Summary Evaluation is an essential component to bear in mind as you design and set your programme up for success. It will be important both to inform the broader business that your mentoring programme is delivering value and has met its agreed objectives, and to ensure real value is being delivered to your mentors and...
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David Clutterbuck’s seminal study of the dynamics of mentoring relationships is based on an extensive longitudinal study of mentoring pairs, with data gathered from both mentors and mentees. The study, which aimed to explore the effectiveness of developmental mentoring, had four main parts: The pilot study involved non-matched pairs at three points in time. Time...
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Mentoring and coaching both support and are supported by a number of key business processes. In particular: Succession planning Mentoring, especially, assists employees in thinking about their careers and how to align their ambitions with those of the organisation. Senior managers also get to know the capabilities and aspirations of more junior colleagues and are (more…)
Read More Linking mentoring and coaching to business processes
The terms mentoring and coaching are frequently used interchangeably – or, from another perspective, confused with each other. The reason is that both are evolving disciplines, with common roots and multiple approaches. The term Mentor derives from the Odyssey, in which Athena, the goddess of wisdom, helps both King Odysseus and his young son, Telemachus (more…)
Once coaches have some initial experience, they typically want to consolidate and grow their skills. Some of the practical ways internal coaching programmes meet this need include: For those line manager coaches, who want to be recognised for their skills in the role, there is a plethora of qualifications, many of them accredited by one...
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It’s a common occurrence in organisations, which have invested in building an internal pool of coaches. After two or three years, there is a noticeable drop in enthusiasm and participation and some may even drop out of the programme altogether, usually citing pressure of work as a catch-all excuse. There seem to be several main...
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Read More How to keep internal coaches engaged and motivated
In a newly-merged multinational organization, there is typically an urgent need to ensure quality and consistency in talent development – even if the strategy is to continue to operate largely as separate entities within the same group. One of the key areas to examine, and one where it is possible to have a large impact...
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Read More Building a mentoring capability in a newly-merged multinational company
The design of effective coaching and mentoring programmes consists of seven key elements: The design, implementation and continual evaluation of programmes are all key stages. Not fully addressing any stage can impact on the overall effectiveness of the programme. Programme aims and purpose Programmes are developed in response a specific need....
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Read More Designing effective coaching and mentoring programmes
Difference can manifest itself in many ways, from sexual orientation to race and disability, but a common factor is that it is a contributor to inequality and stereotyping in the workplace. Diversity mentoring is a process of open dialogue that aims to achieve both individual and organisational change, through shared understanding and suspending judgement, within...
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At the level of international good practice, informal mentoring works best when it is an outcome of formal mentoring. People have a reasonable idea of what is expected of mentor and mentee and are able to avoid major pitfalls, such as dependency or abusive relationships. Among the benefits of informal relationships is that they tend (more…)
