Impact of Coaching and Mentoring on Employee Growth and Development

The provided content highlights the importance of coaching and mentoring in personal and professional development. It emphasizes that good coaching and mentoring can encourage individuals to identify and achieve their goals, increase productivity and performance, and improve relationships among employees and with customers. The processes of coaching and mentoring involve identifying needs and goals, training need analysis, SMART objectives, and effective communication. While there are boundaries or barriers to successful coaching and mentoring, such as organizational culture, personality issues, and unclear concepts about training programs, good communication skills can help overcome these limitations. Ultimately, the success of coaching and mentoring initiatives can be measured by monitoring performance and growth in personal and professional life.

Running Head: SALES MANAGEMENT 1
Task 1: Coaching and Mentoring
Name of the Student
Name of the University

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1.1 Principles of Coaching and Mentoring
Coaching is the process by which a person or a group of persons are provided with
correct skills, techniques, knowledge so that the latter can identify good opportunities and
accomplish the given targets successfully. Mentoring also known as mentorship is the
relationship that develops between the mentor and the individual. An experienced person
guides or trains the individuals in various skills, techniques and knowledge so that he or she
can perform well and gain good success and growth in life. There are various principles of
coaching and mentoring. They are—first, a good learning and friendly relationship should be
created helping the trainees to perform well. Second, the mentor or the coach should be
expertise in his or her field so as to train others effectively. Third, they should focus on
training and development programs so that the trainees can get the required training to fulfil
their needs. Fourth, they should be capable enough to provide correct direction to the
trainees. Fifth, the mentor or the coach should have good personality. Finally, they should
follow ethical and moral values to guide the trainees properly without any partiality or
biasness. The skills which the mentor or the coach should possess are—they should have
good communication, interpersonal, negotiation and decision-making skills. Second, should
have good personality and leadership qualities to motivate others (Alred and Garvey, 2010).
Third, should provide correct feedback so that the employees can work hard and finally,
should have the quality to identify the opportunities and challenges and handle them with
correct solutions.
1.2 Linkage of mentoring with objectives and activities in developing effective teams,
individuals and organization
A coach or a mentor guides and fulfil the basic needs so that the individuals, the
teams and the organization as a whole can perform well and gain good success and growth in
the correct as well as in the future business markets. The objectives and goals of the

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organization helps the mentor and the coach to guide the employees correctly so that they can
together work efficiently and effectively. It is also easier to develop and motivate good
employees by motivating to perform well in the changing business scenario. The individuals
as well as the team members are provided with modern training and development programs
helping them to use the right techniques at the right time. Another reason of liking the
objectives with mentoring is to create and develop a successful diverse work culture. The
staffs are encouraged to create a good relationship with one another. They even learn to
respect each other’s views, ideas, thoughts etc. and learn to work cooperatively and
coordinatingly. Third, the staffs also learn to trust one another and share information,
experience and skills helping in the better development of the firm. Fourth, good strategies
and plans can also be developed by identifying both the opportunities and challenges leading
to handle the situation successfully. Fifth, the staffs can also be motivated to engage
themselves in various activities and learn to perform and complete various tasks successfully
(Connor and Pokora, 2012). Finally, the employees become confident by improving their
behavior, performance and personality to compete successfully and gain success in the
changing scenario.
1.3 Theories of coaching and mentoring
The FUEL model is an important coaching and mentoring model. The full form of
FUEL is frame, understand, explore and lay are the four important steps that helps the mentor
or coach to explain the employees about the goals and its outcomes nicely. The leader then
analyses the present situation and explores the future state based on which he or she decides
to provide the employees with correct training and awareness programs. Finally, a success
plan is developed motivating the employees to accomplish the tasks successfully.

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Fig 1: FUEL Model
The GROW model also known as the Goal, Reality, Options and Will model of coaching and
mentoring with the help of which the employees are provided proper training and
development programs to help the firm gain good success, growth and stability in the present
and the future business environment (David, 2016). The leaders identify both the challenges
and the opportunities based on which the objectives of the firm are developed.

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Fig 2: GROW Model
The hierarchy of need is an important motivation model that helps the mentor and the
coaches of the organization to motivate the employees so that they can give their best and
help in the better development of the firm. There are five stages of needs such as
physiological, safety, love or belonginess, self-esteem and self-actualization. The first three
needs are essential needs and the last to secondary needs. So, if the mentor is successful in
satisfying the first three needs of the employees then they will feel happy and energetic to
learn and adopt new skills and give their best (Connor and Pokora, 2012).
Fig 3: Hierarchy of Needs

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1.4 Benefits of coaching and mentoring on individuals, teams and organization
Coaching and mentoring plays an important role in the better growth and development
for both the employees and the organization. They not only guide the individuals and the
teams but also guides the organizations. Good strategies and initiatives are taken by them to
train and encourage the individuals to perform well by increasing the productivity and the
performance. The individuals also feel encouraged and happy to involve themselves in new
activities. They learn to trust, respect and share information, ideas and skills with each other.
The individuals also get the opportunities to improve themselves for better. It can also be
understood that good mentoring or coaching can encourage the employees to identify and
achieve the personal as well as the professional goals both as an individual and also as a team
member. Under the proper guidance of the mentor and the coach it is easier to develop good
budgets, run the firm efficiently and create good and diverse work culture. The employees are
also trained to handle various kinds of situations with correct solutions. They are also guided
to behave and communicate nicely with the employees and the customers leading to create a
good image for themselves. The initiatives are successful in increasing the trust and loyalty of
the employees on the firm resulting in increasing the retention rate. It is possible as the
employees are satisfied and happy (Lancer, Clutterbuck and Megginson, 2016). The
efficiency of the team also increases helping the firm to gain revenue and profits by
maximizing sales and by minimizing the costs.
1.5 Processes of coaching and mentoring
The coaching and the mentoring are the important processes of the human resource
management tools that helps both the individuals, teams and the customers to gain good
growth and success in both the personal and the professional life. An individual is trained in
various technical, interpersonal, communicational and behavioral skills so that the targets can
be accomplished easily. The process is the technique by which the individual or the team is

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guided to follow a particular path for achieving the accomplished goals. The process is
created slowly and steadily between the mentors and mentees and also among the coach and
the coaches. They both work together to perform well. Before conducting the mentor or
coaching process, the needs and goals of the objectives of the organization and the employees
are identified. An individual need assessment is also done based on which initiatives are
taken to train the individuals and the organizational teams. The most important techniques of
mentoring and coaching are training need analysis and SMART objectives. The training need
analysis also known as the TNA is the technique with the help of which a firm is able to
identify the gaps between the individual training and the training needs. TNA motivates the
employees to understand the goals of the firm and accomplish them successfully. The
employees are trained based on their needs and the business environment (MacLennan,
2017). The SMART objective also known as specific, measurable, achievable, relevant and
time bounding guided the leaders to create strategies based on the criteria so that the
employees can understand their responsibilities and duties well.
1.6 Boundaries of coaching and mentoring
Though coaching and mentoring are important for better development of the
individuals, teams and the organizations but still it has to face certain boundaries or barriers.
They are—first, the bad organizational culture where the employees do not have any interest
or trust on the mentoring and coaching styles. Second, the personality and attitude problems
of the mentors and the coaches which are not accepted liked by the employees. Third, the
behavioral problems of the employees and the trust issues they have about each other. Fourth,
unclear concepts about the training and development programs. Fifth, the management may
or may support these kinds of training and developmental initiatives. Sixth, the biasness or
partiality of the mentors or the coaches with the employees. Seventh, lack of responsibilities
and duties among the employees. Finally, the lack of skills, knowledge and experiences

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among the employees about the changing development in the business. The skills that can
help the employees to get better coaching and mentoring guidance are—first, the employees
should have good communication and interpersonal skills. Second, good work culture should
be created so that the employees can develop good relationship. Third, the management
should be attentive and updated so that the employees can be provided with modern training
and developmental skills. Fourth, any kind of partiality should not be done and the employees
should be given fair chance so that they feel happy and satisfied (Megginson and Clutterbuck,
2006). Fifth, good and correct feedbacks should also be provided. Finally, good ethical rules
should be developed so that it is easier to motivate the employees.
1.7 Importance of communication on coaching and mentoring
Communication is the process by which information is transferred from one person to
another. Good communication skills help to create good relations with one another but also
helps to motivate and guide others to perform well and nicely. The good use of
communication and interpersonal skills can help the firm to attract and retain more customers
and also establish good relationship among the management and the employees. So, it is also
clear that communication skills play an important part of the mentoring and coaching with the
help of which the employees can be guided properly and nicely. The most important
communication skills such as interpersonal, communication etc. can help the employees to
perform well. Second, good communication skills also help to create good relationship
among the employees and the management team. Third, it is also easier to understand each
other so that any kind of problems can be solved with proper solutions. Third, good
communication can even motivate the individuals and the team members to think and
perform creatively. They even feel confident to perform any kind responsibilities
successfully. Fourth, honest and correct feedback can guide the individuals and the
organizational teams to improve themselves by performing better. Fifth, it is also easier to

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guide the individuals to improve their body language and behavior so as to gain good success
(O’Connor and Lages, 2007). Finally, the better communication skills can motivate the
employees to keep themselves updated with modern changes so that they can gain good
opportunities in the personal and the professional life.
1.8 Ways to measure success after proper coaching and mentoring
Contracting also known as agreement is an important part of the coaching and the
mentoring. The contract explains the ways by which the employees, clients and the coach or
the mentor will behave and work together. In the contract it is also decided what kind of
initiatives can be taken to improve the performance and growth of the employees and the
organization. The contract also plays an important role in solving any kind of problem and
conflicts so that both the employees and the firm can perform well. There are three important
aspects of coaching. They are administrative, professional as well as psychological aspects.
The communication can be done as two-way, three way and multiway communication. The
contracts are important as they help to ensures that the employees irrespective of age, gender,
position, performance etc. will get the opportunity to learn new skills. It is also important as
each and every employee either as an individual or as a team member get the opportunity to
deal with the situation. The coaching and the mentoring process completes when the
employees learn to give their best for the growth of the firm They even learn to perform their
responsibilities well by accomplishing the targets. The organization is also able to achieve its
goals and objectives nicely by lowering costs and increasing its productivity and revenue.
The employees are able to achieve both the personal and the professional goals (Stokes and
Megginson, 2009). Hence, the success can be measured by monitoring the performance and
growth of the firm in the national and international markets.

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References
Alred, G. and Garvey, B. (2010). Mentoring Pocketbook. Hants: Management Pocket Books
Connor, M. and Pokora, J. (2012). Coaching and mentoring at work: Developing effective
practice: Developing effective practice. London: McGraw-Hill Education (UK).
David, S. (2016). Beyond goals: Effective strategies for coaching and mentoring. London:
Routledge.
Lancer, N., Clutterbuck, D. and Megginson, D. (2016). Techniques for coaching and
mentoring. London: Routledge.
MacLennan, N. (2017). Coaching and mentoring. London: Routledge.
Megginson, D. and Clutterbuck, D. (2006). Techniques for Coaching and Mentoring. Oxford:
Butterworth-Heinemann
O’Connor, J. and Lages, A. (2007). How Coaching Works. London: A&C Black
Stokes, G. and Megginson, D. (2009). Coaching and Mentoring Theory and Practice.
London: Sage Publications