Free Essay

Coaching & Mentoring

In: Business and Management

Submitted By RickieB
Words 1451
Pages 6
The following report aims to look at methods to be employed whilst coaching a team through a very unsettling period of their working lives. The background to the scenario is that the Property Finance Unit (PFU), a team within the County Architects department of Hampshire County Council, are currently working on an old accounts system which will no longer be supported as the rest of the Council has moved over to a SAP based system. The PFU consists of 6 members of staff. The team leader (myself) and 5 other members of staff responsible for the payment of bills to County Architects Suppliers & Contractors. The 5 members of staff have been working on the old system for at least 5 years each and are very much set in their ways. They know the current system inside out but have had very little computer training of any other sort of system and are worried that the new system is the first step towards replacing them.
The ideal outcome of the coaching will be that each member of the team will have a full understanding of the new accounts system, plus appreciate the role that each of them plays in delivering the service. To achieve this, each member of the team will have to carry out a quite vigorous training session between now and when the system goes live, coupled with a change to their existing working practises as their new roles will also involve some training and support. To assist me in developing the coaching that will need to be involved, I discussed a ‘GROW’ model with each team member and recorded the feedback to assist me in the coaching for each member of the team and to ensure that the coaching involved is consistent and fair on their journey. The GROW model can be simplified as follows: * GOAL – defining what you want to achieve * REALITY – exploring the current situation, relevant history and future trends * OPTIONS – coming up with new ideas for reaching the goal * WHAT/WHO/WHEN – deciding on a concrete plan of action
Carol Gardner’s GROW model feedback is attached (Appendix 1)
As previously stated, the team have a lot of experience on the current system, and the coding structure in use and this structure will broadly stay the same and the training plans which will be set up will focus on the use of the new system, use of other systems (Excel in particular) and how to teach small groups of staff once competence is achieved. It is felt that this may be an area of concern for staff as it is completely different to anything they have done before, so it must be stressed that this will be something that will be passed on at a much later date, and training will be informal.
To further clarify exactly where staff concerns are, I have also devised a SWOT analysis and copied a questionnaire to be given to all members of staff. These are to be filled in by each member of staff, and then discussed with me at a one to one session. An example of each already returned is included (appendices 2 & 3-Carol Gardner) . Each return can then be analysed and trends and recurring concerns can be investigated, and hopefully eliminated where possible. In the case of the questionnaire, this should show where each member of the team requires training and whether this will need to be on a one to one or group basis. If there are glaring inconsistencies between my score and their score, we can also discuss this.
Once training needs have been established and set up we can then look to arrange group sessions and one to one meetings at least on a monthly basis. On at least one of the group sessions, it will be a good idea to get the Service Director to attend to impress on the staff the importance of their work and help alleviate any fears that they may have about their future roles and maybe answer any questions that they may have. I will also set up an Action Plan for each member of staff, and example of which is included (appendix 4-Carol Gardner Action Plan), and these should be brought to every session and constantly reviewed It is important here that each member of the team does what they say they will, and I do likewise (as shown in the GROW Model) as this will help to build trust, and in the current scenario, this is something that I feel needs to be established as the staff certainly feel that this is the first stage in them being forced out which is certainly not the case. I have every confidence that the staff will very quickly come to terms with the new system and the change in working practises that will come with it, and I feel that the coaching involved will help the transition be as seamless as possible.

830

Appendix 1

Carol Gardner GROW ModelMy Goal is: To carry on working for the department and doing my job to the best of my ability, whilst learning a new system which is being brought in to replace the current accounts system * How can I help myself learn the new system? * What resources are available? * What are my primary concerns for me and the team? * What can the team do to help themselves?The current Reality is I am currently quite worried that I will not be needed in the future as the new system will lessen my workload. I am also worried that I will not be able to work with supporting people on the new system and also with my lack of experience on other sections of IT.My Options are: What options are open to me? * Retirement? * Can implementation until after retirements (3-5 years)? * More involvement in setting up of new system? * Can I be trained in house or does it have to be by specialists? * Do I have to be involved in training staff after the system has gone live?I Will: Think long & hard about my future and let my supervisor know of any decisions that I come to straight away. Regarding any training, I will attend these sessions with an open mind and endeavour to get as much as possible out of them, and assist in any way that I can. |

Appendix 2 Strengths * Knowledge of existing system * Knowledge of coding structure * List of Internal contacts * Goodwill * Relationship with external contractors and customers | Weaknesses * Excel skills * Wider IT Skills * Lack of confidence outside immediate working area | Opportunities * Extensive training on new system * Opportunity to widen IT skills * Opportunity to learn new skills such as training others | Threats * Not being able to work on new system * Future of team/department/authority * Will new system require less staffing? * Current filing system will become redundant |

Appendix 3

Appendix 4 Coachee Name: Carol Gardner | Job Title: Finance Assistant | Department: Property Finance Unit | Date: 10 Jan 2012 |

Performance/skills in need of development/improvement (List the goals that will be initiated to develop/improve work performance, as well as an action plan for how each goal will be achieved. Include skill development and changes needed to meet work performance expectations):

Goals | Action Plan | 1. Competence in new Financial system2. Increased confidence on IT, specifically Excel3. Confidence in showing others how to use new system4. Confidence in own role within team and authority | Various training days, ongoing support from manager, system testing on live data in test system. 1-2-1 meetings to catch up, plus team meetingsVarious training days, shadowing others, support from manager, Online testing and help. . 1-2-1 meetings to catch up, plus team meetingsVarious training days, shadowing others, mock sessions, support from manager. Role play sessions and team meetingsTeam away day, talk from Service Director, ‘Compliments Book’ to be established. |

Targeted Date for Improvement: 30 July 2012

Expected results (List measurements, where possible):

Able to work on the new system when it goes live (expected start date of 1 April 2012)
Being able to download information from system into Excel in order to pass over for management Information reports
Running training courses to teach staff how to use the system, and therefore being able to answer any queries

Dates to review progress by the coachee and coach:
30 January, and then monthly

Progress at review dates (Use additional sheets if necessary):

Questions to ask at each session:

* What do you think you have achieved since we last met? * What was worrying you most when we last met, and has it been resolved? * What is worrying you most now? * What could I do to help?…...

Similar Documents

Premium Essay

Mentoring

... forty-six percent of new teachers nationwide leave the profession within the first five years of service (Ingersoll, 2002). With the high rate of attrition some education associations began to look at the problem solving through formal mentoring programs. In Vermont in order to be eligible for Level II teachings license you must participate in a mentoring program. Some types of mentoring would be; telementoring, Mentoring by a Veteran Teacher, Novice Teacher Learning Communities, and Peer Coaching. Telementoring involves electronically connecting a group of new teachers by using a list server. The list server allows beginning teachers to voice their concerns, share valuable teaching resources, get advice about dealing with difficult students, share strategies for time management and parent conferences, and exchange creative lesson plans (Eisenman & Thornton, 1999). A study done in 2003 showed that those who participated liked the online mentoring support because they did not need to feel embarrassed when asking for help from a teacher or supervisor in the own district. Mentoring by a veteran teacher is not like telementoring because it takes many face to face interactions between the mentor and the beginner teacher. However mentoring by a veteran teacher is known to be the most traditional type of program. Within these types of programs a veteran teacher would be chosen to coach and give support to the new teacher during the first couple years of teaching. There are...

Words: 364 - Pages: 2

Free Essay

Mentoring

...and challenges organizational affiliates (Nursing News, 2012). Belong to a professional organization unites nurses. Nurses play a key role in being prepared to confront challenges or work collaboratively with others in to steer action in a desired direction (Hood, 2010). I believe, nurses need to belong to an organization in order to stay current on the issues and be able to take part in change. Mentoring a new graduate nurse or a nurse new to the facility is one way to stop the cycle of eating our young (Fights, S.D., 2012). New nurse benefit from being mentored and provide their mentors with benefit as well. Mentors open doors, create opportunities, and provide career role modeling all while providing inspiration to their mentee. My mentor coached me through my adjustment period and continues to be there for any question I have or just to listen to me. It really has been and continues to be a growing experience for me as a nurse. To my amazement, I was approached by a new nurse who asked me to coach her on IV placement. The approach I use, while coaching or mentoring this new nurse, is to be positive, inspirational, and supportive. The new nurse continues to ask for my assistance in any unfamiliar situation she is in which makes me feel that I am contributing to keep nurses in practice. I believe, in professional development, nurses need mentors throughout their nursing career and I have seen that my mentor has a mentor as well. References ......

Words: 346 - Pages: 2

Premium Essay

Mentoring and Coaching

...Introduction Many companies are now beginning to grasp the significance of mentoring and coaching their employees. Although many entry-level jobs do require a college education and a few years’ experience, it is crucial to provide the necessary tools and training to those employees interested in climbing the corporate ladder into managerial or supervisory positions. Now more than ever, companies are realizing the need to provide leadership advancement opportunities to its employees so as to motivate them, stay competitive and productive, which in turn positively impacts the bottom line of the business. Mentoring and coaching programs are now habitually used in many organizations to improve leadership qualities (Watt, 2004). Problem Organizations today still have to deal with the burden of their workers making costly mistakes due to the fact that they are not well equipped to handle some situations. If for instance the employees of the company happen to fall behind schedule on a certain project or if their current skill-level is not adequate enough to deal with a change that is required by a client or account that the business is servicing, then the company will most likely either waste a good opportunity or suffer a great loss. Cause Many employees entering the workforce, even successful college graduates, have not had the time and opportunity to develop the necessary skills required to effectively manage and work in a professional environment. Through job training the......

Words: 576 - Pages: 3

Premium Essay

Mentoring

...success in rolling out a mentoring program, while others achieve only a modicum of success? We believe that the companies that are most successful view corporate mentoring as an organic process, meaning that they understand that mentoring programs evolve and grow. Our experience demonstrates that the difference between mentoring success and failure lies in the ability to build capacity and integrate learning continuously. In order to create a successful mentoring program, you should answer 20 questions. We've included dos and don'ts for each, based on research and our experience in developing a mentoring program at Brown-Forman Corporation. 1. What are our business reasons for developing a mentoring program? You should develop a mentoring program if and when you have solid business reasons, such as to speed up the development of future leaders or to share organizational knowledge. Do your homework. Look at employee retention rates, the percentage of senior managers who will reach retirement in the next five to 10 years, current bench strength, and developmental objectives. Don’t develop a mentoring program because it’s popular or because you've read that it works for other companies. 2. What organizational support exists and what needs to be developed? Successful mentoring initiatives require visible support and involvement from the highest levels of the organization. Do develop a mentoring program when senior......

Words: 3109 - Pages: 13

Premium Essay

Coaching

...the role of Human Resourcing Unit Number 3DCS Developing Coaching Skills for the Workplace Nichola Mackay 0510453 CIPD Foundation Certificate 15 January 2014 1000 Words Summary The below should help you understand the nature and purpose of coaching, know how to use a coaching style to improve performance in the workplace and be able to identify ways in which coaching can be implemented in an organisation. Contents Intoduction…………………………………………………………....1 Directive and Non-Directive Coaching…………………………...1 How coaching differs from other development needs…….….1 3 ways in which coaching can be used to meet organisational objectives…………………………………………...2 The role of a coach and cochee……………………………...…..2-3 3 potential benefits coaching for the..........................................4 coachee and 3 for the organisation 2 different ways in which a coaching culture could be implemented within an organisation..............5 Bibliography……………………………………………….................6 Coaching is a teaching, training or development process which an individual is supported while achieving their specific personal or professional result or goal. The individual receiving coaching will be referred to as the client or the coachee. "Coaching is unlocking a person’s potential to maximise their own......

Words: 1144 - Pages: 5

Premium Essay

Coaching

...Factsheets > Coaching and mentoring Coaching and mentoring Revised September 2014 Related resources Factsheets Learning methods Induction In this factsheet What are coaching and mentoring? Developing a coaching culture Who delivers coaching in UK organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high......

Words: 2529 - Pages: 11

Premium Essay

Coaching and Mentoring

...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...

Words: 3515 - Pages: 15

Free Essay

An Evaluation of the Mentoring/Coaching Experience and the Skills Developed Together with Impact on Own Professional Development and Action Plan for Development of Knowledge and Skills.

...aim of this essay is to evaluate my mentoring experiences. It will also discuss skills that I have developed and how that has impacted on my professional development. I intend to provide an action plan for my development of knowledge and skills as a mentor. I have worked within a large primary school for ten years and probably for about the last five years have been mentoring more inexperienced teachers in an informal capacity. Murray (2001) in www.ttrb.ac.uk website defines this kind of mentoring as: “The deliberate pairing of a more skilled or experienced person with someone with less skill or experience with a mutually agreed goal of having the less skilled person grow and develop specific competences.” (pg Xiii) I have enjoyed this kind of informal mentoring and have gained much from working with different colleagues, as each NQT brings something different as part of their personality and experiences. More recently and more formally I have mentored a final placement PGCE student and this academic school year, who I am basing this portfolio on, an NQT student and a first year PGCE student. Both of which have been totally different mentoring and coaching experiences especially with mentees being at different stages of their career. A number of writers/researchers hold the debate over the definition of coaching and mentoring. With the NQT student I feel I have taken on more of a coaching role for example Whitmore......

Words: 1722 - Pages: 7

Premium Essay

Coaching and Mentoring

...Week Eight Assignment Tracey Petersen MAOL 545 June 2015 Mentoring is the “in” thing (Colley, 2000). It has become highly popular in professional settings in the last decade. According to The Center for Creative Leadership, “77 % of U.S. companies have implemented formal mentoring programs (Karasik, 2010). In the current global professional climate, it seems that our employees and team members are our greatest assets (www.mentoringtalent.com). Mentoring programs can enable team members to reach their fullest potential. Traditionally, the concept of mentoring has been informal; formalizing it in an organizational setting has its challenges, but also rewards. There have been many attempts at defining the concept of mentoring, but for Nathalie Gehrke, author of “Towards a Definition of Mentoring”, none seem to fully embrace the essence of the concept. Gehrke started out with this initial definition: “A mentor acts as a coach, much like in athletics, advising and teaching the political nuts and bolts, giving feedback and rehearsing strategies” (Gehrke, 1990, p.190) .The best way to define a mentor is to experience the mentor/protégé relationship The relationship with the mentor inspires employees to seek new questions, not answers. Loading...The greatest gift a mentor can do for a protégé is offer a “new and whole way of seeing things” (Gehrke, 1990, p.192). Mentoring is a fluid and ever changing concept. There are no rules to define it. The insights, knowledge and......

Words: 2710 - Pages: 11

Premium Essay

Coaching and Mentoring

...Milestone One Analysis: Business Case and Discovery of Southwest Airlines Jacqueline L. Gholar GM543-01(1505D) Organizational Diagnosis and Design August 25, 2015 Professor Rebecca Herman Rebecca Herman, Ph.D., MBA, BS. Milestone One Analysis: Business Case and Discovery of Southwest Airlines Introduction Southwest Airlines has a complex organizational structure comprised of several multi-divisional structures. These structures are constructed on increasing horizontal and vertical differentiation, as well as customer relations as a service driven business (Dearinger, R., 2010). Southwest’s business strategy from its launch in 1971 encompassed four core competencies, which are; “the lowest operating costs per plane; an economical point-to-point airport network; a fanatical culture focused on customer service and cost savings, and an ability to keep planes in the air more of the time than its competitors” (Heller, I., 2008). For the past 40 plus years Southwest has exceedingly accomplished these competencies and strategies within a very competitive market, and has outstandingly been recognized as a low cost provider in airfare with frequent service domestically. In 2014, Southwest chose to integrate international flights in its business strategy. In an effort to identify issues and develop solutions for this new integration, clarifying strategic priorities and providing the company’s strengths and weaknesses will aid in supporting the use of the Strategy......

Words: 1245 - Pages: 5

Premium Essay

Mentoring & Coaching

...Mentoring and Coaching. Many FE institutions and Initial Teacher Training programmes now include mentoring and coaching support as part of their provision. The purpose of this review is to firstly establish a clear definition of the term mentor and coach, and ask why it might be important to establish a shared understanding of the terms. Secondly, to ascertain why mentoring and coaching has become so popular within further education. Thirdly, to identify how to best implement mentoring and coaching schemes into further educational settings, and finally to develop criteria to critically analyse the mentoring policy and procedures of one further education college and my own practice. Definition. Establishing a clear definition of the term mentor and coach from the literature reviewed is not a simple task; opinions differ depending on the context in which mentoring takes place and the individual perceptions of those involved. Adding to this confusion is the way the literature often uses the terminology of mentoring and coaching interchangeable with little or no agreement on their meaning. (Brockbank and Mcgill, 2006 p8) This may explain why there are so many different approaches to mentoring practice and why the concept of mentoring has altered over time. (Woodd, 1997, p4) One way the literature attempts to distinguish between the terminology of mentoring and coaching is by placing mentoring and coaching at opposite ends of a person/task focused continuum. With......

Words: 2792 - Pages: 12

Premium Essay

Mentoring

...Running head: MENTORING Mentoring in Organizations Eula M. Todd Troy University MGt6671-XTIB Dr. Rod Blackwell September 26, 2011 Abstract The purpose of this paper is to provide readers with a greater understanding of the mentoring process and the different types of mentoring available to organizations. This project also seeks to enlighten readers on the advantages of mentoring relationships for organizations, mentors, and mentees alike. Mentoring in Organizations Mentoring and coaching are words that may be used interchangeably in regards to employee development. Mentoring is a process that typically involves a one-on-one relationship between two members of an organization’s workforce. Mentoring programs are believed to be extremely beneficial for organizations. In fact, “much of the excitement over mentoring in business and industry originated from a 1979 article in the Harvard Business Review, which claimed that professionals who had mentors reported higher levels of satisfaction, earned more money at a younger age and were better educated (Gibson, 2004, p. 263).” Research conducted from about 1989 to 2004 indicated that improved job approval and greater salary levels, better rates of advancement, improved levels of organizational obligation and socialization, and reduced feelings of alienation in the workplace are indeed benefits associated with mentoring programs. (Gibson, 2004) Just as the benefits of mentoring programs are numerous, so also......

Words: 2672 - Pages: 11

Premium Essay

Coaching

... [pic] St. George’s, University of London: Coaching Programme SGUL’s coaching programme was launched in 2008 and to date, over 70 members of staff have benefitted from participating in the programme. Participants are drawn from a wide range of roles. Some currently have line management responsibility, some are aspiring managers and leaders, some have no line management responsibility but are responsible for managing resources or projects. What is Coaching? There are many published works on coaching. The following definitions are particularly helpful in describing what coaching means for SGUL: “Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them”. (WHITMORE, J (2006) Coaching for Performance. London: nb publishing.) “Developing a person's skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals”. (CIPD Factsheet on Performance Management) How does coaching differ from mentoring? Mentoring in the workplace describes a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. This is most......

Words: 834 - Pages: 4

Premium Essay

Coaching and Mentoring

...ABSTRACT Introductions The use of coaching and mentoring is on the rise within the workplace. Several organizations have adopted the process of coaching and mentoring as development tools to develop those employees who are seeking future advancement. Also, they are setting the foundation for future leaders. The adaption of these developmental tools within an organization is providing employees with the necessary feedback and support to establish and plan their career. Coaching and mentoring provides an employee with the necessary leadership and management skills they would need to strive up the career ladder within an organization. These processes are both ‘helping’ activities, employed either as distinct interventions or together as part of a package of personal development? Coaching and mentoring are deemed a highly effective way to help employees through talking, sense of direction and guidance, self esteem, efficacy and accomplishment. The differences in the application stages of these processes are naturally reflected in the results. Coaching and Mentoring In my opinion, Coaching and Mentoring are excellent programs for organization to have in place, especially for personal whom are seeking future advancement and want to excel in their careers with the organizations. A recent CIPD (Chartered Institute of Development) surveys have reported that the use of coaching and mentoring as development tool are increasing within organizations. According to those......

Words: 2003 - Pages: 9

Free Essay

Mentoring

...organization. The Power of Mentoring within an Organization In the movie Role Models, Gayle Sweeney played by Jane Lynch said, “I'm the coach and I'm the point guard, I'm the two forwards, the center, and I'm the other guard. I'm the entire organization (Wain, 2008). Whether Gayle knew it or not she was being a mentor. She basically said if there’s anything that you need to learn or know, you can come to me because I know everything and I’m the knowledgeable one of the organization. Only if Danny and Wheeler would have taken this counseling section as an invitation to being mentor they would not have when through a rough road in the beginning and the organization would not have had problems because they would have had a leader who know the people and know how to handle the rough kids. Although this was a fictional movie and a comedy, the plot is real and example of day to day operations of any organization. How great mentorship and leadership make a organization productive? There are currently three types of generation in the workforce today. We have the Baby Boomers, Generation X, and Generation Y. The Baby Boomers are people who were born during the post-war period between 1946 to 1964. Generation X, which is my generation, is people who were between 1965 to 1980. Generation X is known as the independent generation. Now, there’s Generation Y, known as Generation Next, which were people born from 1981 to 1990. Our text describes mentoring as an......

Words: 2025 - Pages: 9