COACHING &

MENTORING

An in-depth analysis

Ashutosh Mishra (039)

Ashok Pandey (043)

Charlotte Baptista (008)

Grishma Salvi (052)

Vishal Rijjia (48)

Group 1| EMBA 2014-16

Learning objectives

By the end of the session, the learner should be able

To understand the key concepts in coaching and mentoring

To differentiate between coaching and mentoring

To examine how organizations incorporate coaching and

mentoring in their training agendas

To evaluate the effectiveness

To analyze the benefits and challenges in implementing

coaching and mentoring programs

Key concepts

What is coaching and

mentoring? A training strategy that involves pairing experienced

professionals with newer employees to:

Help them adapt to the environment and culture of the

workplace.

To help them settle into the surroundings and get off to a

good start.

To provide them benefit from personal guidance on specific

job duties, processes or responsibilities.

To help develop other employees along a specific career

path, such as management.

Coaching versus mentoring

COACHING MENTORING

Task-oriented Relationship-oriented

Short-term Long-term

Performance-driven Development-driven

Doesn’t not require

design

Requires a design

phase

Immediate supervision

is a critical partner

Immediate manager is

directly involved

Training - Coaching - mentoring

Mentor-Protégé relationship

Functions of a mentor

Coaching

Role modeling

Counseling

Friendship

Exposure and visibility

The protégé’s responsibilities

Willingness to learn

Ability to accept feedback

Willingness to “stretch”

Ability to identify goals

The GROW Model of Coaching

G – Goals = agree on coaching aims

R – Reality = address real issues

O – Options = identify & evaluate

approaches available

W – Will = help person to work out how

learning will be applied

Organizations that employ coaching

and mentoring

Coca-Cola

The coaching and mentoring programme at Coca-Cola follows a

ten-point procedure illustrated below:

1. mentee identified

2. identifying developmental

needs

3. identifying potential mentors

4. mentor/mentee

matched

5. orientation for mentors and

mentees

6. contracting

7. periodic meetings to

execute the plan

8. period reports 9. conclusion

10. evaluation and follow up

Both coaching and

mentoring are used as

tools to support HRD

strategy and,

therefore, the wider

objectives of value

generation within the

company.

Directly linked to long-

term corporate

strategy.

Although less formal, it is

structured through five

different categories which

provide a flexible approach

for different situations:

Modelling

Instructing

Enhancing performance

Problem solving

Inspiration and support.

Deutsche Bank – focus on

women

More coaching and mentoring needs to be done at an early stage in

women's careers, because one of the problems for investment

banks and law firms, in particular, is that at a senior level the

women have already opted out.

One of the ways in which Deutsche Bank is addressing this

question is with one-to-one maternity coaching for its senior female

staff, group workshops for more junior females and a one-to-one

coaching programme for all line managers of those taking maternity

leave.

This programme was a success and Deutsche Bank had a return

rate from maternity leave of 90% .

Barclays Wealth – focus on

women

Barclays Wealth has a number of initiatives in place to embed

gender diversity across its working culture and ensure that more

talented and gifted women secure the top jobs.

Maternity coaching for women and their line managers

Internal mentoring programme as part of its Women's initiatives

Network (WiN).

Executive coaching to its high-potential, top-tier female

managers.

Tesco & Saint-Gobain

Tesco has employed a coaching consultant to help building

consistency into its in-house team of accredited coaches.

Involved training members of Tesco's Training Academy and

Personnel teams in its 360o strengths profile tool,

Strengthscope.

Saint-Gobain, a global specialist in construction materials, which

employs more than 15,500 people in the UK and Ireland alone,

uses a mixed approach:

External coaches work with cross-functional groups to enhance

our networks and team performance in pursuit of shared

objectives

A team of internal coaches is used for career coaching

DHL – ROI on

coaching/mentoring If any mentoring or coaching programme is to be justified, it is vital

that some form of measurement and evaluation takes place. This

may involve

360 degree employee feedback, both before and after, looking at

how performance and behaviours have changed

Alternatively, KPIs or hard financials are a more appropriate

yardstick.

Logistics group DHL Supply Chain

Integrates its coaching and mentoring with more formal training

and on-the-job learning

Tracks investment against a range of measures: e.g., logging an

individual's progress against corporate expectations of taking on

new responsibilities and promotions.

Effectiveness through

surveys

Peer Coaching India Survey

NO. QUESTIONS RESPONSES

A What percentage of yourPotential Leaders discusstheir challenges with Peersduring peerconversations?

76%

B What percentage of yourPotential Leaders arrive atsolutions from such peerconversations?

44%

C What percentage of yourPotential Leaders setGoals during such peerconversation?

21%

D What percentage of yourPotential Leaders getsupport from Peers tofollow-through theseGoals?

8%

The following questions were asked from a select few Learning & Development

professionals through a survey developed by Peer Coaching India

The survey results were shared with

HR leaders and their comments:

Peers discuss workplace issues on a regular basis more so

informally

Peers network through social interactions and thus discuss these

issues across workplaces

The content of these workplace related discussions is mostly about

bosses and company policies

These discussions give them a sense of commonality and security

that they are not alone in such issues

Listening to each other’s issues they find/ get guidance on the

solutions to their issues

Survey findings

While Peer conversations may provide solutions, goal setting is

minimal due to lack of structure in these conversations

Goal setting in these conversations is dependent on the solution

seeker and the seriousness of the issue

Even when someone sets a goal and shares it with peer/s he is

unlikely to seek support from peer/s

Lack of support from peer/ peer group is due to no such

expectations from each other

Lack of support from each other is because individually everyone

has his own list of follow-ups and can barely find time or inclination

to support others

Survey on Mentorship

Seventy-one percent of companies reported having a formal

mentoring program - India-HQ companies (79 percent) more than

India-Subsidiary companies (68 percent).

[Source: India Bench-marking Report 2010]

Benefits & challenges

Benefits (1/2)

Coaching and mentoring can provide an array of benefits for

organizations of all sizes

Retention

Helps encourage loyalty to the company.

When experienced professionals help mold the career of and

provide opportunities for mentees, these individuals may feel a

greater sense of connection and commitment to the business.

Personal Development

Can help guide an employee along on his/her career path

Allows individuals to resolve issues and concerns within a trusted

and confidential relationship

Helps reduce frustrations on a personal level and improve the job

satisfaction.

Benefits (2/2)

Team Efficiency

Allows managers to identify the weaknesses and strengths of

each employee

Allows the organization to plan available resources to maintain

smooth functioning when employees request vacation or take a

sick day.

Versus Training

In the context of training budget cuts, coaching and mentoring

allows you to “do more with less”

One US study showed that while training alone increases

productivity by 22.8%, for training combined with coaching the

figure was nearly 90%. Serves as a bridge between training and

implementation.

Specific benefits include better communication and interpersonal

skills, increased confidence and motivation, improved conflict

Challenges (1/2)

Most barriers to effective mentoring and coaching stem from:

Issues of organisational culture where the prevailing culture is

not sympathetic to mentoring and coaching, or does not fully

understand it.

Personality issues between those involved in mentoring and

coaching programmes.

Challenges (2/2)

Challenges to effective mentoring/coaching include:

Poor matching of mentors or coaches to their protégés

Lack of managerial support at higher levels

Resentment from those not chosen to participate in mentoring

and coaching programmes, perhaps due to a perception of

favouritism

The creation of unrealistic expectations as to what mentoring and

coaching can achieve

The blurring of role boundaries, for example, between the role of

manager and mentor.

Thank you