Coaching and Mentoring Within the Organisation

Running head: COACHING AND MENTORING WITHIN THE ORGANISATION
Coaching and Mentoring Within the Organisation
Name of the Student
Name of the University
Author Note

COACHING AND MENTORING WITHIN THE ORGANISATION1
Table of Contents
Activity 1....................................................................................................................................2
Introduction................................................................................................................................2
Discussion..................................................................................................................................3
Coaching and Mentoring........................................................................................................3
 The Grow Model.............................................................................................................3
 The Five-Factor Model...................................................................................................4
Conclusions: Differences between Mentoring and Coaching................................................5
Types of Coaching.................................................................................................................5
Types of Mentoring................................................................................................................6
Relative Merits of Line Managers as Coaches and/or Mentors.............................................7
Considerable factors while implementing Coaching and Mentoring.....................................8
Activity 2..................................................................................................................................10
Set of Recommendations..........................................................................................................10
Conclusion................................................................................................................................13
References................................................................................................................................15

COACHING AND MENTORING WITHIN THE ORGANISATION2
Activity 1
Introduction
The organization needs to understand and adopt the changing needs and requirements
in the global era for its employees and hence for organizational productivity. Employees have
always been a valuable asset for the organization that helps them to survive in this
competitive business environment and with their improved earnings. Getting a
knowledgeable employee that can know how to perform the assigned task effectively and
efficiently is a tough job for the Human Resource personnel that increases the need to
implement the concept of learning within the organization (Holmes 2017). Training and
development are some of the essential tools that help the organization in generating a team of
excellent working professionals. Coaching and mentoring are a type of training and
development that helps the organization to develop skills and knowledge of their staff to
work effectively and efficiently. Human resources of the organization take the initiative to
implement coaching and mentoring because of its proven capability to nurture the talent of
the employees. However, different companies use different types of methods so that to
develop talent and introduce their workforce as highly skilled and knowledgeable for their
organization. The report aims to introduce the nature, purpose and benefit of implementing
coaching and mentoring to the executive team within the organisation. Further, the discussion
section will demonstrate different types of mentoring and coaching that the executive team
can think to implement in the organisations. At last, some suitable recommendations have
been drawn that can support and benefit the organisation. The development of the workforce
is essential to ensure a quality service, effectiveness as well as responsiveness in the
organisation for a complex and changing business environment (Cleary and Horsfall 2015).
The formal educational system generally not focused on providing the skills and knowledge

COACHING AND MENTORING WITHIN THE ORGANISATION3
that is necessary for the business such as dealing with particular clients, innovative
technology, handling of the machines, and motivating the overall workforce. Therefore, the
managers find a gap between the desired and actual knowledge and skills of the personnel.
For filling the gap, the organisation needs to implement training and development programs
through effective coaching and mentoring for their workforce by the mentors or the
managers.
Discussion
Coaching and Mentoring
Coaching and mentoring are considered as the development techniques that are based
on the discussions and situations to improve the skills, knowledge, and work performance.
The term coaching refers to the process to be included in the organisation for the staff
that should have great improvement and performance. The process of Coaching is meant for
assisting others so that to develop and improve their new and existing working skills,
achieves organisational objectives, finds individual success for managing their individual and
organisational challenges (Bachkirova, Arthur and Reading 2015). Coaching can include
addressing the behaviors and attitudes as well as skills and knowledge that could be focused
on the performance enhancement of the employees.
 The Grow Model
A performance coach named as Whitmore has developed the Grow model in the
1980s. It is a way of thinking about planning a journey. This model is considered as one of
the best coaching models. The process of the model at the initial stage deals with deciding the
goal. Then identify the existing time along with identifying the key hurdles that come
between the journeys of achieving that goal (Bishop 2015). At last, it will ensure the
commitment to proceed for the journey by overcoming all the coming hurdles in between.