverse mentoring (HR Professional Association, 2011)

Answer 4

Addresses cross generational relationship issues to add value to an organisation

Question 5

Starr (2003) coaching skills

Answer 5

Rapport
Listening 
Intuition 
Interview skills - open questions, reflecting, motivating 
Feedback

Question 6

Sill and Critchley (2003)

Answer 6

It’s about the attitude of the mentor. Uses a Phenomenological qualitative counselling approach to interviews. Understand situation and mentees ‘lived experience’ from their point of view. More than empathy. Involves reflexivity and encourages new territories.

Question 7

Shein (1987) 3 consultancy modes

Answer 7

Consultants can coach individuals. Most useful is process consulting where the HR professional empowers the employee to identify issues and provides guidance. This is better than taking stance as ‘expert’ - power imbalance, or ‘doctor-patient’ - don’t try to diagnose, get employee to do that.