An Analysis of Mentoring and Coaching at XYZ PLC: A Business Report

This report focuses on the application of business psychology, coaching, and mentoring within organizations, specifically using XYZ PLC as a case study. It explores the benefits of mentoring, including enhanced employee capabilities, knowledge, and skills, and discusses the roles of mentors in fostering professional development. The report examines the efficacy of mentoring programs, emphasizing their role in raising employee standards and promoting decision-making. It addresses the mentoring needs of XYZ PLC, focusing on employee well-being and psychological factors, and details the design of mentoring schemes, including the selection of mentors and training programs. The implementation plan, including costs and the role of SBK elite, is also outlined. The report concludes by highlighting the importance of mentoring in individual and organizational development, and its impact on profitability, supported by references to relevant research.

BUSINESS PYSHCOLOGY,
COACHING AND MENTORING

Table of Content

INTRODUCTION
Business psychology, coaching and mentoring help to increase
productivity, performance and effectiveness of a particular task.
Every business unit required mentoring and coaching in order to
increase employees performance.
The present report is based on XYZ PLC which is a Australian
company.

Summary
Mentors helps to increase capability, talents, knowledge, skills and
ideas.
Mentoring means leading a team by performing all the functions of
the team by motivating them towards their personal and professional
development.
Background and experiences have a major impact on the mentors.
It can provide extra knowledge gained due to the experiences

Efficacy of mentoring programs
Helps in raising the standard of the employees with the help of useful
methods and techniques.
Encourage employees to take part in a decision making process.

Mentoring needs of XYZ Plc
Needs of a employees living standard.
Try to change the psychology of the employees
Tries to improve the mentality of the employees
Try to create a healthy and peaceful environment

Designing of mentoring scheme
Appoint an authorized person for their mentoring.
The person specialized in order to manage, organize, control,
coordinate the selected schemes.
Designing the mentoring schemes is a matching which helps in
selecting the best match people according to the job and positions.

Training of the mentors
Responsibility of the business unit to provide effective training to
its mentor
With the help of acquiring extra knowledge and information from
their seniors and extra talented persons.
It can help to increase knowledge and skills of the staff.

Plan for implementation includes cost and role of SBK
elite
Plan an appropriate programme for the training and mentoring
The main role of SBK elite is to prepare a appropriate plan and
programs.
Schemes of grooming and encouraging the employees.

CONCLUSION
An important element of developing the individuals who can help in
better functioning at each and every level in the organization.
 Coaching helps them to develop a sense of responsibility towards a
way of developing individual and organizational development. XYZ
PLC Ltd.
Coaching helps them to develop a sense of responsibility towards a
way of developing individual and organizational development. XYZ
PLC Ltd.
It can help to increase the profitability of the cited business unit
which is the common goal.

REFERENCES
Passmore, J and Fillery-Travis, A., 2011. A critical review of executive coaching
research: a decade of progress and what's to come. Coaching: An International
Journal of Theory, Research and Practice. 4(2). pp.70-88.
Grant, A.M and et. al., 2010. 4 The State of Play in Coaching Today: A
Comprehensive Review of the Field. International review of industrial and
organizational psychology. 25(1). pp.125-167.
Solansky, S.T., 2010. The evaluation of two key leadership development
program components: Leadership skills assessment and leadership mentoring.
The Leadership Quarterly. 21(4) .pp.675-681.
Gray, D.E., Ekinci, Y and Goregaokar, H., 2011. Coaching SME managers:
business development or personal therapy? A mixed methods study. The
International Journal of Human Resource Management. 22(04). pp.863-882.

Thank You