Mentoring and Coaching Program: Workplace Implementation and Analysis

This report analyzes an employee mentoring program implemented in an organization, focusing on its structure, objectives, and outcomes. The program aimed to enhance employee skills, build loyalty, and address organizational needs such as management development and employee retention. The report details the careful selection of mentors based on factors like trust and commitment, and the use of a group mentoring system. It discusses the positive outcomes, including enhanced employee skills and career development opportunities. The author reflects on potential improvements, such as incorporating counseling and modeling skills, sharing knowledge of organizational culture, and gathering employee feedback. Suggestions include implementing orientation sessions, including mentors from different levels, recognizing employee efforts, and introducing reverse mentoring opportunities. The report concludes by emphasizing the importance of maintaining momentum and setting boundaries within the mentoring program.

Running head: MENTORING AND COACHING IN THE WORKPLACE
Mentoring and Coaching In the Workplace
Name of the Student
Name of the University
Author Note

2MENTORING AND COACHING IN THE WORKPLACE
Mentoring and coaching in the workplace is a process used for enabling the
individuals to achieve their full potential. For this study an employee mentoring program has
been chosen. This study will emphasis on the working, set up and the outcome of an
employee mentoring program. It further discusses the particular interest or changes that
should have brought in the program. An employee mentoring program helps in creating
various positive outcomes, one of them being to address the need of the organisation. An
organisation may need development regarding the management and leadership, retention of
employees, enhancing the customer service, upliftment of the new hires (Energy.gov, 2018).
An employee mentoring program was set up in my organisation for spreading enthusiasm in
the team. In this program mentors were chosen very carefully, keeping in mind the factors
that influences the relationship between the mentor and mentee, that is, trust, respect,
confidentiality and commitment. That professional mentoring program helped to train the
new employees, develop their skill and to build employee loyalty. A formal training program
was set up for this purpose and the participants were chosen carefully. Proper communication
of the program was made to the participants for to ensure that the program attains its aim and
goals. For this program the format was a group mentoring system. Internal research was
conducted to measure the success of the program. A framework regarding the durability,
procedure and place was decided for this employee mentoring program. Staffs from all
departments and levels were included in this program. It is required for the employees to
work with the employees of other level to gain the skill to move up. Mentors can teach their
mentees a lot of skills but there are specific skills and fresh perspective that a mentee can
teach their mentors as well, in this program there was a collaboration between the mentors
and the mentees. The outcome that resulted from this mentoring program was that the skills
of the employees was enhanced, the mentees successfully gained some focus on what is

3MENTORING AND COACHING IN THE WORKPLACE
required to grow professionally. The career development opportunities were successfully
conveyed to them.
If I was involved in such a program I would have enhanced the skills in counselling
and modelling of the employees. The knowledge about the organisational culture should be
shared within the employees, for this purpose, the role of an expert is very essential within
the organisation (Eane.org, 2018). I would have asked the honest feedback of the employees
regarding the work environment of the organisation. I believe that an orientation session
would work for the mentoring process to help the employee. In a mentoring program,
incorporating mentors from different levels and department shall bring in interest for the
employees. They will encourage the employee to think about their career development in a
different way (Klinge, 2015). I would have emphasised on the recruitment of the mentors
based on the learning needs of the employees. It should be made sure that the employees feel
engaged and motivated in the organisation, for which their efforts should be recognised in the
organisation. If I were involved in the program, I would have changed the activities planning
and allowed an opportunity for reverse mentoring. To maintain the momentum, there needs to
be a boundary in the mentorship program.

4MENTORING AND COACHING IN THE WORKPLACE
Reference
Eane.org. (2018). Mentoring Program for New Staff. [online] Available at:
https://eane.org/assets/DocMan2/NewFolder/Mentoring-Materials/MENTORINGPR
OGRAMFOR-NEWSTAFFRVSD-11-08.pdf [Accessed 25 Sep. 2018].
Energy.gov. (2018). Mentoring Program. [online] Available at:
https://www.energy.gov/sites/prod/files/2014/11/f19/DOE_Mentoring%20Guidance
%20%20Pgrm%20Plan2_0.pdf [Accessed 25 Sep. 2018].
Klinge, C. M. (2015). A conceptual framework for mentoring in a learning
organization. Adult learning, 26(4), 160-166.